Turning chaos into predictable delivery.
I take operational ownership of delivery systems - dig in, keep what works, fix what's broken, track until it holds. 13+ years across complex software delivery.
Outcomes, not narratives.
Delivery Audit
Diagnostic entry. Where time, money, and trust are leaking. From chaos to clarity in 2-4 weeks.
Fractional Delivery Lead
Embedded delivery leadership without the full-time overhead. Senior ownership of execution, accountability, and team cadence, scoped exactly to what your stage needs.
PMO Architecture & Delivery Governance
Build or restructure the PMO function and delivery operating model. Cross-team governance, process clarity, manager development, and operating standards that hold.
Is your delivery actually broken, or just scaling too fast?
Run a quick triage →Strategic mentoring for delivery and project leads. Senior counsel on P&L, organizational design, and scaling operations - without adding bureaucracy.
Mentoring engagements →I don't implement frameworks. I install a functioning delivery engine.
Dig into the actual system. Expose where time, money, and trust leak.
Define the functional core. Protect workflows that actually ship before changing anything else.
Cut the friction. Restructure governance, don't build another Confluence graveyard.
Define the metrics. Iterate until the numbers show a self-sustaining system - zero daily intervention required.
When the prod incident board becomes your daily standup
The moment you start logging incidents faster than you resolve them is the moment you've lost the system.
PMO capacity doesn't scale with headcount
Adding people to a broken delivery system doesn't fix the system. It just scales the chaos.
Why your RACI chart is the last thing you need
Most governance theatre is a symptom, not a cause. Here's what to look for instead.
If this maps to how you think, we'll work well together.
If it doesn't, I'm probably the wrong call - and I'd rather we both find that out in five minutes than five months.