Temporary leadership of PMOs, project organisations and departments. I have led leaders and can hold a line role with full accountability while you or your client recruit permanently.
Takeovers, turnarounds and time-boxed leadership, where the mandate was to stabilise, rebuild and hand over. Client names are anonymised.
Situation: The programme was delayed and over budget, and had been through two programme managers without reaching implementation. Governance was inadequate and stakeholders across regions and business units were insufficiently engaged, in a security-critical and audit-regulated area.
Action: Took over and rebuilt the governance foundation: new project governance, a new reporting cadence and a steering committee with genuine decision authority. Reorganised the team, scaled stakeholder engagement across regions, and set up change management as a dedicated workstream since system access changed for thousands of users. Held the vendor to scope and schedule and escalated when delivery slipped. Owned delivery from replanning to handover into operations.
Result: Global implementation reached within roughly a year and a half of the takeover. Stronger cyber security through systematic access control and enforced segregation of duties across the global system landscape.
Situation: Local stores ordered stock independently, which left no consolidated view of central inventory and fragmented purchasing. A digital logistics platform was being built to consolidate ordering and give central stock control, and the programme needed someone to take it through its last phase.
Action: Took over the remaining scope, planned the outstanding deliverables and drove them to completion against the agreed specification with a combined supplier and client team. Owned gate reviews and client sign-off points while the teams released continuously. Ran client acceptance and executed full closure: documentation, handover to operations, release of resources and financial closure.
Result: Full adoption across all stores and warehouses, 15-20% better order efficiency in early measurement, and a controlled close with formal client sign-off.
Situation: The corporate project model was built for business projects, and the IT department had no defined way of applying it to IT projects. Use was inconsistent, reporting insufficient and coordination with the business weak.
Action: Worked with the CIO, the PMO team and the project managers. Adapted the existing model to IT projects instead of introducing a competing one, rebuilt the stage gates, created a standard reporting format with supporting processes, and set roles and cadence for the steering committees. Trained project managers, the PMO team and IT team leaders so the model was adopted, not just documented.
Result: The CIO and the PMO gained visibility of every project in scope and could correct those running off track. Initial 5-10% shorter delivery time, and regular business coordination meetings that the organisation kept running after the assignment.
Situation: The company wanted a consulting arm alongside its e-learning business to broaden revenue and sell advisory into its existing client base. Nothing was in place: no consultant pool, no defined offering and no sales motion.
Action: Built the practice from the ground up. Defined the service offering and pricing, built a network of associated consultants from her own contacts, ran the sales effort herself and advised the managing director on commercial direction. Delivered services in person by teaching accredited MoP courses at client organisations.
Result: A new revenue stream established, demand validated across a broad set of client conversations and a first advisory contract closed.
Impact is shown as ranges. Exact figures and client names are shared in conversation where confidentiality allows.
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