A closer look at the work behind the numbers.
The summaries below come from programs and portfolios I have led or supported. I have left out internal names and sensitive operating detail, but kept the scale, responsibilities and outcomes that matter to the story.
Six stories that show how I work.
The detailed cases cover portfolio governance, cost, reporting, global program management, workforce transformation and financial data. The shorter cases below add context around the wider responsibilities that sat around that work.
Portfolio Governance at Enterprise Scale
A 700+ project portfolio needs more than status reporting. This case looks at how I connected planning, finance, delivery information and executive review across a portfolio worth approximately $240M.
What made it difficult
Leaders needed one reliable view across hundreds of projects, budgets, resource needs, vendors, risks and competing priorities.
What I focused on
Practical governance, financial visibility, management reporting and clear routes for decisions and escalation.
What it supported
Portfolio oversight across 700+ projects and financial planning across an environment of approximately $200M.
Cost Optimisation Across the Portfolio
Cost work is rarely one big idea. It is usually a series of choices about investment, capacity, process and priorities. This case covers the portfolio work behind more than $20M in cumulative efficiencies.
What made it difficult
Savings still had to make sense operationally. Reducing cost at the expense of delivery would simply move the problem elsewhere.
What I focused on
Better cost visibility, resource planning, operating-process changes and senior stakeholder decisions.
What it delivered
$7M in 2024, $8M in 2025 and $5M in 2026 YTD — more than $20M in cumulative efficiencies.
Making Management Reporting More Useful
The problem was not a lack of data. It was getting the right financial, workforce, risk and performance information in front of leaders without relying on repeated manual reporting.
What made it difficult
Useful information sat across different reporting needs and had to be interpreted quickly in a large portfolio environment.
What I focused on
Automated reporting frameworks and management views around financials, hiring, efficiency, risk and quality.
What changed
Leadership had quicker access to recurring financial and operational insight through Power BI and QlikView reporting.
Program finance, people, vendors, risk and process.
These shorter examples show some of the work that sits around the headline program outcomes — the operating detail that often determines whether a program stays under control.
Running the Financial Side of a $25M Global Program
Owned forecasting, budgeting, purchase orders, fund allocation, run rates, invoicing and accruals across a 70-project program with four vendor operations.
Moving 400+ Resources Into a New Access Model
Led a four-month migration of 400+ vendor resources into six job-function groups to improve role alignment and access governance in a WFH environment.
Keeping Four Vendor Operations Aligned
Coordinated financial controls, workforce governance, compliance and performance across four vendor operations supporting 400+ resources.
Replacing Spreadsheet Dependence With an SQL Finance Dashboard
Built an internal SQL-based finance dashboard and later administered and validated the financial view used by program stakeholders.
Budget and Resource Planning Across an Enterprise Portfolio
Governed financial planning and budgeting across an environment of approximately $200M, with resource allocation tied back to portfolio needs.
Access Governance Across a Multi-Vendor Program
Worked with Risk teams to keep access management secure and compliant across vendor operations in a large distributed program.
Creating a Reliable Review Rhythm
Ran weekly, monthly and quarterly business reviews and OKR tracking across operational, financial and project performance.
Turning Program Know-How Into a Repeatable Playbook
Co-developed and refined an operating playbook so teams had a more consistent reference point for program processes and working practices.
Improving the Tools Behind Program Management
Reviewed an internal program-management tool and identified practical changes to improve usability, efficiency and reduce manual work.
Have a program that is becoming difficult to see or steer?
I am open to leadership roles and advisory conversations around portfolio governance, PMO setup, program delivery, reporting and business transformation.