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
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.
Two directions, one discipline
Bringing an acquired business onto a single operating model and carving one out to trade independently are the same problem run in opposite directions. Both turn on knowing precisely which shared services, data and contracts are load-carrying, and both fail in the same place: the things nobody documented because everybody knew them.
Integration
We led the post-merger integration of corporate finance functions following a general insurer's acquisition of a health insurance business, designing and implementing a single platform, single team and single process model across financial reporting, systems and corporate governance, and harmonising accounting structures, risk reporting and operational workflows across finance, IT and HR. Integration roadmaps were presented to the chief financial officer and chief executive, securing approval for phased execution.
Separation
We planned the carve-out of a European life assurance business from its parent group - the separation of banking, investment, hedging and collateral platforms - and stood up an independent office and platform estate to support it. The transaction did not ultimately receive central bank approval, which is worth stating plainly: the separation was delivered, the deal was not done, and those are different outcomes.
Workforce transfer
We managed the reverse transfer of one hundred and fifty IT professionals from a third-party outsourcing provider back into a pillar bank, under European Central Bank and Central Bank of Ireland regulatory requirements, negotiating with unions, executive leadership and regulators.
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.
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.
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.