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PMO setup and advisory
Design and stand up a project office sized to your organisation — governance, reporting cadence, templates and decision rights. Built to be run by your team, not by a consultant.
ConsultingI help organisations build the governance, skills and habits that make delivery predictable — then hand the process over so it survives without me.
From a two-week diagnostic to a full delivery capability build. Most engagements start small and expand once the first result lands.
Design and stand up a project office sized to your organisation — governance, reporting cadence, templates and decision rights. Built to be run by your team, not by a consultant.
ConsultingA structured audit of live projects and delivery practice across eight dimensions. You get a written diagnosis, a gap profile, and a prioritised action plan in three weeks.
DiagnosticPMI-aligned programmes for project managers, technical leads and executives. From delivery fundamentals through to PMP exam preparation, run around live work rather than case studies.
TrainingA phase-guided delivery tool that walks project managers through every gate, with templates, checklists and your document library linked in. Licensed per organisation.
SoftwareI step in as project manager for a defined engagement — driving delivery, managing stakeholders and transferring the method to your team before I leave.
DeliveryIntroduce PMI practice across the organisation: stage gates, change control, risk discipline and lessons learned that actually get read before the next project starts.
ConsultingMost project managers know what good looks like. What they lack is the prompt at the right moment. Navigator supplies it.
A cross-section across sectors. Client names withheld where engagements were commercially sensitive.
Led the programme office for a multi-year transit infrastructure build, coordinating twelve contractors, six departments and a stakeholder group that had derailed the previous attempt.
Managed the migration of a regional bank's core systems to cloud infrastructure, including vendor governance, regulatory reporting and a cutover with no tolerance for downtime.
Coordinated an electronic health records implementation across four sites simultaneously, covering data migration, clinical training and go-live support on wards that could not pause.
Designed and implemented a project office for an 800-person manufacturer with no prior delivery governance — framework, templates, reporting and a training programme for thirty managers.
Eight dimensions, thirty-two indicators. Rate where your organisation is today and where it needs to be — the gap between those two numbers is where your delivery pain lives. Takes about twenty minutes, and the output is a gap profile you can take straight into a leadership conversation.
Brought clarity to a programme that had been drifting for two years. Within eight weeks we had governance, reporting, and a team that trusted the process again.
Navigator changed how our team approaches projects. Every manager knows what they need at each gate. The guessing stopped almost immediately.
Practical writing on project management, PMO leadership, and building delivery capability that outlasts the person who built it.
Most PMO leaders report activities and assume leadership infers the outcome. Leadership never infers it.
Read →Delivered value and perceived value are two separate quantities. The gap between them is where PMOs quietly die.
Read →If your charter can't answer these, the project is in trouble before anyone starts work.
Read →Tell me what's going wrong and I'll tell you honestly whether I'm the right person to fix it. First conversation is free and usually takes half an hour.