One focus.
Three ways in.

For programmes that are behind, over budget, politically stuck — or heading that way fast.

This is where most clients come to us. A transformation programme that was well-designed on paper has lost momentum in practice. The board is losing patience. The team is smart but not moving. The previous advisor produced a thorough report that didn't change anything.

We come in fast, go deep, and focus on the things that are actually causing the stall — which are usually not what's in the status report. Governance that creates friction rather than removing it. Decisions that escalate but never resolve. Accountability structures that look right on a slide but don't hold in a room.

We work alongside the programme team, not above it. We apply pressure-tested methods to the specific blockers — and stay until there's real, self-sustaining momentum.

Governance that enables rather than obstructs. Built for the way complex organisations actually work.

Most governance frameworks are designed for compliance, not delivery. They're built to satisfy audit requirements and board reporting cycles — not to help senior leaders make fast, well-informed decisions in conditions of uncertainty and political complexity.

We design governance structures from first principles: what decisions need to be made, by whom, with what information, at what speed? The result is a framework that gives complex programmes a fighting chance — clear escalation paths, meaningful accountability, and decision rights that hold under pressure.

This service is often the first engagement for clients who want to prevent a stall rather than recover from one — or who are standing up a new programme and want to get the foundations right.

A trusted advisor for the leaders who can't afford to get this wrong — and can't have certain conversations internally.

Senior leaders navigating complex transformation often need a thought partner who is genuinely independent: not a member of their team (who has their own perspective and career to protect), not a large advisory firm (who has a commercial interest in the engagement continuing), and not a board member (who needs to be managed as a stakeholder).

This is a confidential, direct advisory relationship. We work with CXOs, programme sponsors, and senior executives to pressure-test their thinking, surface the things that aren't being said, and help them make better decisions under pressure.

Engagements can run alongside a broader programme or standalone. The format is flexible — regular sessions, on-demand access, or a defined set of interventions around a specific decision or moment.