Real outcomes from complex, high-stakes programs across financial services, healthcare, SaaS, and professional services. Metrics are directional. Full details available under NDA.
Built the Enterprise AI PMO from the ground up at one of Canada's largest financial institutions. Responsible for governance framework design, risk taxonomy development, and delivery cadence across 15+ concurrent AI initiatives spanning compliance automation, customer experience transformation, and internal operations.
No central governance existed for AI initiatives. Individual business units were running disconnected pilots with inconsistent risk controls, no unified audit trail, and zero portfolio visibility at the executive level. Regulatory exposure was mounting and untracked.
Designed and implemented the AI PMO operating model, built an enterprise-wide AI risk taxonomy adopted at the institutional level, created stage-gate governance for all AI pilots and initiatives, and established the executive reporting structure that gave the C-suite full portfolio visibility for the first time. Embedded directly with technology, legal, compliance, and business unit leads.
Inherited a 14-month delayed EHR migration with a hard regulatory go-live date 6 weeks out. Diagnosed root cause, rebuilt the delivery plan, and restructured vendor accountability to deliver on time with zero scope reduction.
Vendor accountability gaps, no single delivery owner, and a risk register that had not been updated in four months. The board was unaware of the true exposure.
Governed a Salesforce Sales Cloud rollout across 4 regional markets with conflicting process requirements and competing stakeholder priorities. Delivered a unified governance model that preserved regional flexibility without fragmenting the data architecture.
Four regions, four sets of process requirements, no shared data model. A previous attempt had failed after eight months due to stakeholder deadlock and scope creep.
Designed and implemented a PMO function for a professional services firm scaling from 40 to 200+ staff. Built the governance framework, tooling stack, and reporting cadence that allowed the leadership team to manage a growing portfolio without adding headcount.
No formal PM function. Projects managed ad-hoc by account leads. No portfolio visibility, no resource utilisation data, no risk tracking across engagements.
Embedded as fractional product lead for a mid-market SaaS company evaluating a significant AI investment. Structured the discovery process, ran the vendor evaluation, and built the roadmap that gave the board confidence to commit capital on a clear thesis rather than industry hype.
The board was being pressured to "do AI" without a clear problem statement. We defined the problems worth solving, evaluated six vendors, and recommended a phased build approach that avoided unnecessary procurement spend.
Governed a mandatory regulatory compliance program with a non-negotiable legislative deadline. Program had been under-resourced for two quarters. Restructured the delivery model, cleared the backlog of unresolved issues, and delivered ahead of the regulatory date.
Non-compliance would have resulted in significant financial penalties and reputational risk. The program was in amber status and trending red at point of engagement.
Embedded as fractional product lead for a healthcare SaaS company post-Series B that had lost alignment between engineering output and customer value. Ran a full discovery sprint, redefined the North Star, and rebuilt the roadmap around outcomes rather than feature requests.
The team was shipping consistently but churn was rising. Feature velocity was high but the roadmap had drifted away from the core jobs customers needed to do.
The same diagnostic rigour regardless of industry, program size, or type of mandate.
Every engagement starts with understanding the real problem, not the stated one. Root cause analysis before any recommendations. Most programs fail for different reasons than the stakeholders think.
Frameworks scaled to your program's actual complexity. No waterfall where agile works. No Agile theatre where regulatory constraints demand structure. Process serves delivery.
SteerCo structured around decisions, risks, and escalations. Not activity summaries. Executives leave every session knowing exactly what they need to act on.
RAID logs that surface real exposure. Risk reviews that happen before the problem escalates, not after the damage is done. Bad news travels by elevator in healthy programs.
The formal org chart says who reports to whom. The Shadow Org Chart says who actually makes decisions. We map both in week one. Stakeholder alignment built at the right levels.
Every engagement ends with documentation, playbooks, and team enablement. The organisation is stronger for the engagement, not dependent on a consultant to maintain what was built.
Book a 30-minute call. We assess your program's risk profile and tell you honestly how we can help.