Services

Five fronts I can take on, each one drawn from work already delivered. The portfolio shows what was done; this is what can be engaged.

Two ways to work together

Permanent role

A senior project or programme management position, inside the structure, owning delivery end to end.

Consulting engagement

A defined scope with a start and a finish: a rollout, a migration, a portfolio brought back under control, a PMO set up to run without me.

01

Multi-market platform rollout

An implementation has to go live across several markets, each with its own team, language and time zone, without turning into several disconnected projects.

What the engagement delivers

  • A phased rollout plan, with one market proven first and the rest built from it.
  • Approval and role governance shared across teams and agencies.
  • Dependency and critical path control between markets.
  • A single reporting line for stakeholders spread across regions.
  • Go-live criteria applied the same way in every market.

Artefacts produced

  • Phase and wave plan
  • Stakeholder map per market
  • RAID log
  • Weekly status report
  • Go-live checklist

Where I've done this

02

Delivery in a regulated environment

Delivery runs against an external rule, with integrations and third-party vendors on the critical path, where slipping a date becomes a compliance problem rather than an inconvenience.

What the engagement delivers

  • A schedule built around the regulatory milestones, not around the team's convenience.
  • Vendor and integration coordination held to the same plan.
  • Risk and dependency control across parties that do not report to you.
  • Technical documentation produced as the work happens, not after it.
  • Hypercare and a clean transition into operation.

Artefacts produced

  • Schedule with regulatory milestones
  • RAID log
  • Integration and API control sheet
  • Full handover documentation
  • Client-facing status report

Where I've done this

03

Portfolio control

Too many projects run at once and nobody has a reliable view of what is late, what depends on what, and what is about to go wrong.

What the engagement delivers

  • One structure covering every initiative, instead of one tracker per project.
  • Priority set against capacity, so the list matches what the team can actually do.
  • Milestone, dependency and critical path visibility across the whole portfolio.
  • A consolidated status the business can trust and act on.
  • A governance cadence that survives busy weeks.

Artefacts produced

  • Master schedule
  • Consolidated status dashboard
  • Portfolio-level RAID log
  • Governance calendar and meeting records

Where I've done this

04

Critical operation migration

A platform, a distribution centre or a carrier has to be replaced while the business that runs on top of it keeps running.

What the engagement delivers

  • A cutover plan with the window, the sequence and who decides go or no-go.
  • A rollback path defined before the switch, not improvised during it.
  • Vendor and internal team coordination through the transition.
  • Hypercare across the first operating days after the switch.

Artefacts produced

  • Cutover plan
  • Go/no-go checklist
  • Contingency and rollback plan
  • Post-implementation report

Where I've done this

05

PMO structure and handover

Delivery has to keep working after the person who delivered it leaves — and today it only works because someone is holding it together by hand.

What the engagement delivers

  • A governance model the team can run without the person who wrote it.
  • Status, risk and change standards that stay consistent across projects.
  • SLA control and the reporting that makes it visible.
  • A handover package complete enough to operate from.
  • Transition into operation or customer success, with the receiving side ready.

Artefacts produced

  • Governance model
  • Status and risk report templates
  • Operational documentation
  • Handover package

Where I've done this

How an engagement starts

Establish what the project is for, who decides, and what success means, before any commitment is made.

First steps

  • Structure the kickoff and align expectations, scope, and objectives with the client.
  • Identify stakeholders, decision-makers, and the escalation path.
  • Confirm commitments against the Statement of Work.

Artefacts produced

  • Kickoff deck
  • Stakeholder map
  • Agreed scope and objectives

How long it then runs depends on your situation — how many markets, what state the platform is in, who decides on your side. That comes out of this first stage, not out of an average.

Which of these is your problem right now?

Tell me the situation and I'll say plainly whether it's something I've done before.

Send an emailSee how I run the work