A global aerospace company set a $3B international growth ambition, but the evidence was fragmented across businesses and countries. Market attractiveness, current presence, political and regulatory risk, workforce, customer demand, and execution capacity rarely pointed in the same direction.

As a senior strategy leader, Sharay helped architect the enterprise approach, led the global presence analysis, built the prioritization logic, and redesigned the governance that moved growth opportunities from exploration to decision.

Global opportunity could not be judged on market size alone. Each country had different industrial ambitions, customer structures, political conditions, workforce constraints, localization expectations, and partnership requirements. Even once priorities were set, business units and functions had different timelines and assumptions, and regions needed a practical way to turn direction into integrated country plans.

Sharay partnered with country presidents, business-unit strategy teams, Finance, government affairs, and regional experts to refresh country strategies — then designed and facilitated the strategy-to-action process that activated them.

International growth depended on dozens of interlocking activities spread across functions. Without integrated governance, a legal entity could exist on paper while the office, workforce, systems, policies, or financial mechanisms were not ready for Day 1.

Sharay co-developed the Global PMO — helping design its governance and playbook, aligning functional owners, and giving executives visibility into dependencies, decisions, and readiness.

The facility required simultaneous decisions across real estate, construction, technology, workplace design, workforce readiness, and governance. A delay in any one stream could compromise the launch.

Sharay led integrated delivery with Facilities and Real Estate, connecting the physical build with technology activation, staffing readiness, and operating governance.

International investment approvals were routed back through US functional leadership, slowing facilities and equipment decisions that could become critical-path blockers for operations and high-visibility openings.

Sharay analyzed historical decisions, redesigned decision rights for the International Asset Management Board, and established reporting that built confidence in delegated authority.

An OCR invoice-processing rollout was rejecting roughly half of invoices. Testing timelines were unrealistic, ownership and dependencies were weak, beta testing was limited, and US Finance, India-based processing teams, and markets using Chinese, Japanese, Korean, and Arabic characters were disconnected.

Asked to assess the effort from a project-management lens, Sharay examined the full system instead — diagnosing the cross-disciplinary gaps and structuring a recovery without turning it into a blame exercise.

A national brand in the assisted tax-preparation market needed a net-new, multi-market program built on trusted community relationships, rapid field execution, clear roles, local intelligence, and evidence the model could scale. As the pilot closed, its evidence — schedules, field reports, surveys, and feedback — was dispersed, with no single method for future delivery or project selection.

HSC designed much of the operating structure, served as primary liaison through delivery, coordinated partners and ambassadors, and built the playbook — using AI to accelerate synthesis while validating every interpretation and owning the recommendations.

Agentic AI, Microsoft Copilot, data modernization, reporting, and Responsible AI initiatives were moving at different speeds, without a shared method for sequencing investment, assessing workforce impact, or distinguishing incremental work from transformation.

HSC led change strategy and readiness, built the prioritization framework, and authored an executive white paper connecting digital ambition to the operating capabilities required to deliver it.

The Authority lacked a shared operating model and enterprise infrastructure. It needed clear priorities, roles, intake, committees, meeting rhythms, project visibility, and a practical way to work between meetings.

As Vice Chair, Sharay created the Authority’s first Concept of Operations, designed its governance and initiative system, and built its board platform.

Community and university investments needed to create credible local value while supporting the company’s ability to operate, grow, build talent, and sustain trusted partnerships across very different markets.

Sharay managed the global portfolio — and retained it across two successive strategy roles — connecting investment choices with country strategy and executive engagement.