When?

I am typically brought in when an ERP or broader transformation programme requires additional leadership, structure, or stabilisation.

This may be because delivery is drifting, internal teams are under strain, or confidence at board level has started to wane. In other cases, the programme is progressing, but complexity has outpaced internal capacity, and independent oversight is needed to ensure objectives are achieved.

My role is not to replace existing teams or systems integrators, but to sit between senior stakeholders and delivery teams, bringing clarity, control, and momentum to the project.