Soula.ge · Sheet 01 of 08 MMXXVI

Sandro Suladze.

Delivery Manager · Eleven years in software operations · Tbilisi, GE

I build the operating systems that let software teams ship — the SDLC, the runbook, the cutover plan, the rolling RAID — and I make migrations land, not just launch.

Currently Delivery Manager at Exadel, leading two scrum teams across three enterprise products. Before that: telco billing swaps at Geocell, casino and poker portfolios at adjarabet, a 32-country compliance regime at Spribe, and the Customer Data Platform launch at TBC Bank. I work best in matrix orgs, cross-cultural teams, and rooms where the meeting starts before the meeting starts.

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Currently

2023 — present

Role

Delivery Manager

Exadel · Tbilisi
2023 — present

Remit 3 enterprise products
2 scrum teams
17-engineer extraction team

At Exadel I lead delivery on a portfolio of three enterprise products for a single client, with two scrum teams underneath me and a third — a seventeen-engineer data extraction team — running on a service model I designed.

On arrival there was no ways-of-work documentation, no SDLC contract between the teams and the client, and no automated reporting. I built the operating system from scratch: refinement, planning, release, and review cadences on Azure DevOps and Jira; an ITIL-aligned service delivery lifecycle for the extraction team; and a JIT framework with automated comms that lifted program visibility for stakeholders who had previously been guessing.

The headline outcome, however, sits outside the standing rituals: leading the migration of 746 schools from a legacy student system to a new platform — exceeding the seven-hundred-school target, hitting every go-live date, and returning a 20% cost saving against budget.

746Schools migrated · target 700
20%Cost savings vs. budget
3Products · 2 scrum teams
17Engineers under ITIL SDLC

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Selected work

Four programs · 2018 — 2024

A nation's schools, in one academic year.

A 746-school platform migration, landed on the bell.

The brief was seven hundred schools migrated from the legacy student system to a new platform before the academic year began. We landed seven hundred and forty-six — at every go-live date, with a twenty percent cost saving against budget.

The deliverable wasn't the platform. It was the cutover plan, the school-by-school runbook, the on-call rota for week one of class, and a RAID log that survived the whole program.

Most of the work was the unsexy plumbing: dependency graphs across vendors, a regulator queue we couldn't compress, and procurement clocks that didn't appear on any sprint burndown. The program landed because we kept a second clock for those.

Aviator, across thirty-two jurisdictions.

New-market licensing and the ongoing renewal cycle.

At Spribe I drove the licensing program for the flagship game across thirty-two countries — both obtainment in new markets and the renewal cycle for the regimes already in flight. The seat sat between regulators, internal product, and external counsel.

I held the regulator relationships, advised the business on remote gaming legislation, and owned the compliance review of customer-facing content against licensing conditions and internal policy. The discipline was making sure compliance never became the reason a release slipped.

A Customer Data Platform, from a slide deck.

Vision, budget, and a founding team for TBC's CDP.

The hardest work happened before any line of code: defining the vision, securing the budget, and aligning marketing, data, risk and IT around a platform that touched all of them.

The CDP became a real project the day enough decision-makers agreed it was one. I built the founding team and handed it to delivery as a program, not as a pitch.

Casino, P2P, Poker — three programs, one portfolio.

Mobile Poker shipped; five table games and thirty-plus vendors integrated.

Owned the Casino, P2P table games and Poker programs across the portfolio. Shipped Mobile Poker. Integrated five table games and thirty-plus slot vendors. Brought Aviator in as a portfolio integration — it became the most successful game of that year.

Vendor management end-to-end across the portfolio: contracts, integrations, certifications, regression and the first three months of live operation.

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Career log

Most recent first

2023 — now Present Delivery Manager 3 products · 2 teams Exadel Tbilisi · GE
2022 — 2023 12 mo Project Manager Bridge to Delivery Manager Exadel Tbilisi · GE
2021 — 2022 14 mo Compliance Officer · PM Aviator · 32 countries Spribe Tbilisi · GE
2020 — 2021 12 mo Agile Project Manager Scrum from zero Betvili Tbilisi · GE
2020 6 mo Startup Product Owner CDP launch TBC Bank Tbilisi · GE
2018 — 2020 24 mo Portfolio Manager · PO Casino · P2P · Poker adjarabet.com Tbilisi · GE
2018 8 mo Scrum Master 14-person team adjara.com Tbilisi · GE
2017 — 2018 12 mo Project Manager Billing Swap Program · 8 projects Geocell Tbilisi · GE
2014 — 2017 36 mo Sales → Senior Sales → Call Center Geocell Tbilisi · GE
2010 — 2013 36 mo Mobile Office Manager Alternative channels Beeline Tbilisi · GE

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How I operate

Six notes from the field

No. 01

The operating system, not the hero.

A program that runs because I'm in the room is a program I haven't finished. The deliverable is the SDLC, the RAID, the cutover plan and the on-call rota — not me at the standup.

No. 02

Land, don't launch.

Go-live is the easy part. Landing means support has the runbook, finance has the cost line, the regulator has the file, and the end user opens the thing without calling anyone. The 746-school migration shipped when school 746 opened for class — not when the last server flipped green.

No. 03

The roadmap is mostly a no-list.

The teams below me don't have time to relitigate scope every sprint. I make the cuts explicit — what we're not doing this quarter, why, and when we'll revisit. MoSCoW gets used as a verb, not a slide.

No. 04

Read RAIDs cover to cover.

Risk lives upstream of the burndown — in the dependency graph, the regulator queue, the vendor's roadmap, the procurement clock. None of those show on a velocity chart. I keep a second clock for them.

No. 05

AI-native means closing the context loop.

Every agent session starts with goldfish memory unless something hands it the program state on the way in. The loop — session reads context, ships work, context absorbs the result, next session inherits — is the design problem, not the model choice.

No. 06

Promote yourself out of the work.

If the same problem comes to me twice, the gap is in coaching, not capability. The job is to leave behind PMs who run the next migration without me — and to know which one is ready when it lands.

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Practice notes

Where the craft is heading

Senior delivery work in 2026 means having a working answer to "how does this team ship with agents in the loop?" — not a slide about it. These are the tools I've been building on my own time to develop that answer with my hands. Same SDLC discipline, applied to the agents themselves.

ClearGate Framework · npm · TypeScript

A planning protocol and four-agent loop — Architect / Developer / QA / Reporter — for AI coding agents. A compiled awareness wiki gives each session ~3k tokens of repo state on the way in, instead of re-grepping raw files at runtime.
github · cleargate ↗
V-Bounce Engine Framework · Multi-platform

Predecessor framework. Isolated git-worktree roles inside a Bounce Loop with QA and Architect audits. Ships vbounce trends to track Bounce Rate and Correction Tax — agent quality measured the way a PM measures a team.
github · V-Bounce ↗
tee-mo Product · Slack-native AI

Slack-native collaborative AI. Semantic Routing, not RAG — a Librarian model reads AI-generated catalogs and retrieves files fresh, instead of relying on cached embeddings. BYOK with AES-256-GCM at rest. Channel-level isolation.
hackathon2026.soula.ge ↗
Chyro Product · BYOK AI workspace

BYOK AI workspace — agents on your data. pgvector retrieval, Redis/ARQ background jobs, self-hosted Supabase. Connect your sources, collaborate with agents, ship outcomes.
Private · available on request

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Vital statistics

Stack · credentials · languages

Tools

Azure DevOps
Jira
Confluence
Asana
Notion
Slack
Miro

Frameworks

Scrum
Kanban
SAFe-lite
ITIL
JIT
SDLC design

Industries

FinTech
iGaming
EdTech
Telco
Banking
Casino

Languages

GeorgianNative
EnglishFull pro
RussianFull pro

Credentials

PSM I
PMP

B.Ed. · Business Administration & Management
University "Georgia" · 2012 – 2015

Capabilities

Stakeholder mgmt
Vendor mgmt
Risk mgmt
Roadmapping
Migrations
Procurement
Compliance
Process design