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Services

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Programme Recovery & Turnaround

When a programme is in difficulty, the problem is rarely the technology. It is usually assumptions that were never tested, dependencies that were not managed, governance that reported progress against plan rather than reality, and delivery teams that could not challenge upward.

We parachute into programmes in difficulty, diagnose what is actually wrong, and reset them for success. Typical work includes:

  • Independent diagnostic of a stalled or failing programme

  • Rebuilding governance, reporting and delivery discipline

  • Renegotiating scope, dependencies and assumptions

  • Establishing recovery plans with defined decision points

  • Delivering to hard deadlines when the external pressure is real

Recent experience: recovering a regulator-mandated remediation to a hard external deadline; rescuing a regulatory reporting programme that had spent several hundred million dollars without delivering a viable solution; building a costed fallback and pre-agreed contingent decision for a programme dependent on an initiative that was not delivering.

Finance Transformation & CFO Advisory

Most finance transformation fails because of the interaction between system rigidity, data quality and human behaviour — not because the technology is wrong. We work with CFOs and finance leadership teams to improve how finance plans, forecasts, reports and controls.

Typical work includes:

  • Financial modelling, scenario analysis, capex and cash flow modelling

  • Business case development with clear value levers — efficiency, revenue, margin, risk

  • Finance process automation, including the migration of end-user computing to controlled, auditable processes

  • Management information and reporting design, building reporting from the detail up

  • Data quality assessment and treatment of missing or poor data

  • Finance function operating model and control environment improvement

Recent experience: automating the daily P&L on a global bank's Treasury bond portfolio; delivering capital management infrastructure that migrated off end-user computing; designing a finance data lake solution feeding a Treasury dashboard; building the £500m capex business case for a major telecoms roll-out.

Digital Transformation

Digital transformation is culture-first, technology-second. Most failures are organisational rather than technical. We work with organisations to design, execute and embed digital change, with the human and organisational dimension running through every phase.

Typical work includes:

  • Assessing organisational elasticity and change capacity

  • Defining the digital vision and target operating model

  • Establishing senior governance and delivery structures

  • Building capability alongside delivery, not after it

  • Establishing internal ambassador networks and mobilising middle managers

  • Measuring adoption, not just delivery milestones

Recent experience: structuring a professional institute's approach to AI for its membership, including sandbox collaboration, ethics training and practical application guidance; authoring a published framework on digital transformation delivery.

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