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A safe pair of hands for multi-million-pound transformations.

Programme-level assurance and leadership for CRM/Salesforce/ERP delivery—so scope stays controlled, risks surface early, readiness is real (UAT, training, data), and your board gets evidence, not optimism.

Anna Bromley

Trusted by leading brands

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The promise

When you bring me in, you get a safe pair of hands who moves fast without losing grip, because I blend programme discipline (PRINCE2/MSP) with pragmatic Agile delivery (SAFe/Scrum), and I obsess over the things that actually make transformations succeed: clarity, governance, decision cadence, dependency control, business readiness, and benefits.

(And yes—this is built for the real world: multiple vendors, messy data, conflicting exec priorities, and people who still have a day job.)

Programme Delivery Assurance that creates delivery confidence

Assurance, when done properly, exists to give senior leaders timely, credible information to make decisions—not to generate paperwork.

Risk and outcomes-based

Not "tick-box methodology" so that you spot trouble early and take action while it's still cheap.

Decision-led

Clear off-ramps, stage gates, and evidence packs) so your steering doesn't become a weekly debate club.

Business + technical readiness together

So go-live doesn't become a late surprise because "ready" means people, process, data, controls, and support—at the same time.

What you get

Board-ready visibility

Reduced delivery risk

Faster time-to-value

Recent case studies

Delivery assurance for "must not fail" programmes

A simple four-phase delivery system that replaces governance theatrics with evidence, control, and board-ready confidence.

Delivery methodology four-phase system

My Delivery Methodology

Pre-project / Strategic initiation

What I lock in

  • •Clear outcomes, scope boundaries, and success measures
  • •Feasibility, options, constraints, and a business case you can stand behind
  • •High-level target operating model direction (people + process + platform)

So that you stop funding ambiguity, protect the investment, and align leadership early.

Project initiation & setup

What I put in place

  • •Programme governance, decision cadence, and role clarity (RACI, ownership, escalation)
  • •Plan-on-a-page + integrated delivery plan (workstreams, dependencies, milestones)
  • •RAID, communications rhythm, and benefits tracking from day one

So that decisions speed up, teams stop wobbling, and delivery becomes predictable.

Agile delivery & execution

How delivery runs

  • •Vision → epics/features/stories → backlog, with PI planning and sprint cadence where it helps
  • •Evidence-led reporting (progress, risks, readiness) that execs can trust
  • •Quality + business readiness built in: UAT, training, cutover, adoption, hypercare

So that you ship in increments, surface issues early, and go live with the business genuinely ready.

Scaled agile & continuous improvement

How it scales and sticks

  • •Architecture + solution design alignment (so teams build the same thing, the same way)
  • •DevOps/CI/CD and shared ways of working (so releases become safer and faster)
  • •Measurement and continuous improvement (benefits tracked post go-live, not just promised)

So that the programme becomes an internal capability—and outcomes keep landing after I've gone.

What it looks like when we start

In the first 10 working days, I typically deliver:

A delivery confidence view (what's genuinely on track, what isn't, and why)

A single integrated plan across workstreams + dependencies (not 8 separate "plans" that don't join up)

A governance reset (decision cadence, forums, evidence pack, RACI)

A risk heatmap + mitigation plan that is owned and timeboxed (not a static RAID doc)

A readiness and cutover view (UAT, training, data, environments, support model)

A benefits tracker that ties work to outcomes (so every team can explain why they're doing what they're doing)

Discover how I can de-risk your transformation.

My story

Why I lead the way I lead

I didn't learn "delivery" from a textbook first; I learned it in retail—watching my dad count cash after long weeks, seeing what it feels like when a single incident becomes legal evidence, and living through the era where supermarkets crushed local shopping, dot-com rewired discoverability, and social media changed how people expect brands to behave.

So when I walk into your transformation, I don't treat it like an abstract project—I treat it like real money, real people, and real reputational risk.

I then went into sales and marketing, did the door-knocking, negotiated face-to-face, ran promotions on clunky green-screen ERP systems (the kind that felt like the Matrix), and learned how to speak to humans—not just stakeholders.

And yes, I studied philosophy too, which sounds odd until you realise what it gives you in a programme: the ability to reason from first principles, spot weak assumptions, and persuade people with clean arguments (especially when the room is tense and decisions are hard).

That's why I'm good at the bit most programmes quietly fail at: bringing people with you.

Anna Bromley

Frequently Asked Questions

What do you actually do?

I provide programme-level delivery assurance (and can also step in as Programme Director / Programme Manager) for complex CRM / Salesforce / ERP / data transformations—especially when the stakes are high and you need board-level confidence.

What roles can you take?

Typically: Programme Director, Programme Manager, or Delivery Assurance Lead (often bridging business + tech across vendors, data, change, UAT, and go-live).

Where are you based?

I'm London-based (Paddington), and travel isn't an issue—where the team is, that's where I'll be.

Do you do hybrid or on-site?

Yes. Hybrid is fine, and if you need 5 days a week on-site in London, that works too.

What's your day rate?

As a guide (depending on scope, risk, vendor complexity, and governance load):

  • £650/day — smaller projects / contained scope
  • £850/day — large programmes / multiple workstreams
  • £1,100/day — major transformations / high risk / multi-vendor / exec governance

Tell me the context and timeline and I'll give you a straight answer quickly.

Are you Agile or PRINCE2/MSP?

Outcome-led. I use PRINCE2/MSP-style controls where governance and risk demand it, and Agile/SAFe/Scrum cadence where it accelerates delivery—most real programmes need both.

What accreditations do you hold?

PRINCE2 • MSP • SAFe • Scrum Master (plus Salesforce BA accreditation).

Can you work with multiple vendors?

Yes—and I'm often brought in to get vendors into one operating rhythm (shared plan, shared governance, shared "done") so you stop paying for misalignment.

Do you do turnarounds / programme rescue?

Yes. Common triggers are: low delivery confidence, slipping UAT/readiness, no single joined-up plan, noisy governance, or execs needing the truth fast. I stabilise the programme, reset control, and get decisions moving. If you need ongoing advisory support rather than a full-time engagement, fractional advisory may be a better fit.

How do you drive adoption?

I treat adoption as part of delivery: readiness, training, comms, cutover, and hypercare are planned from day one (not bolted on at the end).

What's your availability?

On request—share your timeline and I'll be candid about fit and start dates.

How do I contact you?

Email: anna@agileprojectdelivery.co.uk

Or book a call: https://calendly.com/anna-agileprojectdelivery/30min

Your transformation doesn't need more noise — it needs a leader who can mobilise, govern, and deliver.

Let's agree the plan, decisions, and get back to board-ready confidence.

Make transformation deliver

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