• Was engaged to support a multi-year, multi-site, multi-project programme. • The programme had no schedule in place.
Improved project capability to deliver right first time by learning from experience
• Was engaged to provide delivery support to a multi-year programme to refit a global HQ building whilst still in occupation. • Because the building was to remain occupied throughout the process, the works were to take place in a series of phases.
Increased transparency of project cost performance against budget
I was engaged to support a project to fit out a new customer contact centre. Each stakeholder had a different view of what should be included in the headline “envelope” sum being monitored. This meant that when a stakeholder asked “How are we doing against the budget?” each one was talking about a different “budget”,...
Improved financial control and predictability in delivery
I was engaged to support a multi-million pound programme that had passed through the feasibility and design stages, and was about to enter implementation. The programme had no financial mechanisms in place (raising orders to paying invoices). Some suppliers were owed more than £300k, and payments were overdue by as much as 8 months.
Product owners increase sign off on changes “In quarter”, from ~30% to ~70%
The division was challenged by the VP to increase the proportion of successful project outcomes on a quarterly basis. The number of projects which were not delivered in-quarter was hurting brand perception, and affecting sales. With teams in four countries, delivery was out of step with expectation, and although teams and individuals worked well, the...
Improved Relationships with your Suppliers and Business Partners
Blue Chip Company Category and Procurement Team failing to deliver expected cost savings. Poor internal reputation amongst key stakeholders and business partners due to poorly structured contracts and failure to drive improvements and deliver innovative solutions with 3rd Party Suppliers, resulting in risk of undermining company’s competitive advantage. Low moral and motivation of staff within...
Healthcare Takeover Success Against The Clock
The Healthcare country manager had won an outsourcing contract providing medical devices to patients in a major council and needed help incorporating this patient service into their business in just three months to meet the contractual timeline.
Leveraging Language to improve Delivery efficiency and effectiveness
The client had a digital transformation taking an on-premise system into a new cloud implementation. The user base was circa 20k and across several countries. It had a business case approved that was found to be in need of additional funding for unknown cost elements that appeared later. The programme team was deliberately skinny to...
Helping Dreamland trade safely over their peak season in the Summer
Outdated infrastructure and wrong IT team profile meant Dreamland was at serious risk ahead of their peak season in 2019
Building the capability to double a retail business in 5 years
As part of their growth strategy, moving from a predominantly UK retailer to a global brand, Superdry had plans to double in size over a 5 year period from 2014, but did not have the ways of working, processes or infrastructure to support that growth. Projects had also typically been run within individual departments, frequently...
