Services

However a program starts, it finishes the same way

Project management consultancy (PMC) across the full delivery lifecycle. Five service lines, each defined by where the program is when we meet it. All five close the same way: scope met, evidence filed, handover signed.

01

Diagnose

Evidence before intervention

Most recovery work starts by arguing about what is true. A diagnostic settles that first: the real schedule position, the risks nobody has escalated, the decisions still waiting on someone. It is a fixed scope with a fixed date, and it ends in a document you can take to a board.

The signalWhen the answer to "where are we" takes a week to assemble.

What this line includes

  • PMO Health CheckMaturity, gates, reporting and resourcing, read against the standard you already run.
  • Program Health CheckOne program examined end to end: schedule integrity, risk exposure, decision trail.
  • Transformation ReadinessWhether the organisation can absorb the change, established before the change starts.
  • AI ReadinessData, controls and use-case ground truth, established before the first pilot is funded.
02

Fix

Recover the program, then the governance that let it drift

A program in trouble is rarely short of effort. It is short of an agreed plan, a decision path, and a reporting line that survives contact with bad news. Recovery re-establishes all three, and the governance is rebuilt so the same drift does not return after the intervention ends.

The signalWhen two reports of the same program disagree, and both are being believed.

What this line includes

  • Program RecoveryA drifted program returned to a defensible plan, with the reasons documented.
  • PMO TransformationAn existing PMO rebuilt around decisions rather than status collection.
  • Transformation Office SetupA transformation office stood up: mandate, cadence, gates and escalation.
03

Run

The governance function, operated

Some organisations do not need governance designed. They need it run, by people who have done it before, at the cadence the program actually requires. The team arrives with the registers, the gates and the reporting already built, and operates them inside your standards from the first week.

The signalWhen delivery is real but the reporting cannot answer a hard question.

What this line includes

  • Execution as a ServiceThe governance function operated for you, at the cadence the program requires.
  • Transformation Office as a ServiceThe transformation office run on your behalf, through to closure.
  • Program ControlsSchedule, cost, risk and change control, operated to a published standard.
  • Portfolio GovernancePrioritisation, gating and reporting across a portfolio, not a single program.
04

Intelligence

Delivery made legible early enough to act on

The information that would have prevented most escalations existed somewhere before the escalation. This line is about surfacing it on a fixed cadence: portfolio position, the risks that are moving, the benefits that are not. Where AI earns its place in that work, it is used and governed like any other tool.

The signalWhen the pilots work and nothing downstream has changed.

What this line includes

  • Execution IntelligencePortfolio position, risk signals and benefit tracking, reported on a fixed cadence.
  • AI-enabled PMOAI applied to the PMO's own work: reporting, risk detection, document assembly.
  • AI Transformation PMOAI adoption run as a governed program, with value measured from the first period.
05

Assurance

Independent evidence, from outside the delivery line

A board asking whether a program is really on track cannot get the answer from the people whose work is being assessed. Assurance is read from outside the delivery line, against what was committed, and written so it can be filed as evidence rather than discussed as an opinion.

The signalWhen the board needs the answer from someone other than the delivery team.

What this line includes

  • Independent Delivery AssuranceAn independent read on whether delivery matches what was committed.
  • Benefits RealisationBenefits baselined, owned and measured after handover, not at it.
  • Executive GovernanceSteering committee design, decision rights, and a reporting line that holds.

Bring us the program.

The first conversation costs nothing, and it usually clarifies more than it commits.

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