Services
Three ways I work with you.
We work with membership organisations and the NHS on the three things that determine whether complex change actually lands: delivering it with the right leadership, governing it with the right assurance model, and making sure the portfolio of work behind it adds up to something worth doing.
Deliver
Senior delivery leadership on digital transformation and operating model implementation
The programmes that matter most are usually the ones with the least experienced leadership sitting over them. A new CRM, a data platform, a learning management system, a restructured operating model: these are not IT projects or HR exercises. They are complex change programmes that will touch every part of the organisation, and they need someone who has led that kind of work before, who understands the governance and stakeholder dynamics around it, and who will raise the uncomfortable thing early rather than manage toward a polite surprise later.
I take senior delivery leadership on programmes like these from the start, or step in where delivery has stalled. I bring the structure, accountability, and delivery rigour to make the change land and stick, not just ship.
What’s included
Who it’s for: NHS and membership organisations and professional bodies implementing significant digital or operating model change who need experienced senior delivery leadership over the work.
The outcome: a programme that is in control, well governed, and moving, with a board that trusts what it is being told.
Assure
Risk management, assurance model design and implementation
Most organisations do not have a risk management problem. They have a risk management process that produces a register nobody acts on. Risks sit without real owners. Mitigations are vague. The board sees either everything or nothing. And when something goes wrong, the register shows it was amber for 18 months with no escalation and no action.
I assess the current model honestly, identify where it has no teeth, and build or rebuild the framework the organisation actually needs. That means defining risk appetite in terms the board can use, embedding clear ownership and escalation routes, and creating the cadence and reporting that keeps risk visible and acted on rather than logged and forgotten.
What’s included
Who it’s for: membership organisation and public sector boards and executives who know their governance and risk management is not working but are not sure exactly why, or who are facing an audit, funder condition, or significant change programme and need the assurance model to be solid before they proceed.
The outcome: a risk and assurance framework that has teeth, is owned by the right people, and gives the board a picture it can act on rather than file.
Review
Portfolio review and strategic clarity
Most organisations running multiple initiatives do not have a portfolio problem. They have an accumulation problem. Initiatives have been added over time without anyone asking whether the whole picture makes sense. Resources are spread across too many things. Dependencies between initiatives are unmanaged. And nobody has the standing or the distance to look at everything on the list and say honestly: this one should stop, that one needs proper investment, and these two are the same project described differently.
I review the full portfolio of work an organisation is running and produce an honest assessment of whether it is coherent, governed, and actually going to deliver what the organisation needs. The output tells you what to keep, what to stop, what to sequence differently, and surfaces the strategic choices the portfolio has been quietly avoiding. For most organisations, it is the first time anyone has looked at the whole picture in one place.
What’s included
Who it’s for: boards and leadership teams that feel a lot is happening but nothing is landing, organisations about to set a new strategy who need to know what they are carrying into it, and leadership teams where a transition has left the portfolio without a clear owner at the top.
The outcome: a single honest picture of the full portfolio, a clear prioritisation, and visibility of the strategic choices the organisation needs to make to move forward with coherence.
How it starts
A simple, low-risk way to begin.
01
Discovery call
A no obligation conversation about where you are stuck and what good would look like. No pitch, no pressure.
02
Scoping
If it’s a fit, I set out a clear scope, approach, and the outcome you can expect, so you know exactly what you are getting.
03
Delivery
I work directly with you and your team, bringing the governance and risk discipline that makes the work stick.
Not sure which you need?
Most engagements draw on more than one of these. Book a discovery call and we will work out where to start.