Assurance & audit
An objective view for sponsors and boards, separate from the people running the work.
Portfolio assurance
Checking that the whole change portfolio serves the strategy, not just that each programme is on track. Strategic alignment of every initiative; a portfolio built into the corporate planning and budget cycle; roadmaps agreed with each business line, so priorities and dependencies are settled rather than assumed; benefits tracking and benefits realisation management, so what each business case promised is measured until it is delivered; and a regular review structure that lets leadership pace, phase, start, stop or rebalance work based on evidence.
Project & programme assurance
Independent, forward-looking oversight that gives the board confidence a project is well governed and on course for its business case. Not running the work: checking that risk, finance, scope and delivery are being controlled, and catching emerging issues early. Health checks, gateway reviews and thematic reviews that challenge assumptions and sharpen decisions.
Project & programme audit
A formal, point-in-time review against your standards, plans and obligations. Evidence-based and compliance-focused: comparing what's actually happening to the baselines (method, procedures, contracts, regulation), surfacing gaps and control weaknesses across scope, schedule, cost, quality and governance. A clear report with corrective actions and lessons that stop systemic issues recurring.
- Full-time interimI take on the role directly: time-boxed, accountable, focused on handover.
- Part-timeA few days a week alongside your team, for governance, assurance or coaching.
- A defined piece of workA scoped review, set-up or programme phase with a clear end.
- AdvisoryA few hours a month as a sounding board for a sponsor or programme director.
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