Defence, aerospace, satellite, financial services, insurance, higher education, healthcare and robotics — where delivery is audited and failure is expensive.
A major government department wanted alignment across 120 employees and 8 suppliers — without a small army of coaches. One consultant, two days a week, delivered it, then handed over to the in-house team so the capability stayed with them.
A high-tech satellite communications provider, racing a well-funded competitor to market, was held back by siloed project teams. We removed the silos and shifted the focus from project deliverables to a customer-driven product portfolio.
A major Nordic bank needed to move faster on critical, heavily regulated banking technology without loosening control. We aligned teams around value delivered rather than the org chart, instilling an ‘optimise the whole’ approach.
Working for a global systems integrator on a £150m programme to replace a mutual insurer’s general insurance platform, we ran all agile deliveries and coached 100+ people — governance through to DevOps — in an organisation new to agile.