“The difference between a programme that delivers and one that disappears into the organisation is rarely the plan. It is almost always the governance, the visibility and the quality of the decisions made under pressure.”
Complex programmes fail for predictable reasons: unclear ownership, inadequate governance, poor risk management, initiative overload and leadership teams that cannot see clearly enough to make the decisions the programme needs in time to make a difference.
I have designed, implemented and led programme management architectures across some of the most complex and high-stakes programmes I have encountered — from a USD 3.2 billion mining programme that had to report a recovery date to the capital markets, to a 27-initiative post-acquisition transformation portfolio reporting to a PE steering committee at Group CEO level. The methodology is disciplined. The application is always specific to the situation.
What I design and implement:
Transformation Management Office architecture: Governance structure, processes, tools and reporting cadences — built from inception and designed to give decision-makers the visibility they need without creating the bureaucracy that slows programmes down.
Portfolio prioritisation frameworks: Business case methodology, investment sequencing, go/no-go criteria and the prioritisation logic that allows leadership teams to make difficult resource allocation decisions with confidence and with evidence.
Programme recovery: When a programme is in difficulty — behind schedule, over budget, unclear on scope or lacking confidence in the market or with the PE sponsor — I conduct a rapid diagnostic, lead the replanning, embed the risk management and restructure the reporting.
Performance management: KPI frameworks, initiative tracking, value realisation measurement and the reporting mechanisms that connect programme delivery to the financial outcomes the business is held to.
PMO team design and capability building: Recruiting, developing and transitioning the permanent programme team so that the governance does not depart with the interim.
Selected track record:
Wrist Group: Group Transformation Office established from inception. 27-initiative portfolio across six functional areas. Full governance architecture, reporting cadences and value creation bridge delivered within the first 90 days.
Vertiv Latin America: Transformation Management Office across multiple national business units and functional streams. 15%+ EBITDA in six months, 35% cumulative over three years.
Mining programme recovery (USD 3.2bn): PMO established, entire programme schedule replanned, go-live date committed to markets. Actual go-live fell precisely within the committed window.
PE-backed telecoms integration: Group PMO orchestrating three-company integration. Pre-deal 100-day and six-month EBITDA targets delivered and bettered with zero loss of customer service levels.
