Proof of Delivery
Four problems I’ve solved at enterprise scale. Each one started with a gap in visibility, governance, or coordination — and ended with measurable outcomes that changed how the organisation operated.
Programme Delivery at Scale
Coordination at Scale
The Challenge
Eight interconnected products, ~250 development resources spread across multiple geographies, and no visibility into how work in one product stream affected the others. Dependencies surfaced mid-sprint as surprises — cascading delays, blown commitments, and finger-pointing between teams. Nobody had the full picture because no system existed to create one.
What I Did
Designed and implemented a comprehensive dependency mapping methodology from scratch — capturing every upstream and downstream connection across all 8 products and 3 external integration partners. Built cross-product coordination forums and executive dashboards that showed real-time impact analysis, so a slip in one stream was immediately visible to every team it touched.
The Outcome
Strategic Governance
The Challenge
A global enterprise software vendor attracted acquisition interest, but had no formal programme governance. No steering committee, no standardised reporting, no documented decision-making framework. Delivery predictability was based on individual relationships rather than repeatable processes. Due diligence would expose every gap.
What I Did
Built a Global Steering Committee from nothing — 5 Directors, 6 Product Managers, and 2 Delivery Heads meeting monthly with structured agendas, documented decisions, and tracked actions. Established variance reporting, risk management frameworks, and executive dashboards. Created the governance documentation that due diligence teams would scrutinise.
The Outcome
Enterprise Transformation
The Challenge
Following an acquisition, a global industrial manufacturer needed to consolidate multiple legacy CRM systems across 4 sites into a single enterprise platform — while keeping business operations running. The original timeline was 24 months. Previous integration attempts at similar organisations had overrun by 6–12 months.
What I Did
Led end-to-end programme delivery — process mapping across all sites, data migration planning, stakeholder alignment, and structured change management. Applied Lean Six Sigma to redesign workflows before migrating them, rather than digitising broken processes. Ran parallel operations during transition to maintain business continuity.
The Outcome
Financial Visibility
The Challenge
A £12M R&D budget spread across 8 product teams, and leadership had no clear picture of where the money was actually going. Resource allocation was based on historical assumptions rather than current reality. Budget-to-actual variances went unexplained quarter after quarter, and nobody could answer the question: are we spending in the right places?
What I Did
Built a capacity planning framework that linked budget allocation to actual resource deployment across every product. Created role-based tracking so leadership could see not just what was being spent, but who was working on what, where the gaps were, and where duplication existed. Established monthly variance reporting with executive dashboards.
The Outcome
If your organisation is dealing with similar challenges — visibility gaps, unmanaged dependencies, governance that exists on paper only — I’d welcome the conversation.