Samuel Jurawan

• Managed delivery for priority strategic initiatives, building practical project plans (scope, milestones, dependencies) and driving cross-functional execution to hit timelines.
• Ran governance and control: maintained RAID/mitigation, action tracking and stakeholder updates, escalating early to unblock delivery and protect outcomes.
• Improved delivery cadence by streamlining communication channels and tightening follow-ups, reducing delays and keeping accountability clear.
• Supported delivery of the GO! Self-Service programme, coordinating across two streams and keeping day-to-day execution moving (tracking, follow-ups, and cross-team alignment).
• Partnered with the Product Director on coordination, positioning and light-touch analysis (quick ad-hoc reporting and insights to support decisions and updates).
• Managed operating cadence and cross-functional alignment for two product squads: Full-Funnel x Cross-Channel (product diversification) and C-DSP (launch of Criteo’s new DSP offering).

Sole change manager within the Transformation PMO for global, cross-functional programmes spanning commercial strategy, org change and M&A integration.

• Led end-to-end change delivery for Project Growth (global shift in commercial narrative from Retargeting to Acquisition/Retention), owning change plan, stakeholder management, comms and enablement.
• Delivered change for P20 (global Commercial reorg into a matrix organisation), partnering closely with leadership through governance forums (regular OpCos; SteerCos as needed).
• Owned the change approach for IPONWEB integration (M&A; ~400 employees), supporting Day 1 planning through integration rollout and BAU transition/hypercare.
• Owned and maintained Criteo’s Change Impact Assessment framework, including criteria and support model used to size change effort and define the level of PMO change engagement.
• Produced roll-out communication packs (key messages, FAQs, talking points) to support consistent cascades during rollouts.
• Introduced a BAU transition framework to support sustainment and handover post-change.both Prosci or APMG Frameworks) to cater for, programme approach, number of impacted audiences and time constraints to deliver
• Consulting on projects which are out of PMOs scope but require support in building momentum or sustaining behavioural change
• Owner of Criteo's Change Management approach to integrations via Mergers & Acquisitions (M&A), from Day 1 planning to closure of previously acquired legal entities
• Carrying out hypercare and BAU Transition planning to ensure change adoption is at an appropriate level within the function
• Leading and designing function and business wide webinars and town hall sessions to sell change to an audiences by using the influence of senior leaders

Led change and project delivery across the UK operation, supporting cross-functional initiatives spanning process, systems and operating ways of working.

• Assessed change readiness and adoption risks using a mix of quantitative and qualitative inputs, shaping practical rollout and comms/training plans.
• Owned end-to-end delivery for change initiatives (design, governance, planning, implementation support, sustainment and BAU transition).
• Produced planning documentation for IT-led change and automation initiatives (including RPA), working across departments to land changes with minimal disruption.
• Improved operational processes using Lean Six Sigma tools and supported UK leadership with change roadmaps and cadence planning.

Led operational change delivery and adoption across EMEA, acting as the link between central teams (Amsterdam) and local sites to land process, tooling and service changes with minimal disruption.

• Owned the change intake and cascade model from central teams, translating updates into clear actions for team managers and frontline teams.
• Change Lead for global rollout of an internal Live Chat tool used by ~10,000 agents: built the training approach and timeline, coordinated regional engagement activities, and supported KPI/SLA updates.
• Set up and ran testing groups for new products, services and system improvements, ensuring structured feedback loops into Product and Operational Excellence teams.
• Managed stakeholders across central implementation teams and local office leadership, balancing adoption needs with operational performance.
• Built and led an EMEA Change Agent network to improve engagement and two-way feedback on active changes (light-touch champion model to support comms and adoption).
• Created structured comms to reduce disruption, including a weekly newsletter covering smaller changes, FAQs and key updates.

Supported the launch of Booking.com’s new operations office in Vilnius (new legal entity and site), helping leaders embed culture and land change during rapid set-up and hiring.

• Partnered with local leaders to embed Booking.com culture and ways of working across new teams and hires.
• Acted as the bridge between central teams and the site: assessed upcoming process/procedure changes, presented impacts to line managers, and gathered feedback to refine rollouts before frontline comms.
• Coached leaders on how to cascade change and build buy-in, including handling concerns and keeping momentum on initiatives.
• Supported governance and delivery: built plans and a working cadence for stream leads, and secured approval to run central process experiments and tooling pilots while managing potential impact to site KPIs/SLAs.

• Managed and coached a team of up to 20 CS reps, including 1:1s, quarterly reviews and day-to-day performance support.
• Supported hiring and performance tracking: interviews/assessment centres, quality checks on calls/emails, and KPI reporting with improvement actions.

• Managed customer operations team; escalations, performance, and process improvement.