Having worked in the healthcare industry for many years, this startup founder realised technology could be the answer to remove a painful legacy process and speed up care for patients. With very little experience as a business owner, she sought an investor and mentor willing to support her through the initial pilot phase. Once the...
Global Bank in successful shift to market-facing business model
Global bank was undergoing a major structural transformation which entailed all support businesses being realigned to service four market-facing ones. HR was one of 13 support businesses who had to shift to a predominantly vertical business model.
Operational Acceptance Made Simple
“Why is implementing change in this place like wading through treacle?” – Business Change Director FTSE-250 company
Recovery of a RED RAG’d Programme and realisation of 15% savings in ongoing service
A £250M Global Network replacement Programme on the Governments “Large Expiring Contracts” register was halted after the it’s assurance body gave it a RED rating. The Government Department leading the Programme needed to recover confidence, find a way to deliver business case objectives and ensure continuity of service for all worldwide users of the network.
Realising cross-department synergies through CRM implementation
The client, a large further education college, needed to improve results in their relationships with external contacts. They had engaged a Microsoft Dynamics CRM provider and needed additional project management capability to implement this new tool.
Delivering engineering strategy through leadership team development
The engineering leadership team of a transport business needed to better develop, articulate and deliver their strategy. They had previously identified objectives but progress had stalled (‘day job’ taking priority) and activity was more often ad hoc and uncoordinated.
Surfacing issues and creating ownership through visual management
The senior leader of a construction team wanted the team to resolve issues more rapidly to better support project delivery needs.
Reduced rejection of business cases by implementing project process framework and check points
• Was engaged to provide governance oversight to a portfolio of projects. • Projects were often poorly prepared for staged funding approvals. • Delays to funding approval and hence delivery were common, and Internal Audit had recommended that this situation should be rectified.
Improved financial control enabled a project portfolio to deliver within a constrained budget
I was engaged by a Portfolio PMO with an unprecedented focus on project finances. They had been tasked with ensuring the project portfolio could be delivered within an immutable annual portfolio budget, which had just been cut by 30% due to challenging market conditions.
Kept projects fit for purpose, on time and on budget by keeping project changes in check
• Was engaged to support a multi-year, multi-site, multi-project programme, for which the detailed design for later phases was left open to accommodate the changing needs of the business. • As a result, the programme encountered a large number of requests for changes to the original design: some of them useful; many of them less...
