Seven things we do, and who each one is for.

Lead service

Programme and delivery leadership

Interim and contract leadership of complex change. Enterprise platform programmes, Dynamics 365 CE and FO in particular, operating model change, and transformation more broadly. Twenty-five years of it.

Sometimes that means running a programme from the front. Just as often it means taking hold of one that has stalled, lost its sponsor, outgrown the team running it, or drifted far enough from its original business case that it needs re-baselining before anything else can happen. The pattern of a large programme in trouble is broadly the same whatever sits underneath it, and the job is the same either way: re-establish the plan, sort the governance, have the conversations with the supplier that nobody has wanted to have, and hand back to a permanent team once it is stable.

Handback is part of the job, not an afterthought. Before the engagement starts we agree what done looks like: a named person inside the organisation who will own the programme, the governance and decision log they will inherit, and the point at which the handover happens. Success is measured by what is still working afterwards.

This is hands on the wheel, not advice from the side.

Service

Project and programme health check

Most large programmes report on themselves. Delivery teams are optimistic because they have to be, suppliers are commercially invested in the plan they sold, and nobody wants to be the one who escalates. Amber holds for months longer than it should, and by the time a status report turns red the expensive decisions have already been made.

A health check is a short, independent look at whether a programme is going to deliver what its business case promised, in the time and money it has left, done by someone with no stake in the answer. The approach is based on the government gateway review model: structured evidence gathering, confidential interviews, and a delivery confidence assessment rather than an opinion dressed up as one. It also tests something reports rarely do: whether the outcomes in the business case are defined clearly enough to be measured at all.

It is built for programmes where a large-firm assurance engagement would be disproportionate. Too small for that scale of fee, needed too quickly for that kind of mobilisation, or in an organisation where a six-figure consultancy invoice is not politically available even when the budget technically exists. Housing associations, local authorities, NHS trusts and mid-market private sector programmes are the regular shape of this work.

A health check is not a sales exercise. The findings are what they are, including when they are uncomfortable for the people in the room. If a client wants help acting on them afterwards, that is a separate conversation, and the conflict of moving from reviewer to deliverer is named openly before it starts.

Programmes move faster than the assessment of them. A short re-check ninety days later, on the same fixed-price basis, shows whether the recommendations were acted on and whether confidence has moved.

Service

AI transformation consulting

Plenty of organisations have run an AI pilot. Far fewer have changed how any work actually gets done as a result. The gap is almost never the technology, it is adoption, governance, capability and the absence of anyone owning the change.

Support covers where AI genuinely earns its place in your operating model, how to govern it without stalling it, EU AI Act and responsible AI readiness, and building the internal capability to keep going once the consultant has left. Backed by the Microsoft Certified: AI Transformation Leader credential and, more usefully, twenty-five years of getting technology change adopted by people who did not ask for it.

Half-day training

Great steering groups deliver successful programmes

Steering groups are appointed, given a terms of reference and a monthly agenda, and almost never told what the job actually is. So they review slides, nod at amber, and discover at the last possible moment that they were the body accountable for the decision nobody made.

This is a half day with your steering group on the role itself. What a steerco is for, what only it can do, how to read a status report critically, which questions surface trouble early, how to handle a supplier in the room, and when escalation is the job rather than a failure. Practical and specific to your programme rather than generic governance theory.

It works particularly well immediately after a health check, when there is live evidence in the room to work with, and equally well at the start of a major programme before the habits set.

Group training

Project management training

Project and programme management training delivered in-house to internal teams, honed over many years running it as an employee and now offered externally. Practical and delivery-focused rather than certification prep, aimed at what a project manager actually has to do on a Monday morning.

Two kinds of organisation tend to buy this. Those building capability in project managers who learned the job by doing it rather than through formal training, and those with a methodology on paper that nobody on the ground actually follows. It can be built around your own methodology and templates rather than taught as a generic syllabus, which is usually why the second group calls.

Service

Project, programme and PMO capability coaching

Health checks frequently conclude that the process is fine and the people running it have been promoted past their support. Coaching for project managers, programme managers, PMO leads and senior responsible owners, aimed at the specific situation in front of them rather than a competency framework. This is one-to-one and situational, unlike the group training above.

Sponsor coaching is the part most organisations miss. Senior responsible owners are handed accountability for a transformation they did not design and often cannot fully assess, and there is usually nobody internally they can admit that to. That is a coaching conversation, and it changes programme outcomes more than anything done further down.

Service

SME strategy workshops

A facilitated day for owner-managed businesses that know something needs to change but have never had a clear day to work out what. Where the business actually makes its money, what is quietly consuming the margin, which of the six things on the list matter this year, and what the first ninety days look like.

You leave with a written plan you can act on, in plain language, with owners and dates against it. Not a strategy deck that sits in a drawer.