Appointed Delivery Director in a major Financial Services Consultancy to provide programme oversight to 10-15 projects in five major client accounts which had been ’inherited’ during the acquisition of an Indian offshore consultancy and software developer.

The initial focus was on identifying all projects in scope, formally allocating project owners and establishing reporting structures. Once the appropriate procedures were in place, regular reporting was instigated to track project progress, profitability and resourcing. This piece of work culminated in a handover to permanent staff of these legacy projects which complied with CapGemini best practice delivery methods. One of the tangible benefits of this work was the identification of £500k of late invoices for work performed in the previous 6 months for which invoices were immediately raised and submitted to clients.