​Programme Recovery & Stabilisation

I specialise in stepping into complex programmes where delivery is at risk - restoring control, clarity, and confidence at pace.

This typically includes:

• Rapid assessment of programme health

• Identification of root causes behind missed milestones and unreliable reporting

• Immediate stabilisation of governance, planning, and decision-making

• Clear articulation of delivery options, risks, and trade-offs for sponsors

The focus is always on practical recovery, not retrospective analysis.

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Executive-Level Intervention

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When confidence has eroded, programmes need calm, senior leadership - not additional layers of process.

I work directly with:

• Executive sponsors

• Programme directors

• Steering committees

Providing:

• Clear, unvarnished assessments

• Decisive recommendations

• Support through difficult decisions

My role is to bring clarity under pressure and ensure leadership has an accurate picture of what is truly achievable.

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CRM & ERP Transformation Recovery

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My work is centred on large, complex transformation programmes, particularly:

• CRM implementations

• ERP replacements and upgrades

• Multi-vendor, global delivery models

These environments often suffer from:

• Over-optimistic planning

• Fragmented accountability

• Conflicting vendor incentives

I help re-establish realistic plans, aligned ownership, and delivery discipline - without losing sight of business outcomes.

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Programme Assurance (When It Really Matters)

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Traditional assurance often tells you what you already know - or arrives too late to change outcomes.

I provide hands-on, intervention-led assurance that:

• Surfaces delivery risk early

• Tests whether plans are executable, not just compliant

• Supports corrective action rather than simply reporting issues

This is assurance designed to enable recovery, not observe failure.

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When I’m Typically Engaged

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I’m most often brought in when:

• Milestones are slipping without a clear explanation

• Reporting no longer reflects reality

• Stakeholder confidence is deteriorating

• Internal teams are exhausted but still not moving forward

• A programme is approaching a critical point (go-live, funding review, reset)

If any of this feels familiar, an early conversation can prevent more severe intervention later.

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What This Is Not

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To be clear, this is not:

• General management consulting

• PMO augmentation

• Methodology implementation

• Long-term advisory retained for its own sake

My focus is intervention, recovery, and transition back to stable delivery.

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Next Step

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If a programme you’re responsible for is under pressure, the first step is a straightforward conversation.

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Request a Conversation