About

Large organisations rarely struggle because they lack projects. They struggle because too many initiatives compete for attention, governance becomes process theatre, and delivery teams are pushed to promise certainty where none exists.

I've spent 20+ years inside programmes like this across insurance, life & pensions, banking and telecoms, as programme lead, PMO head, portfolio manager and sponsor adviser. The work is always the same: cut through noise, simplify the portfolio and rebuild the conditions that let delivery teams succeed.

I direct distributed, multinational teams of 5 to 40 across engineering, design, QA, operations, finance, legal and procurement, managing PMs, BAs and Test Managers with full budget accountability.