IT Program and Delivery Leadership
Delivery leadership from inception to go-live
We run and rescue programs that answer to a board, an audit committee or a regulator — whatever the funding model actually needs.
Most programs do not fail loudly. They drift. The business case ages, the schedule stops describing the actual sequence of work, the status report goes green because green is easier to explain, and benefits nobody instrumented quietly become unprovable.
We work in one of two seats: running the program, or independently reviewing it. We do not do both on the same program at the same time.
Failure modes
What usually goes wrong
We name the failure mode before we name the fix.
Governance theatre
The committee meets, the pack runs to sixty pages, and no decision is recorded against a named delegate. Attendance is treated as oversight.
The schedule stopped being true
A baseline nobody has re-planned against reality, maintained because re-baselining is a conversation nobody wants to have.
Agile teams inside a stage-gated funding model
Teams delivering in increments while the funding and assurance environment expects a fixed scope at a fixed gate. Neither side is wrong; the seam is unmanaged.
Green status, red program
Reporting optimism that compounds until the gap is too large to close quietly, usually surfacing two weeks before a review.
Scope
What we take on
Program set-up and mobilisation
Standing a program up properly in the first six weeks: governance with named delegates and written decision rights, a delivery approach chosen for the funding environment, and a baseline built from the work rather than from the deadline.
Delivery leadership
Running the program — scope, schedule, dependencies, risk and vendor management — with a named practitioner accountable from proposal to go-live.
Program recovery
Taking on a program that has drifted: establishing the true position in the first thirty days, then re-planning against it rather than against the original commitment.
PMO design and uplift
Designing a PMO that produces decisions rather than reports, sized to the portfolio it actually serves.
Independent assurance
Health checks and gateway preparation, reported in writing to whoever commissioned the review.
Products
Packaged versions of this work
Where the answer is a defined package rather than an open engagement, we have built one.
Questions
Asked before an engagement starts
Which methodology do you use?
Whichever the funding and assurance environment actually needs. We work across SAFe, Scrum, PRINCE2 and hybrid stage-gated models, and we specialise in the seam between agile delivery and stage-gated funding, because that is where most of the damage happens.
Will you run the program and review it?
Not at the same time. Assurance you also deliver is not assurance, and we will decline the second engagement rather than compromise the first.
Can you provide the delivery team as well?
No. We lead; we do not staff at volume. On larger programs we sit alongside your prime or panel provider rather than presenting as one.
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Start with a scoping call
A short conversation about what is likely to go wrong and whether we are the right firm for it. You get an honest read on fit and a realistic start date. If the work sits outside what we do, we will say so.