For NHS, Public Sector, and Professional Bodies

We design the operating models and structures that turn complex strategy into clear results.

Masteri Group is an independent management consultancy specialising in Strategic Alignment and Operating Model Transformation. We help executive teams and boards bridge the gap between high-level strategic intent and daily operational reality. We diagnose structural bottlenecks, design clear accountability frameworks, and govern complex implementation programmes to an independent, successful finish.

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What this looks like

You can usually feel it before you can name it.

  • Strategic Ambiguity: A strategy approved by the Board or SRO that nobody can easily summarise or operationalise six months later.
  • Drifting Initiatives: A major system integration, digital transformation, or data programme that is visibly drifting and doesn’t know how to end.
  • Commercial Metrics: Membership renewals drifting below the 80% to 85% benchmark, or staff costs rising faster than subscription income.
  • Operational Friction: Overlapping functions and ambiguous roles that slow down decision-making, clog the governance line, and inflate operational costs.
  • Activity vs. Outcome: Board papers and PMO highlight reports that are completely full of transactional activity, yet light on strategic outcomes or performance metrics.
  • Transition Gaps: A complex programme coming to an end, but lacking a clear service model or defined owners to handle the transition into business-as-usual (BAU).

One or two of these is normal. Several together usually means the organisation is spending its capacity on the wrong things, and has lost the means to tell which.

green? says who

My Mission

Ambition without execution is just intention.

Most organisations I work with already sense something is not landing. What they lack is someone positioned to say it plainly. Internal teams are too close to it, too invested in it, or too far from the decision. Boards see a report, not the reality behind the report.
My job is to be that person. To look at what is actually happening, say it without softening it, and leave the board with a route forward it can hold people to.

Why strategy stops becoming delivery

21 to 4

fragmented departments consolidated into regional hubs

93%

reduction in caseload backlog after an operating model redesign

15+ yrs

at programme and board level, public sector and professional bodies

Been in the room.

The work

One piece of work. Six weeks.

The Operating Model & Alignment Review answers one critical question: Is your organisation actually structured to deliver its strategy, and what is getting in the way?
I work directly with your SRO, Chief Executive, and Senior Leadership Team to assess how work flows, where decisions stall, and how your current capabilities map to your strategic goals. You don’t get an abstract framework; you get an unvarnished diagnostic report and an actionable 90-day implementation roadmap to stop stalled initiatives, simplify accountabilities, and stabilise your core delivery.

stop.

no return

01

Stop

The initiatives that are consuming capacity without returning anything, and what stopping them frees up.

just 3.

02

Simplify

The handful of things that genuinely matter, stated plainly enough that your whole organisation can repeat them.

OwnerTimescale90 day plan

owned.

03

Stabilise

The work worth protecting, given proper ownership, a realistic timescale and a 90 day plan.

When people call

The moments this tends to land.

  • You are six to eighteen months into a chief executive role and inherited more than you expected
  • A strategy was approved and nobody can say clearly what has moved since
  • A deficit or pressure on reserves means something has to give, and nobody agrees what
  • The same audit or assurance findings keep reappearing
  • A new chair or committee chair wants an independent read before committing
  • A major system or change programme is visibly drifting

Who you would be working with

Directly with me, not a team of juniors.

I am Michael Tabirade, founder of Masteri Group. I have spent over fifteen years leading complex change inside large organisations, and I now work with professional bodies and institutes as an independent adviser to the people who are accountable for making the strategy actually happen.
I am direct. I would rather raise the uncomfortable thing in week two than manage you towards a polite surprise in month six. You get my judgement, not a template.

More about how I work

Michael Tabirade in his study, in front of a bookshelf

Michael

  • “

    Thank you for your sterling work on our Strengthening Delivery Programme. You have worked tirelessly to set up project and programme management rigour around our improvements, and have been a great colleague to work with.
    Oliver Harmar
    Chief Operating Officer, Natural England

  • “

    Michael brings rigour and judgement to complex governance. He structures clarity from ambiguity, chairs with discipline, and is an effective critical friend, robust in challenge yet constructive and solutions-focused. A significant asset for any organisation.
    Melanie Robinson
    Managing Director, ABE

  • “

    A natural solution-finder in complex NHS situations. Critiques and analyses systems quickly, with emotional intelligence. Confident communicating at all levels. Boundless charismatic energy, natural system leadership, robust project management. Will make an excellent senior system leader.
    Kenny Gibson
    Deputy Director for NHS Safeguarding, NHS

Independent Board & Executive Adviser

Strategic advisory and programme management

Membership & Public Sector Specialist

NHS, UKHSA, Natural England and others

Author and Speaker

Leadership, high performance

Ready to move from strategy to delivery?

Book a no obligation discovery call. We will talk through where you are stuck, what good would look like, and whether I am the right person to help. No pitch, no pressure.

Book a Discovery Call