What the work is worth, in numbers.
Five programmes, in full.
A £1bn programme, reset in place
After the Walmart separation the transformation portfolio had grown to 144 separate projects with no single line of governance, and the commercial agreements underneath it had been signed against a scope that no longer existed.
We restructured the portfolio into six integrated programmes, brought business, technology and partner leadership under one governance approach, and reset the agreements with SAP, Blue Yonder, Manhattan, Salesforce, Microsoft and TCS.
- Strategic vendor negotiation
- Programme mobilisation and recovery
A €250m blueprint, made buildable
A multi-market utilities and energy group held a global SAP transformation blueprint that could not be implemented as drawn: enterprise design was unresolved and cross-market dependencies were undocumented.
We structured the enterprise design, clarified the dependencies between markets and mobilised the group for large-scale implementation, so the blueprint became a plan the business could actually execute against.
- Architecture as a Service
- Software consolidation
£300m per annum out of the run
SAP billing platforms across retail, supply, trading and generation had accumulated cost and duplication over successive programmes, and operating expenditure had stopped being questioned.
We led the turnaround of the billing estate and took cost out of the run across all four business areas, rather than treating billing as a single-platform problem.
- Long tail spend
- Software consolidation
Half the estate, called in days
Just over 1,000 applications, with no feature-level view of what overlapped. Nobody had compared every application against every other, because by hand it takes a team months and is rarely finished before the RFP goes out.
The decision platform went on the estate and assessed 100% of it, comparing every application against every other at feature level and attaching an evidenced keep, swap, possible or defer call to each one.
- Software consolidation
- AI assessment
IT and OT cyber, assessed as one market
Security investment was being decided separately for corporate IT and for the operational technology running the network, with no common view of the supplier market serving both and no evidenced picture of where the two estates overlapped.
We ran an IT and OT cyber market assessment across the combined estate: capability requirements set with the business, the supplier market mapped against them, and an evidenced shortlist and investment sequence taken into governance.
- Cyber
- Strategic vendor negotiation
Figures are from the most recent programme records and can be evidenced on request.