Transformation delivery

The decision-making, reporting and oversight that keeps a portfolio on track. Gate frameworks, RACI, business cases and benefits realisation, designed to fit the organisation, get used and outlast the engagement. The framework is the easy part; the discipline to run it is the work.

Large, complex programmes: core system implementations, regulatory change, cloud migration, process redesign, AI-driven automation and operating model change. I lead, redirect or rescue, and leave a programme your team can carry.

Standing up a Group Transformation Management Office (TMO) or an Integration Management Office (IMO) that coordinates workstreams and gives leadership a true line of sight. Built to steer decisions, not generate reports.

Change, operations and technology leadership roles, taken on directly when you need experienced hands now: through a transition, a crisis or a gap at the top of a function. It also buys you time to recruit the right permanent person, not just the first available one. Time-boxed, accountable, focused on handover.

Technology and operational due diligence and integration, on either side of the deal. For the buyer: assessing what you're buying, what it will cost to integrate, and running the integration once the deal closes. For the business being bought or separated: getting ready for due diligence, planning the separation or integration from your side, and keeping operations stable through the change.