Services · Leadership and Delivery
We bring senior leadership and experienced BA, PM, testing and change capability into the phases where timelines, vendors and risk converge, so build does not become rework and the program keeps its momentum.
The program needs senior judgement more than another resource.
Vendors are setting the agenda by default.
Requirements are still being written during build.
Cutover depends on knowledge held by two people.
We put senior transformation leadership and experienced BA, PM, testing and change management capability into the phases where timelines, vendors and risk converge, and keep a line of evidence from what was asked to what was built.
We sit between the business and the SI, translating both ways and holding the SI to what they signed up to deliver. Independent of the vendors, accountable to the business, and clear about what is not ready while there is still time to act on it.
Capability and resources
We bring experienced people into the phases where timelines, vendors and risk converge. They strengthen the team you already have, run a workstream through to handover, or lead the program at the layer where the vendors and the executive meet.
The senior seat: chairs the forums, holds the vendors to contracted scope, and puts options in front of the executive.
Requirements baselines, process and data mapping, and traceability from what was asked for to what was built.
Plans, vendors and risk run to the critical path, with a straight read on what is not ready while there is still time to act.
Test strategy, scripts and acceptance testing designed around how the business really runs, with the evidence kept.
Impact, readiness, communications and training, so people are ready for cutover and not surprised by it.
Senior practitioners join your project team and your governance, working to your plan and alongside the SI.
We take ownership of a defined workstream, such as requirements, testing or cutover, and run it through to handover.
A senior leader embedded at the governance and architecture layer, independent of the vendors, for as many days as the program needs.
What you get
Delivery is not a plan with a go-live date at the end. It is a line of evidence, kept current from requirements to cutover, so that the final decision is made on facts, not on nerve.
A short, testable statement of what the business asked for, agreed before build, with every requirement linked forward to design, configuration and test.
Build matches what was actually asked for.
How work and data actually move across systems, written down with the people who do the work.
Mapping shows the step that lives only in a spreadsheet, before it surfaces as a defect.
Scenarios built from how the business really runs, with named testers released from their day jobs, and any AI features the vendor has switched on inside scope.
Testing is scripted, resourced and scheduled before build ends, not discovered in the last fortnight.
Severity agreed with the business, and go/no-go criteria set in advance, so the call is made on the evidence.
Go/no-go decisions that are defensible.
A sequenced plan with rollback, rehearsals, and knowledge moved out of the heads that hold it.
A business that can run the thing after handover.
Who is affected, what changes for them, and what they need before go-live: communications, training and readiness.
People are ready for cutover, not surprised by it.
Senior leadership
When a program needs senior judgement more than another resource, we sit at the governance and architecture layer: holding the vendors to scope, putting options in front of the executive, and saying plainly what is working and what is not.
What each vendor and the SI committed to deliver, set against what has been delivered, reviewed on a cadence and reported straight.
The SI is held to the scope they committed to, and the gaps stop falling to the business.
Each decision the executive has to make, with the options, the trade-offs and a recommendation, written before the meeting.
Escalations arrive with options attached, not just problems.
A short, plain read for the sponsor each week, backed by one cross-workstream register of risks and dependencies.
The sponsor hears it while there is still time to act, not on the day.
One named seat that holds the vendor's AI boundary, answers for the use-case portfolio, and reports to steering.
Someone answers for every agent the program switches on.
Build, then find out, and evidence as you go
Seen in practice
Case studies
Payroll, banking, CRM and identity landing together, with end-to-end integration owned.
A £1B business on a single integration platform, kept stable through cutover and hypercare.
Round-the-clock cover for an integration platform, with a six-person team, a restructured knowledge base and release readiness.
IFS to Business Central, with the disorganised data underneath cleaned up on the way.
Process mapping, go-live broken into executable work packages, and data migration and super-user training in the UK, then the same in India.
Rollout consultancy across three regions, upgrade support, a managed service for Asia Pacific, and super-user training.
End-to-end business analysis and a customised Dynamics 365 CRM for donors, commitments and recurring gifts, integrated with Square.
End-to-end project management and business analysis for a customised Business Central, built to go live for the 2020–21 financial year.
Solution design, stakeholder mobilisation and integration testing for Business Central warehouse management with a Shopify store.
Guides and thinking
Field guide · No. 03
For leaders running an ERP programme where the platform decision is made and the operating-model work is not.
Field note · 4 min
Most rework is not a build error. It is a requirement, a test or a handover that nobody decided to do properly.
Related services
Go/no-go criteria set in advance, and the forums the senior seat chairs.
The estate the program lands on, with vendor boundaries held across it.
The same capabilities, built into your own team rather than supplied.
If you are planning a system migration, portfolio reset, or complex multi-vendor delivery, we can help you make the trade-offs, establish the governance, and build a way of working your team can sustain.