RS/services
Six practice areas. One discipline.
Every engagement is structured, time-boxed, and built around artifacts clients keep after the work ends. Delivered by the principal on every engagement.
PMO stand-up and governance design
A working PMO built from zero in 4 to 8 weeks, with board-ready visibility from the first week. Three stood up to date, each with 15+ governance artifacts refined live against the client's real programs rather than delivered as a framework binder. Two of those engagements were expanded in scope by the client after seeing the first month's output.
Program recovery and delivery oversight
For programs that have drifted: baselines nobody owns, decision rights nobody can name, risk that surfaces in steering committees instead of registers. The practice re-establishes the baseline, installs escalation that moves faster than the problem, and holds delivery through active change control. The principal's record through crisis conditions: 100% on-time delivery, zero transaction loss through the initial COVID-19 crisis, and delivery held through the 2022 rate-shock cycle and a 40% market contraction.
Capital program and owner-side oversight
Owner representation on capital and construction portfolios: a stakeholder RACI across every party, an integrated delivery cadence, financial controls connecting leadership to the field, and scope managed through formal change control. Portfolio work includes a $15M two-project development portfolio held on time and on budget through a client-approved scope expansion. The principal previously delivered a $35M dual-municipal capital program for the Region of Peel on schedule and within budget.
Transformation delivery
Ambiguous mandates turned into structured, measurable execution. The practice works across waterfall, agile, and hybrid models, and puts AI into the delivery path only where its output can be verified against human judgment. Transformation work is governed the same way capital work is: stage gates, benefits baselines, and evidence in front of decision makers early.
Process improvement
Lean Six Sigma DMAIC redesigns that remove approval bottlenecks and streamline handoffs across teams, vendors, and advisors. A recent client redesign cut cycle time 35% and cost 30% by attacking the approval chain rather than the people in it.
THE WORKFLOW, MAPPED BEFORE IT IS AUTOMATED
AI-enabled process redesign
Operational bottlenecks rebuilt with AI assistance where output can be verified against human-level assessment. A mortgage client's static intake was rebuilt as an AI-assisted conversational pre-qualification engine routing applicants by lending profile: 93% match to human assessment, application completion up 70%, and per-deal handling cut from 8 hours to 1.5.
ONE VIEW OF EVERY PROGRAM: STATUS, VARIANCE, DEPENDENCIES, DECISIONS · REPRESENTATIVE DATA