Matan Oz
Enterprise software is easy to sell and hard to deliver. I've spent twenty years on the second part.
Delivery and commercial leadership in enterprise software, for customers who don't forgive a missed go-live. Across three continents.
Profile
I've spent my career in the part of enterprise software that decides whether a deal was worth signing: the stretch between contract and production, and the years of relationship that follow it.
That has meant running global delivery organisations, building account management functions from nothing, owning renewal and expansion revenue, and sitting in the room when a programme is late and someone has to decide what actually ships.
The institutions I've worked with don't forgive slippage. Federal Reserve banks, global systemically important banks, super-regional and community institutions, organisations where a missed go-live is a regulatory conversation, not just an awkward status call. That environment shapes how I work: plans that survive contact with reality, quality gates that mean something, and escalation paths where someone is genuinely accountable.
Point of view
A red account is almost never a product problem.
Most of my career has been spent on the same problem in different forms. An enterprise implementation slips. A date moves, then moves again. The customer stops believing the plan. Months later it arrives at the commercial team as a renewal risk, and by then the cause is buried back in delivery, where the people who own the renewal have neither visibility nor authority.
Fixing it needs both sides of the house. Most customer success leaders have never run a delivery organisation. Most delivery leaders have never carried a renewal number. I've spent twenty years moving between the two.
The pattern is consistent enough to be a method. Establish what is genuinely failing rather than what is being escalated. Separate the blockers from the workarounds. Put named owners and real dates against each one. Rebuild the customer's belief that you can ship, because by the time an account is red, that belief is the actual thing that's broken.
Triage what is actually failing, put names and dates against it, and rebuild the customer's belief that you can ship.
Selected results
Areas of expertise
Delivery & Implementation
- Enterprise programme delivery
- Implementation methodology
- Test strategy, SIT and UAT
- Go-live and cutover planning
- Data migration
- Quality gates
- Escalation management
- Global delivery models (onshore, nearshore, offshore)
Customer Success & Commercial
- Net and gross revenue retention
- Renewal and expansion
- Account health scoring
- QBR and executive engagement frameworks
- Churn recovery
- Voice of customer
- Services scoping, pricing and contract review
Regulated Industry Domain
- ISO 20022 migration
- Real-time and instant payments
- ACH and wires
- Payment hubs
- Core banking integration
- Financial messaging
- Regulatory compliance
- Bank technology evaluation and procurement
Leadership
- Building functions from zero
- Team building at 50+ scale
- Hiring and development
- P&L ownership
- Cross-functional leadership across product, engineering and sales
- Change management
Experience
VP, Head of Strategic Account Management
- Own the commercial lifecycle for a global portfolio of financial institutions spanning Federal Reserve, tier-one global, super-regional and community banks
- Built the account management function from zero: processes, playbooks, QBR and renewal frameworks, NPS programmes, contract review, health scoring, and the team to run it
- Reached 115% net revenue retention through a proactive expansion strategy
- Lead upsell and cross-sell across the portfolio
- Sustain a high-touch cadence of 70+ QBRs and 100+ executive check-ins annually
VP, Head of Delivery & Customer Onboarding, Americas
- Delivery head for the company's largest market region, owning end-to-end implementations from kickoff to customer live-readiness for financial institutions
- Cut at-risk accounts by 90% with a structured recovery framework combining executive escalation, delivery realignment and written success plans
- Drove professional services to a record year
Director, Head of Product Management & Customer Experience, Americas
- Led product strategy and customer experience for a payments portfolio across the Americas
- Worked with the Federal Reserve and regional clearinghouses on the industry's ISO 20022 transition
- Launched new payment products by integrating market research, customer insight and regulatory change
- Built roadmaps tied to retention and adoption rather than feature count
Director, Head of Payments Implementation, Americas
- Built and led a centre of excellence of 50 global consultants across onshore, nearshore and offshore
- Managed enterprise implementation delivery for tier-one banking clients
- Lifted services margin from 28% to 40% through a resource optimisation framework, improving utilisation 20%
- Cut average project timelines 30% and reached 85% on-time delivery with a standardised methodology
- Improved NPS 30% by establishing client success KPIs and transparent executive reporting
- Owned services scoping, pricing, effort estimation and contract review with Legal
- Transitioned the organisation to a fully remote delivery model in 2019 without loss of delivery quality
Head of Implementation, Americas
- Directed a 30-person global services team delivering mission-critical payment platforms
- Escalation point for critical milestones; reduced resolution time 35%
- Created delivery standards that cut project timelines 20%, improved quality metrics 25% and reduced post-go-live issues 30%
- Designed a structured client onboarding programme reaching 4.2/5.0 satisfaction
QA Manager
- Joined as a Senior QA Engineer in 2007, progressed to EMEA and APAC Team Lead, then QA Manager
- Led quality assurance for a flagship enterprise payments platform serving global banks
- Managed a 20-person team; introduced automation and quality KPIs
- Cut testing cycles 25%, lifted coverage to 90%, reduced critical production defects 40%
Recognition
Get in touch
Always glad to hear from people working on hard problems in enterprise software.
A question or an introduction is welcome. I read everything and reply.