Clarity. Control. Delivery.
When a project starts to drift, people tend to soften the truth. I don’t. I uncover what’s actually happening and bring delivery back under control.
I specialise in recovering complex, politically sensitive IT initiatives — quietly, steadily, and without theatrics.
I recover projects that have lost momentum.
You bring me in when delivery updates don’t match outcomes, when risk conversations are avoided, or when the real status becomes difficult to pin down.
I cut through noise, establish factual clarity, and reset the delivery rhythm. Calm. Direct. Steady. No drama. No spin.
What you get when I step in
- Clear, unfiltered assessment. Not the optimistic version — the actual state of delivery.
- Alignment across teams and vendors. Role clarity, noise removed, accountability re-established.
- Predictable delivery. Progress becomes visible, blockers are addressed early, momentum returns.
- Protection of your investment. Time stabilised, budget protected, confidence rebuilt.
When to bring me in
- Delivery is slipping and no one’s saying it plainly.
- Reporting looks positive, but the work isn’t moving.
- Teams are defensive or hesitant to raise issues.
- Vendors are slow, vague, or overly procedural.
- Meetings sound good but achieve very little.
- Leadership is running out of patience.
- The project feels politically sensitive and unclear.
- Everyone’s busy, but progress is minimal.
I cut through the story and get to what’s real.
Most delivery problems don’t come from technology. They come from filtered information, avoided conversations, and pressure that no one wants to discuss openly.
I rebuild the truth quickly — what’s actually delivered, what’s blocked, and what needs attention now. Once the real picture is clear, the path forward becomes straightforward.
What defines my approach
- I ask the questions others avoid. Not confrontational — just precise.
- I walk into the political heat without getting pulled into it. Calm, steady, unaffected by posturing.
- I don’t get rattled by complexity or pressure. High-stakes environments are normal to me.
- I make it safe for people to be honest. Not by force — by removing the noise around them.
- I stay with the truth until it’s on the table. No hiding, no speculation, just clarity.
I’ve spent my career restoring stability in complex environments.
I’m not a theorist. I’m not a deck-builder. And I’m not interested in long processes that don’t move the work forward.
I operate in the real world — where projects are politically sensitive, information gets filtered, and people often avoid being fully transparent. That’s where I’m most useful.
Where I’ve operated
Different industries, same pattern:
- Banking
- Government
- Retail
- Telco
- Defence
- Construction
Why clients bring me in
- I say the things others avoid.
- I handle the conversations that stall progress.
- I’m unaffected by politics or hierarchy.
- I stabilise delivery quickly.
- I bring clarity when pressure rises.
Most projects don’t fail on technology. They fail on truth.
Patterns I see again and again
- People protect themselves instead of the work.
Delivery slows long before anyone admits it. - The truth gets filtered.
Leadership hears a narrative. Delivery lives in reality. - No one wants to say “we’re off track”.
Silence feels safer than honesty — until it doesn’t. - Meetings become performance.
Good updates. Confident language. Minimal movement.
What that leads to
- Vendors default to process.
Process replaces progress. Excuses replace transparency. - Everyone’s busy but nothing moves.
The clearest signal a project is drifting. - Leaders lose visibility.
By the time they feel it, the gap is already large. - The project stops correcting itself.
At that point you need someone external to recalibrate the room.
Patterns, not slogans.
I’m usually brought in quietly, when things are already tense. Not to facilitate alignment — to stabilise a delivery that’s at risk.
I’ve recovered projects that were months behind, politically sensitive, and tangled in vendor and stakeholder complexity. Different contexts, same outcome: clarity and control restored.
How that tends to look
- Projects others couldn’t move are stabilised and delivered.
- Sponsors re-engage me directly, without announcements or ceremony.
- Teams shift from defensive updates to straightforward reporting.
- One sponsor asked me to start a company just to take on his next project.
When the truth is foggy and delivery is slipping.
By the time the room starts to feel uncomfortable, the project has usually been drifting for a while. It won’t correct itself.
Signals the project needs a reset
- Timelines keep moving but nobody wants to call it out.
- Ownership is blurred — everyone is involved, nobody is accountable.
- Conversations with vendors feel circular and slow.
- Reports are optimistic; frontline sentiment isn’t.
- Risk registers exist, but real risks surface late.
- Pressure on leadership is rising quietly.
- There’s plenty of activity, but not much movement.
Start the conversation.
No forms. No fuss. Just a direct discussion about what’s happening and what needs to be brought back under control.
If your project is drifting, I’ll give you a clear view of where it stands — and if I can fix it, I’ll tell you.
Get in touch
Location
Based in Sydney. Available across Australia and remotely.
Typical engagement
Short, focused recovery engagements. Clear scope, direct access, and a simple expectation: put the project back under control.