When a programme is in trouble, the stated problem is rarely the real one. We find out what is actually happening and build a credible path forward.
Start a conversationWhat this involves
When a programme is in trouble, the stated problem is rarely the real one. The symptoms are visible: missed milestones, escalating costs, loss of stakeholder confidence, teams that have stopped trusting the plan. The causes are usually buried deeper.
We come in, find out what is actually happening, and build a credible path forward. That means talking to people at every level, reading the governance documentation, looking at the data, and understanding the decisions that were made and why.
We have recovered programmes across defence, NHS, financial services, and enterprise that others had given up on. The work is not comfortable. We do it anyway.
"The stated problem is rarely the real problem. We dig until we find what is actually happening — then build something the organisation can believe in."
Recovery is not about blame or audit. It is about getting an honest picture as fast as possible and creating a plan that leadership, delivery teams, and stakeholders can all commit to.
How we work
We come in without assumptions. Interviews at every level, not just leadership. A review of governance documentation, delivery data, and planning baselines. The goal is an honest picture of where the programme is, why it got there, and what the real constraints are. This takes days, not weeks.
Most recovery work treats symptoms. We look for the underlying causes: governance gaps, decision-making failures, unrealistic baselines, data nobody trusts, or cultural dynamics that make honest escalation impossible. Until you understand the cause, any recovery plan is guesswork.
The recovery plan reflects what is actually achievable, not what stakeholders want to hear. It includes a realistic rebaseline, clear ownership at every level, the governance changes needed to stop the same problems recurring, and an honest account of remaining risk.
We stay through implementation. Not to manage the programme for you, but to work alongside your teams as they rebuild delivery rhythm, governance, and stakeholder confidence. We build internal capability as we go.
Recovery is complete when the programme is stable, governance is working, and the internal team can manage without external support. We do not declare victory early.
Common causes we find
What changes
The sooner you get an honest picture, the more options you have. We are happy to have a direct conversation.
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