My role is to bring structure, clarity, and delivery discipline to complex initiatives. I work in a straightforward, professional way that gives you confidence without creating unnecessary process or overhead.
This is what working together typically looks like.
Step 1. Discovery call and first contact
We start with a short discovery call to understand what you are trying to achieve and whether I am the right fit.
I will ask focused, practical questions, including:
- What is the project and the objective?
- What problem are we solving, and why now?
- What does success look like in real terms?
- Who is involved, and what does the team and resource landscape look like?
- What is the urgency and expected timeline?
- What budget has been allocated?
- What support is needed, how often, and for how long?
The purpose of this call is clarity. By the end, you should have a better understanding of the shape of the work and whether it makes sense to proceed togethe
Step 2. Proposal and project charter
If the project is appropriate and I am the right person to lead it, I will send a clear proposal and project charter.
This typically includes:
- The recommended scope and delivery approach
- A project charter defining objectives, success measures, stakeholders, assumptions, and constraints
- Ways of working, including communication, reporting, and decision making
- Contract and NDA where required
- Availability, start date, and next steps
This step ensures expectations are aligned on both sides before any work begins.
Step 3. Acceptance, contract, and payment
Once the proposal is accepted:
- The contract and NDA are signed
- Payment is made according to the agreed terms
- Onboarding and kick off sessions are scheduled
I keep this stage efficient so delivery can begin without delay.
Step 4. Onboarding and delivery setup
I then onboard into your organisation and begin working with the people who matter.
This usually includes:
- Meeting your primary point of contact
- Aligning with key stakeholders and delivery teams
- Engaging third parties or suppliers if relevant
- Visiting your office if on site presence is required
From there, I propose a delivery structure that reflects your reality, not a textbook model. This may include:
- Milestones and workstreams
- A RAID log covering risks, assumptions, issues, and dependencies
- Meeting and decision making cadence
- Status update and reporting rhythm
- A roadmap and timeline
Progress is reviewed regularly against agreed outcomes, and plans are adjusted as needed when priorities, constraints, or information change.
All of this is shaped by your available resources, budget, timelines, and third party dependencies.
Step 5. Embedded delivery
From this point on, I work as part of your team, with a clear primary point of contact as my main project partner.
My focus is on:
- Leading delivery and keeping work on track
- Maintaining momentum and clarity
- Escalating issues early and constructively
- Supporting decision making and stakeholder alignment
- Providing clear, usable reporting rather than noise
I bring structure and leadership, but I don’t operate in isolation.
Responsibility and outcomes
I can’t guarantee outcomes or project completion on my own. Successful delivery depends on multiple factors, including client engagement, availability of internal resources, supplier performance, budget constraints, and any changes to scope or priorities.
What I do guarantee is that I will:
- Lead the project professionally
- Keep it organised and moving forward
- Make risks and blockers visible early
- Create the best possible conditions for successful delivery
I act as a delivery agent and partner, not a substitute for the organisation itself.
Pricing and fees
I work on a fixed daily rate basis. This keeps engagements fair, flexible, and aligned with the realities of complex project delivery.
Rather than fixed project fees, which often break down as scope evolves, a daily rate allows us to adapt as priorities, timelines, and constraints change, without renegotiating the relationship at every turn. This means that the scope doesn’t have to be frozen and can adapt to your changing needs over time. Agility is the nature of any project management.
How engagements are structured
Clients can engage me in a way that fits their needs and capacity, for example:
- One day per week
- One week per month
- A defined number of days per month
- A few months of focused delivery
- Longer term or ongoing fractional support
The structure is flexible. The rate stays the same.
This model works well for:
- Projects with evolving scope
- Programmes involving multiple stakeholders or dependencies
- Organisations that want senior leadership without full time headcount
- Situations where pace and priorities may shift over time
What the daily rate covers
My daily rate covers senior project leadership and delivery, including:
- Project setup and planning
- Delivery leadership and coordination
- Stakeholder and supplier management
- Progress tracking, reporting, and issue escalation
- Ongoing adjustment of plans as conditions change
Any agreed on site time, cadence, or travel expectations are confirmed upfront in the proposal. I’m based in South London and able to travel to office locations within Greater London, Surrey and Sussex to a limited extent. I can travel to other UK locations if required for up to 25% of the scheduled time.
Payment and commitment
- Engagements are agreed for a defined cadence and review period
- Invoicing is typically monthly based on days worked and first month is always payable before the work commences.
- Longer term retainers can be reviewed and adjusted as needs change
This approach gives you:
- Cost predictability
- Delivery flexibility
- No long term commitment beyond what makes sense for the work
A transparent working model
I am not incentivised to prolong delivery, and you are not locked into an unrealistic scope. We focus on progress, outcomes, and sensible decision making throughout the engagement.
All commercial terms are clearly set out in the proposal before any work begins.
How engagements evolve or conclude
Engagements can scale up, scale down, or conclude with a clear handover, depending on what the project requires. My aim is always to leave behind clarity, continuity, and a delivery position that makes sense for what comes next.
If you would like to explore working together, the next step is a discovery call. You can outline what you are trying to deliver, and I will tell you honestly whether I am the right person for it and what success would realistically require.