Vasile Gobjila

Background

About Vasile Gobjila

Everyone agrees on the TBM ambition: align Finance, IT, and the Business; build Cost Transparency; shift conversations from cost to value; make TBM part of how decisions are made, etc.None of that is controversial. We know the theory. Yet.TBM programmes routinely stall once the hard parts show up.Data doesn’t connect cleanly. Teams are already stretched. Tools are bought before foundations exist. Vendors sell best practice that you are not ready for. Momentum fades, and TBM quietly becomes another "reporting project".Execution collapses under enterprise reality. Knowing isn’t enough.That gap between knowing what good looks like, and making it work in practice - this is where I operate.I help organisations execute their TBM ambition anchored in their reality, and deliver results they can sustain.What that looks like in practice depends on where you are in the process, and how "real" you are about adopting TBM. Readiness assessments before vendor selection - “slow is smooth, smooth is fast”.TBM maturity advisoryUse case shaping, value framing, and ownership alignment.Pragmatic roadmaps that save months of rework and frustration by getting the basics right first. I step in as delivery leadership, side by side with your team, orchestrating work across Finance, IT, Business, and vendors.Traction-focused sprints that create accountability so TBM stops being a side project.Operating model, priority use cases, handover planTeams that actually own TBM rather than rely on external support.Governance model and operating rhythmA platform that survives beyond the initial programme and continues to create value.I’ve seen TBM from all sides: vendor (outside-in); client (internal); partner (embedded). This gives me a unique perspective and first hand experience of the success factors, challenges, and problem patterns that come with TBM.I am a seasoned technology leader, delivery-led background in complex software solutions and systems delivery, large-scale re architecture and digital transformation programs. I sit comfortably between strategy and execution, product thinking and agile delivery. TBM - or any other transformation effort for that matter - works best when all of these connect.If you are launching a TBM programme, or trying to rescue one that has lost momentum, and you want clarity, traction, and outcomes rather than just more slideware - let’s talk.