Transformation is no longer landing
The programme still exists, but momentum, ownership, and measurable delivery are weakening.
When to bring me in
Bring me in when the problem doesn’t fit neatly in one box.
Strategy looks right. The people are capable. The suppliers are in place. But performance is still drifting.
The real problem is often the one nobody quite owns.
01
The strategy isn't landing
Execution keeps drifting from intent.
02
Ownership is blurred
Decisions cross functions, suppliers and priorities.
03
Performance is stuck
Everyone is busy. The underlying problem remains.
Typical situations
Supplier governance has become unclear
Supplier decisions, accountability, performance, and risk are spread across too many places.
The operating model is under pressure
Roles, decision rights, data, systems, and escalation routes no longer reflect how work really happens.
Procurement is involved too late
The function is expected to deliver value after strategy, scope, demand, or supplier choices are already fixed.
Catalogue or vendor complexity is increasing
Fragmented catalogues, unmanaged vendors, and inconsistent buying channels are creating hidden operational drag.
Leadership needs an independent view
A focused diagnostic is needed to separate symptoms from structural issues and define practical next steps.
How I typically help
- Independent advisory review or rapid diagnostic
- Executive briefing to clarify the real issue
- Supplier governance and ownership mapping
- Operating model and decision-flow assessment
- Practical recovery roadmap with next actions
What the work should create
- Clearer ownership and decision rights
- Stronger supplier and vendor governance
- Less drift between strategy and delivery
- A more disciplined route from intent to execution
- Leadership clarity on where control is being lost
Drift Check
Eight questions. Two minutes. A first read on where control stands.
Answer for the part of the business you know best. Nothing is sent or stored.