I bring structure to complex programs — and keep strategy close to execution.
My work sits across portfolio governance, program delivery, financial planning, vendor operations and management reporting. The goal is usually simple: give leaders a clear view of what is happening, what needs a decision and what could get in the way of delivery.
The part of the job I enjoy most is making complexity manageable.
I have spent more than 11 years working across project delivery, global programs and enterprise portfolio management. Over time, my role has moved from managing individual projects to helping leadership teams make decisions across hundreds of them.
I am most useful when there are several things moving at once — budgets, priorities, vendors, people, risks and senior stakeholders — and the business needs one dependable view of where things stand. I tend to focus on practical governance: enough structure to create control and accountability, without turning the PMO into a reporting exercise.
My background also includes financial planning, workforce and vendor governance, process improvement, Power BI and QlikView reporting, and SQL-based financial dashboards. I am PMP certified and a Lean Six Sigma Black Belt.
From hands-on delivery to enterprise portfolio leadership.
The scale has changed over the years, but the work has stayed familiar: align the right people, keep the numbers honest, surface risks early and make sure decisions turn into action.
Portfolio governance across 700+ projects valued at approximately $240M, including financial planning for a ~$200M portfolio. The role also covers cross-functional program leadership, cost efficiency, workforce and vendor governance, and management reporting using Power BI and QlikView.
Managed a $25M global program spanning 70 projects, four vendor operations and 400+ vendor resources. Owned the program financials, business-review cadence, workforce and access initiatives, process improvements and SQL-based finance reporting.
Built my foundation across project coordination, delivery leadership, client and stakeholder management, operations and program management before moving into larger global and enterprise portfolios.
Where I can add value.
I work best on assignments where execution has become difficult to see or control — too many projects, unclear governance, inconsistent reporting, competing priorities or a transformation that needs stronger program discipline.
PMO & Governance
Set up or tighten governance so teams know what gets reviewed, who owns the decision and when an issue needs escalation. The aim is a PMO that helps delivery rather than adding another layer of administration.
Program & Portfolio Advisory
Help leaders get a usable view across multiple projects — priorities, investment, dependencies, capacity, risk and delivery health — so attention goes to the work that needs it most.
Business Transformation
Bring program structure to change that cuts across teams, processes, vendors or operating models. I focus on ownership, sequencing, risk, stakeholder alignment and the practical work required to land the change.
Executive Reporting & Performance
Turn scattered status updates and financial data into a small set of views that leaders can actually use. This can include KPI design, management dashboards, reporting cadence and decision-focused review packs.
A few examples of the work behind the numbers.
These are drawn from programs I have led or supported. I have kept internal names and sensitive operational detail out, but the scale, responsibilities and outcomes reflect the work itself.
Portfolio Governance at Enterprise Scale
How I approached governance, financial visibility and leadership reporting across a portfolio of 700+ projects worth approximately $240M.
Read Case Study →Cost Optimisation Across the Portfolio
A closer look at the financial and portfolio work that supported more than $20M in cumulative efficiencies across 2024, 2025 and 2026 YTD.
Read Case Study →Making Management Reporting More Useful
Moving recurring reporting towards Power BI and QlikView views that gave leadership quicker access to financial, workforce, risk and performance data.
Read Case Study →What I’ve Learned From Leading Complex Programs
Observations from working across projects, portfolios and transformation programs — what tends to work, what gets in the way, and what I’ve learned along the way.
When Does an Organisation Actually Need a PMO?
A PMO can bring order to a growing delivery environment. It can also become another layer of meetings and templates. The difference is whether it solves a real management problem.
Read Article →Why Good Transformation Programs Still Lose Momentum
Transformation rarely loses momentum in one dramatic moment. More often, progress slows through delayed decisions, blurred ownership and priorities that quietly move elsewhere.
Read Article →The Shift From Managing Projects to Leading Programs
Program leadership is not project management with a bigger plan. The work changes: less direct control, more ambiguity, more trade-offs and a greater need to connect decisions across teams.
Read Article →If the work is complex, I’m interested in the conversation.
If you’re hiring for program or portfolio leadership, setting up or reshaping a PMO, or working through a transformation that needs stronger governance and execution, feel free to get in touch. I’m always interested in understanding the problem before jumping to a solution.