Consulting that fixes IT portfolios,
not just reports on them.
Most engagements start the same way. A portfolio that outgrew its governance. Platform programs stuck at go-live. Reporting that doesn't tell the CIO what to decide. The work is putting structure around that before the next steering meeting.
Why clients choose me.
Three things that make the difference between consulting that looks good and consulting that delivers.
I optimise for outcomes, not outputs.
Delivering on time and on budget is the floor, not the ceiling. The real question is whether the project actually changed anything in the business. Every engagement is built around a single operational metric we agree in week one. Decision cycle time, unplanned budget deviation, time from intake to go-live, whatever fits. What isn't tied to that metric doesn't belong in the steering pack.
Enterprise experience from the inside out.
More than twenty years at MAN Truck & Bus SE, one of Europe's largest automotive manufacturers, covering everything from multi-shift operations leadership to IT portfolio governance at group level. I understand what large organisations actually look like from the inside: the competing priorities, the stakeholder friction, the governance gaps that slow delivery, and the reporting structures that don't serve leadership. I'm not learning your environment from a slide deck. I've operated in it, in automotive, and that difference shows up in how quickly I diagnose problems and how practically I fix them.
Multi-project complexity is my natural environment.
Running one project is a different job from running a portfolio. I've sat in the seat where four migrations, three platform vendors and a live transformation all land in the same steering meeting. The skill is telling leadership what matters that week and dropping the rest. Most engagements go well when things are stable. Mine are built for the messy ones.
Services.
Most mandates concentrate on three: portfolio governance & PMO, platform delivery, and executive coaching. The other six are where the same engagement pulls in adjacent capabilities strategy, BI, enterprise architecture, product. Listed in order of how I'm most often hired.
IT Portfolio Management & PMO
Organisations with 20+ simultaneous IT projects need more than a status spreadsheet. I establish portfolio governance frameworks that give leadership a clear, consistent view of what's running, what's at risk, and where to reallocate resources. This includes designing project selection criteria, budget variance reporting, risk-weighted prioritisation models, and steering-ready dashboards. Everything needed to make portfolio decisions with confidence rather than gut feel.
IT Governance & Compliance Frameworks
Bad governance doesn't just create compliance risk; it creates decision paralysis. When nobody knows who owns a decision or what the escalation path is, projects stall and leadership fills the gap with ad-hoc judgements. I design governance structures that are rigorous enough to create accountability and lean enough not to slow delivery. Clear decision rights, defined escalation paths, risk registers, and compliance reporting that flags problems before they become incidents.
Digital Transformation & Program Leadership
Large transformation programs rarely fail because the technology doesn't work. They fail because the people, priorities, and politics weren't managed. I've seen this from multiple vantage points: as a delivery lead, as a portfolio manager, and as a governance advisor to the CIO office. I run programs from the inside. Transformations rarely stay on their original plan. The job is spotting when the plan has to change, telling leadership before the steering meeting rather than after, and keeping execution honest while the scope shifts underneath it.
Platform Migration & Implementation
Platform migrations are among the highest-risk projects IT organisations run. Done badly, they disrupt operations, damage stakeholder trust, and generate technical debt that outlasts the project team. I have hands-on implementation and migration experience across ServiceNow, LeanIX, and Jira, including a zero-downtime cut-over with 92% automated test coverage. I manage the full scope -> requirements, vendor coordination, test strategy, data migration, stakeholder alignment, and go-live stabilisation.
Product Management & Ownership
Full product ownership for software products, platforms, and internal tooling. I lead discovery through delivery: translating business goals and user needs into prioritised roadmaps, writing PRDs engineering can actually build from, running Scrum ceremonies with distributed teams, and backing decisions with whatever data already lives in the backlog and the support queue. Having shipped three full-stack products myself (frontend, backend, data pipelines, payments, App Store), I stay close enough to the code to challenge estimates, spec APIs, and know when technical debt is a threat versus a deliberate trade-off.
Business Intelligence & Executive Reporting
Most IT reporting tells leadership what happened. Good reporting tells them what to decide. I build BI solutions, in Power BI, SAP Analytics Cloud, and Tableau, that are structured around the three or four governance questions your steering committee actually needs answered every cycle. This includes data pipeline work to connect project, financial, and operational sources into a single, reliable view. If your Executive doesn't actively open it between meetings, the dashboard is the wrong dashboard.
C-Level IT Strategy & Advisory
Senior advisory for the decisions that don't fit inside a project. IT operating model redesign. Where to place an investment. Whether to build or buy. How to brief a supervisory board on a programme that's already under pressure. Translating IT into something a non-IT board can actually act on is usually where the real work sits.
Executive Coaching & Organisational Navigation
For senior leaders and high-potential directors who want to operate more effectively inside large, complex organisations. Not generic career coaching. Three questions run the work. Where does real authority actually sit in your organisation? How are you currently read by the level above you? And what would have to change for you to move an agenda without having the formal authority to force it? Most coaching stops at the first one. The starting point is always the map of the stakeholder landscape, with the friction points and the gaps between how you think you are perceived and how you actually are. From there, we build a practical approach to closing that gap.
New Manager & Emerging Leader Coaching
For middle managers stepping into people leadership and project managers building their first real track record. The jump from individual contributor to leader is where most careers either stall or take off. The challenge is rarely the technical work. It's learning to read a room accurately. Knowing how you actually come across to your team versus how you think you do. Owning a risk before it owns you. Handling the difficult employee conversation without making it worse. Being seen as someone worth following before you've had the chance to prove it.
The coaching is grounded in real operational and corporate experience across team leadership and complex project delivery. Not theory. Sessions work on the situations you're already in, how you show up under pressure, where your blind spots are costing you, how you're currently landing with your team and your manager, and what it will take to close the gap. As the role grows, the focus shifts from surviving the transition to building a leadership identity that holds under scrutiny.
How I engage.
Three models, each designed for a different type of mandate.
3–12 month embedded role
I join your organisation in a defined leadership or senior PM role on-site, remote, or hybrid. Suitable when you need continuity, deep integration, or when an internal position is vacant during a critical program. I work like a colleague, not a consultant who's not available when the hard conversation happens.
Fixed scope, defined outcome
A clearly scoped deliverable with agreed timelines and outputs a governance framework, a platform migration, a portfolio dashboard, a PMO setup. We define the outcome, agree the approach, and I deliver it. Suitable when you need a specific result without long-term commitment. Typical duration: 4–16 weeks.
Ongoing senior thinking partner
A retainer arrangement giving you regular access to senior IT management expertise for strategic sounding, review of critical decisions, and escalation support. Typically a small number of days per month. Suited to CIOs and IT leaders who want independent challenge and counsel engagement.
Not sure which service fits
your situation? Let's figure it out.
Most engagements start with a conversation, not a contract. Tell me what's happening in your organisation and we'll quickly work out whether and how I can help.