When the current approach is no longer working.
Delivery has stalled. Commitments keep moving. Or the business has outgrown ways of working that once served it well. People are busy, but the effort is not producing the progress you need.
I help you understand what is getting in the way, decide what needs to change and put that change into practice. That can mean recovering a troubled project or improving how work is organised before the problems become a crisis.
The plan no longer matches reality. Releases are missed, estimates keep changing, or reporting gives you activity without a clear view of what will actually be delivered.
An implementation is not delivering what you expected.
You have invested in a supplier, system or new process, but work is stuck between teams, decisions remain unresolved, or people cannot use the result effectively.
The same problems keep returning.
Unclear ownership, competing priorities and awkward handovers mean that each improvement depends on someone making an exceptional effort.
The business needs a different way of working.
Growth, new responsibilities or more demanding governance have made existing arrangements difficult to sustain. You want to change them deliberately, not wait for a failure.
These situations do not automatically call for a new system, a new methodology or a different team. The first job is to understand why the current arrangements are not working.
An honest view. A workable plan. Help making it happen.
I can provide an independent assessment, take a hands-on recovery role, or work with you to improve the processes and responsibilities around delivery. The starting point depends on what is happening, not a fixed consulting package.
Understand what is really happening
I listen to the people doing the work and those depending on it, then compare the plan with the available evidence. That includes priorities, capacity, dependencies, supplier commitments and the decisions that are not getting made. You get a clear view of what is known, what remains uncertain and where action is needed.
Agree a credible way forward
We decide what still matters, what is achievable and what must change. I turn that into a recovery or improvement plan with clear priorities, owners and decision points. If the original scope, date or approach is no longer realistic, I will say so. The right decision may be to narrow the work, change direction, pause it or stop.
Stabilise the work and lead the follow-through
I help resolve immediate blockers, clarify responsibilities and coordinate teams, suppliers and stakeholders around the agreed priorities. I stay close to delivery, risks and readiness, so the plan is tested against actual progress. Where urgent action is needed, diagnosis and stabilisation can happen alongside each other.
Change the conditions behind the problem
A recovered release is useful; repeating the same difficulties next month is not. I work on how requests enter the system, how priorities are agreed, how teams hand work over and how progress becomes visible. Governance, reporting and tools should support those decisions without adding work that serves no useful purpose.
Leave people able to continue
I involve the people who will use the new approach, document it, provide practical training and plan the handover. The aim is for the improvements to become part of everyday work, with clear ownership after my involvement ends.
Different situations. Practical changes.
Recovery is not always a dramatic turnaround. Sometimes it means getting releases moving again; sometimes it means giving people a way of working that fits the organisation.
Spincity Solutions | Getting releases moving again
Important software releases had not been delivered successfully for several months. Working as Scrum Master across operations and development, I reviewed the processes, strengthened prioritisation and backlog management, and improved how work was tracked across departments.
Releases resumed, with clearer visibility for management and the teams. Jira automation used existing pull-request activity to support reporting without imposing the extra reporting burden developers had feared. The changes made it easier to distinguish work in development, released work and items still waiting for release.
YaraHIVE | Recovering delivery and restoring continuity
Yara’s field-trial software product needed recovery after a product-management departure, with missed deliverables and budget and timing challenges. I took over the recovery, managed the external software vendor and coordinated stakeholders across time zones.
The product was delivered and handed over to Yara’s internal product and support teams, with user training in the new processes. Yara then retained me for a separate API enhancement and documentation assignment. The work combined delivery recovery with a practical handover to the people who would continue it.
AstraZeneca / Alexion | A way of working that fitted the work
The Rare Diseases unit needed a project-management approach for both software and non-software work within its corporate and regulated environment. I reviewed the IT department’s project-management processes and implemented an approach combining Agile and structured project-management practices.
I documented the approach in Confluence, configured Jira, roadmaps and dashboards, and created training materials and instructional videos. Staff training helped put it into use. The unit gained a documented, trainable approach and improved programme visibility: a practical change to how work was managed, not simply a methodology recommendation.
Start with the intervention the situation needs.
A focused diagnostic. If you need a clearer view before deciding what to do, I can review the situation and set out the findings, options and recommended next steps. We agree the scope and the questions the review needs to answer.
Hands-on recovery leadership. If the direction is clear but the work needs active leadership, I can join the team to coordinate the recovery and stay involved through delivery and handover.
Improving how work gets done. If the difficulty runs across projects or departments, we can work on the processes, responsibilities and governance behind it, introducing and refining changes with the people who will use them.
These are starting points, not mandatory stages. We agree my responsibilities, the decisions that remain with you, the access and support needed from the team, and how we will judge progress.
Calm, direct and part of the team
I will listen before reaching conclusions, explain my recommendations and challenge assumptions respectfully. The people closest to the work often understand the difficulties well; they need a chance to be heard, not another person arriving with a ready-made answer.
You can expect open communication, including when the news is uncomfortable or new evidence changes my view. I take responsibility for my work and make documentation and knowledge transfer part of the engagement. The aim is to leave your organisation stronger, not dependent on me.
What is not working — and what needs to change?
Tell me what you expected to happen, what is happening instead and what you have already tried. If there is an important date or decision approaching, include that too. You do not need to have diagnosed the problem before we talk.
We can discuss the situation, what kind of help would be useful and whether I am the right person to provide it
