Programme recovery and reset
Programmes rarely fail quietly. They miss a baseline, replan, miss it again, and the reporting stops describing the work. We establish what is actually true and rebaseline to a position a board can approve.
Practice
Programme governance and the transformation office
Reporting that tells a sponsor something they did not already know, financial control over a multi-vendor book, and a transformation office that prioritises rather than collates.
The problem with most programme reporting
It collates. Thirty workstreams each send a status, someone assembles them, and the result tells a sponsor what they were already told, one week later, in more pages.
Reporting earns its cost only when it surfaces something the sponsor did not already know, early enough to act on. Everything below is built backwards from that.
What we build
- Governance and decision rights - who decides what, at what threshold, and what happens when they do not. Chairing steering committees and reporting through to board.
- Financial control across a multi-vendor book - forecast against contract against actual, at a granularity that makes a change request arguable before it is approved rather than after.
- Risk and RAID that is used - a risk register nobody reads is a liability, because it documents that you knew.
- The transformation office - portfolio prioritisation driven by the business rather than by whoever asked most recently.
Evidence
We established the enterprise transformation management office for an Irish life assurer running a fourteen-workstream digital programme, and led the transformation office for a pillar bank through a period of regulatory scrutiny. At an ISEQ-listed distributor we built the governance, reporting, financial control and risk frameworks covering a multi-vendor book of approximately €35m, chairing weekly steering and reporting to board.
We have also served as chief of staff to an executive sponsor through a multi-year regulatory remediation programme, which is the same discipline seen from the sponsor's side of the table.
Other practice areas
Core platform transformation
ERP and core systems at enterprise scale, through four decades of platform generations. The technical decisions and the delivery decisions are the same decisions, and we take both.
Assurance and regulatory readiness
Programmes running under supervision, the independent reviews they attract, and the audit responses that follow. Assurance built to be useful, not to be filed.
Integration and separation
Both directions of the same discipline. Bringing an acquired business onto one operating model, or standing one up as an independent entity able to trade on day one.