Meet the project professionals
choosing to lead differently.

Gita Cherry Prabhandhari, known as Cherry, is a project and programme management professional with more than 15 years’ experience across global technology, trust and safety, vendor operations, privacy and AI governance. She holds PMP® and PRINCE2® certifications alongside CIPM, AIGP and CDPO credentials, and has led complex cross-functional programmes across EMEA and APAC.

Her work turns regulatory, privacy and AI-governance requirements into practical delivery plans, vendor controls and scalable ways of working. She joined Regeneration’s sessions with that experience already in place. What she took from them was a wider way of looking at the projects she delivers every day.

“Sustainability is not only about the environment. It also includes people, communities, fairness, economic value, and the longer-term consequences of the decisions we make while delivering projects.”

That broader lens, she says, is especially relevant to her work in privacy, vendor management and AI governance.

Delivery across complex vendor networks

Three programmes show the scale and the nature of Cherry’s work.

Cross-region focus group discussions. Cherry ran a first-of-its-kind cross-regional Focus Group Discussion programme in her organisation, across nearly 30 vendor partners in Europe and APAC. The goal was to validate tools, workflows and operational readiness, identify issues early, and turn frontline feedback into practical improvements before wider rollout. She led training, documentation, surveys, reporting and plan adjustments across regions, and introduced reporting that improved visibility over delivery activity, highlighted anomalies early, and strengthened escalation readiness.

“It strengthened visibility across a complex vendor network and helped make delivery more resilient, transparent, and humane.”

An end-to-end escalation process. Working with policy, legal, engineering, security and operations stakeholders, Cherry established a global escalation process for high-risk safety and incident investigations: a clear pathway for identifying, assessing, escalating and resolving sensitive cases, with proper tracking in place. Structured workflows, reporting and coordination meant the right team could act quickly while privacy safeguards were held. The process supported more consistent handling of high-risk cases, including countering violent extremism (CVE), and helped ensure people facing harm could be supported more quickly and responsibly.

Launching AI projects. Cherry led the rollout of AI projects across her organisation’s vendor partners in Europe and the Middle East. She aligned stakeholders on readiness, quality standards, risk controls and escalation paths, and set up weekly reporting and metrics tracking where no dedicated structure existed before. The result was better visibility, earlier issue detection and a more scalable way of delivering AI-related work.

“Responsible AI delivery depends as much on governance, communication, and operational controls as it does on the technology itself.”

What the sessions were like

Cherry joined the sessions as an experienced practitioner, and she judged them on practical terms.

“They were welcoming, easy to follow, and grounded in practical project experience rather than abstract theory. I appreciated the space to discuss real challenges, hear different perspectives, and connect sustainability thinking to the kind of delivery work I do every day.”

What changed in how she approaches a project

The sessions changed the questions Cherry asks at the start of a project. Scope, schedule and budget still matter. They are no longer the whole picture.

“I now try to look beyond scope, schedule, and budget and ask earlier: What lasting impact are we creating? Who benefits, and who could be excluded or negatively affected? Are we managing not only delivery risk, but also social, ethical, and privacy risks?”

In practice, that means involving the right people earlier and designing responsible outcomes into a project from the beginning, rather than checking for them at the end. For someone who works in privacy, vendor controls and AI governance, those questions map directly onto the P5 Impact Analysis at the centre of the CSPP™ course: people, planet and prosperity, assessed alongside time, cost and scope.

Cherry’s advice to other project professionals

For anyone weighing up whether a sustainable project management programme is for them, Cherry’s answer is short.

“Just go for it. You do not need to be a sustainability expert to take part. The sessions are practical, supportive, and full of perspectives you would not necessarily encounter in your day-to-day work. If you are open to seeing your projects, and your role in them, through a wider lens, you will get a lot from it.”

Looking ahead

Cherry’s work sits where regulation, technology and people meet. Her story shows that sustainable project management applies as much to privacy programmes, vendor networks and AI rollouts as it does to environmental projects.

At Regeneration, we are proud to support practitioners like Cherry who bring deep operational experience, a commitment to responsible delivery, and a willingness to ask harder questions earlier.

Because regeneration begins when experienced leaders choose to look wider.