The client was losing money on an onboarding and risk management platform due to the complexity of its build. At some point the firm had built and Azure platform with the intention of building D365 applications, starting with a CRM system. The next stage was to transfer the legacy onboarding system into D365 and had attempted to ‘lift and shift’ the operation. With vastly different models between the two systems, the project had virtually come to a halt, and after sitting dormant for months and I was drafted in to reignite the project and team.

• Revitalise the project plan & delivery schedule, and revamp the project team
• Re-establish relationships with vendors and kickstart development
• Deliver a tangible first-cut solution to regain lost trust of C-Suite/Stakeholders

Conducted interviews across stakeholder groups to establish concerns, pain points and success criteria. Replayed the information with actions to show we’d listened.

Restructured and shared a governance structure, scope, timelines and provided fresh direction and guidance.

Completed user journey analysis, extended requirements scope and redesigned product features with vendors. Reset environments, integrations and began data cleansing, kicked off development using Kanban. Set up test and training strategies, aligned comms.

Delivered 60% of development within 6 months of restarting the project. Regained trust of C-Suite and stakeholders. Provided guidance to internal project leads and handed over the project in-house.

• business and it operational processes
• project management
• agile delivery
• Stakeholder Engagement
• Solution development
• Risk Management

• Digital Enablement
• Process Effectiveness & Automation
• Organisational Agility & Effectiveness

• Business Services
• Capital Projects and Infrastructure