Customer story
Measurement Manufacturing Company Tuned for Precision Service at Scale
Global Manufacturer
Fractional Advisory
Fractional transformation advisory for complex programmes
When a transformation matters, you don't always need another full-time programme lead. Sometimes the team is already there. The problem sits somewhere else.
I work with boards, sponsors and programme leads on a fractional basis. I step in to review, challenge, advise and steady the work. Your team stays in the work. I help them steer it with more clarity, more control and a better route to outcomes.
Trusted by teams at
HowdenGoCardlessPublicisElsevierWPPHexagon
Why people bring me in
It usually starts the same way. Everyone is busy. Everyone is trying. The paperwork says one thing. The room says another.
The business case feels thin
A business case has been approved, but the assumptions haven't really been tested. The sponsor wants a clearer read before more money gets signed off.
The vendor scope needs a hard look
A vendor statement of work looks tidy, until someone reads the detail properly. You need someone who can spot the gaps before you commit.
Steering meetings don't drive decisions
Steering meetings happen every week, yet the hard decisions still slide. The pack doesn't answer the real question: are we set up to deliver this well?
The team needs challenge, not noise
Internal leads are capable, but they need senior challenge and support. Not another person adding meetings and complicating things.
This works best when the team is in place and the gap is judgement. You need someone who can get across the facts quickly, ask the awkward questions, and tell you what needs to change before small problems turn expensive.
The signs are usually there before the status report catches up
Programmes rarely go wrong in one dramatic moment. They start to wobble in familiar ways. People wear too many hats. Planning turns into reacting. Senior leaders get pulled into task chasing.
!
Team design is hurting delivery
Too many hats. Split allocations. Missing roles. Wrong skills in key places. Senior people doing work they shouldn't be doing.
What I review and recommend
Team shape, role fit, ownership and the delivery model.
!
The programme has no rhythm
Firefighting replaces forward motion. People keep replanning. There's no real time for planning, retros or proper onboarding. Teams chase information that should already exist.
What I review and recommend
Planning rhythm, prioritisation rules, document standards and meeting cadence.
!
Governance looks busy but feels weak
There are lots of meetings, but hard decisions still slide. Escalations go nowhere. Sponsor packs don't help people make a call.
What I review and recommend
Decision rights, stage gates, escalation routes and sponsor reporting.
!
Scope was sold before it was understood
Assumptions sit where requirements should be. The delivery model doesn't match what was promised. The client still expects a different level of access or pace.
What I review and recommend
Business case review, SOW review, stakeholder interviews and a scope reset where needed.
!
The business isn't co-owning the change
Design stays too central. Adoption risk goes up. Collaboration becomes very transactional. The team starts to feel that raising issues doesn't lead to sensible action.
What I review and recommend
Business ownership, stakeholder engagement, coaching and a better structure around adoption.
What I help with
Governance support. Stage gate reviews. Business case challenge. Planning meetings. Document reviews. Stakeholder interviews. SOW creation and review. Delivery model set-up. Coaching for the people already carrying the programme.
Governance and steering support
I review forums, decision rights, escalation paths, reporting packs, RAID, roles and stage gates. Then I set out a simpler way to run the programme, so meetings lead to decisions and sponsors can see what matters.
Strategy, planning and delivery model reviews
I help shape the delivery model, planning approach, workstream structure, mobilisation plan and sponsor rhythm. Sometimes that means a fresh set of recommendations. Sometimes it means pressure-testing what's already there.
Deep-dive reviews and fact finding
I run stage gate reviews, business case reviews, project documentation reviews, SOW reviews and focused diagnostics. That usually includes stakeholder interviews, evidence review and a written view of what's solid, what's weak and what needs a call now.
Coaching for internal teams
I coach programme managers, PMOs, business analysts and delivery leads. Sometimes the fastest way to improve a programme is to help the people already running it do the job with more confidence and a better structure around them.
See the real position
before the next decision
Book a 30-minute callWhat you get
Senior judgement where it helps most, without forcing a full-time role around work that doesn't need one.
- ✓A clear written view of the current position
- ✓Specific recommendations, in plain English
- ✓A short action plan with owners
- ✓A sponsor-ready summary for the next decision point
- ✓Coaching and support for the people inside the programme
How the work usually starts
The shape can flex. The point is the same. You get senior judgement where it helps most, without forcing a full-time role around work that doesn't need one.
1
Short review
A focused review around a funding decision, stage gate or vendor commitment. Get a clear view before committing.
2
Fact finding
A few weeks of interviews, evidence review and written recommendations. Enough to see the full picture and set priorities.
3
Ongoing advisory
Monthly advisory support. An experienced head in the room for steering meetings, planning sessions and team coaching.
Where this has helped before
Howden
Reset governance and planning on a stalled integration programme. Reviewed the assessment and onboarding approach, defined scope, governance, and delivery plan for the acquired entity.
Governance resetPlanningInsurance
GoCardless
Built business cases, roadmaps, benefits cases, a delivery forum and a central change function. Found £1.3m in technology simplification benefits.
Business case£1.3m savingsFintech
WPP
Delivery assurance across more than 100 infrastructure projects as part of a major business integration and separation programme.
Delivery assurance100+ projectsMedia
OSF, Publicis, Masabi, WhatsApp, Elsevier
Growth strategy, target operating model and roadmap for a multi-phase Salesforce programme at OSF. Coaching, PMO set-up and agile ways of working at Publicis, Masabi, WhatsApp and Elsevier.
CoachingPMO set-upStrategy
This is right for you if
- ✓You have a programme team, but sponsors want an outside view
- ✓You need a proper review before a stage gate, vendor commitment or budget decision
- ✓You want stronger governance and clearer sponsor conversations
- ✓You need senior coaching and challenge around the programme, without adding another full-time hire
This is probably a full-time role if
You need someone to run the programme every day, own all workstreams, sit in the detail full time and drive the whole engine directly. That's different work.
If that's where you are, I can still help scope the role and set up the right governance before a full-time lead comes in.
Who you're working with
I'm Anna Bromley, Director of Agile Project Delivery. I've spent my career leading and assuring complex transformation programmes across Salesforce, ERP, data platforms and business integration.
I work at the point where strategy meets delivery. My job is to make trade-offs explicit, reduce surprises, make progress visible and help decisions stick. I treat your spend like it's my money.
Based in London. Work remotely with clients anywhere.
Common questions
“The sponsor wants a clearer read before more money gets signed off. The steering group needs better information. The PMO is working flat out, but the pack still doesn't answer the real question: are we actually set up to deliver this well?”
Anna Bromley
Director, Agile Delivery
