Banking · Regulatory
12 weeks
Tier-1 Bank
Program Management
APRA
Returning a red-rated APRA program to green in one quarter.
Challenge. An APRA-reportable operational-risk uplift program had slipped twice, was reporting amber, and had lost sponsor confidence. Five governance forums were producing contradictory decisions.
Approach. Re-baselined the plan in three weeks with scope traded off openly against the regulator-agreed commitment date. Collapsed governance to two forums with named decision rights. Replaced the weekly RAG report with a one-page written update.
Outcome. Program back on a green trajectory within eight weeks. Commitment date met. Governance model retained by the client as a template for two subsequent programs.
“First time in six months we could describe the program in a single sentence.” — Head of Program Delivery
Federal Government · Service Design
16 weeks
Federal Agency
Business Analysis
Service Design
A service blueprint for a citizen-facing platform serving millions.
Challenge. A platform was being redesigned but no-one inside the agency could describe end-to-end what the current service actually did. Delivery teams were writing requirements against guesses.
Approach. Conducted stakeholder interviews across policy, operations, contact centre and IT. Produced a full current-state service blueprint and a target-state blueprint with eleven trade-offs documented and costed. Facilitated a two-day workshop with the executive sponsor to select the target design.
Outcome. A signed, agency-owned service blueprint that became the foundation for the subsequent three-year delivery program. Saved an estimated six months of scope rework downstream.
“The first document about this service that everyone could agree on.” — Assistant Secretary
Telecommunications · Enterprise Delivery
9 months
National Telco
Program Management
Enterprise
Unblocking a critical enterprise customer migration.
Challenge. A national telco's largest enterprise customer migration was five months behind. The customer's executive sponsor had threatened to cancel the contract. Internal teams, the delivery partner, and the customer all had different versions of the plan.
Approach. Took the accountable program lead role. Produced a single reconciled plan signed by all three parties. Held a weekly 30-minute written stand-up with the customer's sponsor. Renegotiated two milestones in exchange for an improved cutover approach.
Outcome. Migration completed within the revised timeline, with zero customer-impacting incidents. Contract extended by 24 months. The delivery model was reused on two subsequent major customers.
“He was the only person in the room with all three parties' trust at once.” — Enterprise Sales Executive
Banking · Strategic Advisory
3 weeks
Tier-1 Bank
Advisory Sprint
Vendor Selection
Independent advisory on a $40M platform vendor decision.
Challenge. A CIO was about to sign a platform contract recommended by an internal tender team, but felt the analysis had under-weighted delivery risk. The board had asked for an independent view.
Approach. Conducted a three-week advisory sprint: reviewed the RFP, vendor responses, reference calls and internal scoring. Interviewed the three shortlisted vendors independently. Produced a 14-page briefing with a clear recommendation and named the three trade-offs the tender had missed.
Outcome. The briefing triggered a 30-day pause and a rescoped contract with the same vendor — with a materially different commercial structure. Estimated delivery risk exposure reduced by approximately $6M.
“I needed one honest voice. That's what I got.” — Chief Information Officer