Luis Gerardo Mejía

Global Delivery & Operations Leader

Driving global delivery, operational excellence, and business transformation across LATAM, North America, and Europe.

20+ YEARS EXPERIENCE  ·  550+ PROFESSIONALS LED  ·  LATAM, NORTH AMERICA & EUROPE

With more than 20 years of experience leading IT Services, Outsourcing, Managed Services, Infrastructure Operations, and Program Delivery, I help organizations transform strategy into execution while improving operational performance, customer satisfaction, and business outcomes.

Global Delivery Leadership Service Delivery Management Program & Project Management Operational Excellence Digital Transformation Client Success & Stakeholder Management Managed Services PMO Leadership
"Successful delivery is not about managing tasks and timelines. It is about creating alignment between business goals, teams, and customer outcomes."
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Luis Gerardo Mejía Santamaría, Global Delivery & Operations Leader
A2 — ABOUTSCALE 1:1
1987
Civil Engineering begins
1997
Joins IBM
2020
Global delivery leadership — TCS, Zensar, Publicis
2026
AI-augmented delivery management

Two decades leading delivery at global scale.

I lead global delivery and operations organizations that turn complex, high-risk technology programs into predictable, high-performing outcomes.

Over 23 years at IBM, I grew through eight roles — from Project Manager to Regional Executive — building IBM's complete LATAM service portfolio from the ground up, managing strategic alliances with Cisco, Avaya, Nortel, and Lucent, and leading a delivery organization of 550 professionals with full P&L accountability.

Since then, I've carried that same discipline into global engagements at TCS, Zensar, and Publicis Global Delivery — managing enterprise accounts across the US, Canada, Mexico, and Europe, and stepping in whenever a program needed an executive decision, fast.

What 20+ years in this field have taught me: most project failures have nothing to do with technology. They come from misalignment, poor communication, and teams that measure success in green SLAs while the client is measuring value.

My foundation as a Civil Engineer, paired with an MBA from INALDE Business School, gives me a structural, business-first approach to delivery — and I'm currently extending that into AI-augmented delivery management, the next frontier of this discipline.

A3 — EXPERTISE / SPECIFICATIONS5 SPECS

Where I add the most value

SPEC 01
Service Delivery Leadership

Managing global delivery teams and client relationships end to end.

SPEC 02
Program & Project Management

Leading complex initiatives from strategy through execution.

SPEC 03
Operational Excellence

Driving efficiency, productivity, and continuous improvement.

SPEC 04
Client Success

Building trusted partnerships focused on business outcomes.

SPEC 05
Digital Transformation

Cloud, automation, process optimization, and organizational change.

A4 — LEADERSHIP INSIGHTSFIELD NOTES

Lessons from the field

Field note · 217 impressions

Most project failures I've seen had nothing to do with technology.

They had everything to do with misalignment. I've seen projects with the best tools, experienced engineers, and significant budgets completely miss their goals. The root cause was rarely technical. It was usually one of these: — Unclear expectations between the client and the delivery team. — Poor communication between business and technology stakeholders. — Priorities that changed without proper...

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Field note · 5 impressions

A silent client is not always a satisfied client.

I've seen projects where: SLAs were green. KPIs were being met. Escalations were low. The delivery team believed everything was going well. Then one day, the client moved part of the business to a competitor. The problem was not service quality. The problem was value. While the delivery team focused on meeting contractual commitments, the client was focused on something else entirely.

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Field note · 218 impressions

I once had to stop a project mid-execution and tell the client their plan was wrong.

Not an easy conversation. But it was the right decision. We had been asked to reduce costs by migrating a critical platform to a new technology stack. The objective seemed straightforward. Until we looked closer. The proposed solution had never been implemented in a production environment, and the biggest risk was not the infrastructure itself — it was data integrity during the migration process. At that point, we had two options: continue and hope for the best, or...

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A5 — CAREER HIGHLIGHTS1997 — 2025

20+ years, four companies, one discipline

20+ years leading global delivery organizations, multimillion-dollar portfolios, and cross-functional teams across LATAM, North America, and Europe.

IBM
Aug 1997 — Jan 2020 · 23 years
Delivery Manager → Regional Executive (8 roles)

23 years leading outsourcing, infrastructure services, and global delivery operations.

550 professionals led · Full P&L accountability · Executive sponsor for GEA Group, SURA Corporativo & Grupo Argos

Tata Consultancy Services
Jul 2020 — Oct 2021
Business Relationship Manager / Delivery Manager

Business relationship management and strategic client engagement.

Zensar Technologies
Jul 2022 — Jun 2023
Customer Project Manager / Delivery Manager

Program and project leadership for enterprise clients.

Up to 7 enterprise accounts managed simultaneously · US, Canada & Mexico

Publicis Global Delivery
Dec 2023 — Oct 2025
Senior Project Manager / Delivery Lead

Operations, delivery governance, and transformation initiatives.

Up to 20 concurrent projects · LATAM, North America & Europe

A6 — CONTACT / TITLE BLOCKDRAWN BY L.G.M.S.

Let's discuss leadership, transformation, and delivery excellence.

● OPEN TO GLOBAL DELIVERY LEADERSHIP, PROGRAM DIRECTOR, OPERATIONS DIRECTOR & TRANSFORMATION LEAD ROLES — LATAM · USA · EUROPE · REMOTE/HYBRID
EMAIL
lgmejias8927@gmail.com
PHONE
+57 305 310 0098
LINKEDIN
linkedin.com/in/luisgerardomejia
LOCATION
Medellín, Colombia
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