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Six engagement types for financial-services transformation. Each one is led by a senior practitioner and scoped to deliver a defined outcome.

For executive sponsors and CFOs

Programme Recovery and Re-baselining

For banking, insurance, and FinTech programmes that are off track, over budget, or losing executive confidence. We establish the true position and lead the recovery to the next critical milestone.

Symptoms we resolve

  • Reporting that shows green at programme level but red within the workstreams
  • Scope that has expanded materially since the baseline was last updated
  • A fixed regulatory or go-live date driving unsustainable compression rather than informed re-planning
  • A senior sponsor disengaged since budget approval
  • Multiple system integrators with no single accountable delivery owner
  • A programme director carrying responsibility without authority over dependent teams

What you get

  • A re-baselined plan that is defensible to the board and credible to delivery teams
  • Reporting your steering committee can act on
  • Programme delivery removed from the executive risk register
  • A structured handover to permanent leadership once the programme is stable
For CIOs, COOs, and Transformation Directors

PMO Reset and Stand-Up

For PMOs that have become administrative overhead, and for institutions establishing the function for the first time. We design the PMO around the governance decisions it is required to support.

Symptoms we resolve

  • An adversarial dynamic between the PMO and delivery teams
  • Weekly reporting packs that consume time but do not inform decisions
  • Multiple parallel trackers with no single source of truth
  • Stage gates without defined exit criteria
  • A PMO measured on outputs rather than on delivery impact
  • Reporting that consumes a disproportionate share of the team's capacity

What you get

  • A PMO with clear authority and senior endorsement
  • Concise reporting focused on the decisions leadership is required to make
  • A single source of truth for plan, finance, dependencies, and risk
  • A function the business values and funds without challenge
For portfolio leaders and heads of delivery

Project Framework and Integrated Planning

For institutions with inconsistent delivery practice across the portfolio. We design lean frameworks and integrated plans that delivery teams use in practice and that satisfy assurance.

Symptoms we resolve

  • A detailed methodology document that delivery teams do not use in practice
  • Agile methods adopted as a substitute for integrated planning
  • Workstream-level commitments not aggregated into an integrated programme plan
  • The critical path across workstreams not established
  • Material differences between the published plan and the team's working view
  • Inconsistent methods across divisions, markets, or portfolios

What you get

  • A concise delivery lifecycle that teams use consistently
  • An integrated plan with a defined critical path across workstreams
  • Consistent, comparable reporting across the portfolio
  • An assurance position that satisfies internal audit, risk, and the regulator
For boards, audit committees, and sponsors

Independent Assurance and Programme Health Checks

For boards and audit committees that require an independent view from a senior practitioner. The work is calibrated to deliver insight without disrupting the programme being reviewed.

Symptoms we resolve

  • Material risks understood informally but not captured in the formal RAID log
  • Steering committees that note items rather than decide them
  • Uncoordinated assurance activity from internal audit, risk, compliance, and the second and third lines
  • Late-stage independent reviews producing a large volume of findings to remediate
  • Senior sponsors briefed too late on material issues
  • A business case approved at investment but not revisited during delivery

What you get

  • Findings that are evidenced and stand up to challenge
  • A prioritised, owned set of recommendations rather than an unstructured list
  • Reporting your audit committee can rely on
  • Access to senior delivery expertise on demand
For institutions between permanent appointments

Interim Programme and PMO Leadership

For institutions between permanent appointments. We provide senior delivery leadership at short notice, for the duration of the gap.

Symptoms we resolve

  • A senior role unfilled, with programme momentum at risk
  • A long delivery horizon set against short average team tenure
  • Critical knowledge concentrated in one or two individuals
  • Unresolved disagreement at executive level over programme ownership
  • A previous appointment that did not deliver, with significant time already lost
  • An immediate requirement for senior credibility in front of the board

What you get

  • A senior leader in role within two weeks
  • Continuity of delivery during the leadership transition
  • A permanent successor inheriting a function in good order
  • Flexibility to extend, transition, or conclude the engagement on two weeks' notice
For heads of change, transformation directors, and sponsors

Change Management and Adoption

For programmes where the technology lands but the business does not adopt. We design and run the change activity that turns delivery into measurable adoption.

Symptoms we resolve

  • A go-live date set without a corresponding adoption plan
  • Executive sponsors briefed only at steering committee, not engaged with their own teams
  • Training delivered as a tick-box exercise rather than a capability transfer
  • Resistance and concerns surfacing only after the system has gone live
  • "Change fatigue" cited as the cause of missed adoption targets
  • Business benefits realised on paper but not visible in operational data

What you get

  • A change strategy aligned to the delivery sequence rather than bolted on at the end
  • Sponsor engagement that extends beyond the steering committee into the affected business
  • Training and capability transfer designed to deliver measurable adoption
  • A handover to BAU where the business owns the change and continues to evidence the benefits
How we engage

Three commercial models, applied consistently.

A

Fixed-scope

For diagnostic, framework, and assurance engagements. A defined scope, fixed fee, and fixed timeline, agreed before the work begins.

B

Time-based interim

For interim leadership and PMO stand-up engagements. Monthly retainer with two weeks' notice on either side. Senior leadership without long-term commitment.

C

Outcome-linked

For recovery engagements with a defined, measurable outcome. A portion of the fee is contingent on delivery of the agreed milestone.

Next step

Unsure which engagement fits your situation?

A 30-minute call is the simplest way to establish whether any of these engagements is the right fit for the programme you are facing.

Book a discovery call → See examples