About Me
Navigating technology with clarity and confidence
About Me
Turning distressed programmes into controlled deliveries.
As an enterprise programme delivery consultant with over a decade of experience, I’ve spent nearly all this time embedded in the vendor side of enterprise software delivery — the side where contracts get signed on unrealistic timelines, teams are stretched across too many accounts, and strategic clients escalate when the gap between what was sold and what gets delivered becomes impossible to ignore.
Most of my career has been spent inside one of the world’s largest digital banking platform vendors, where I led implementations for wealth managers, retail banks, and telcos across the Netherlands, UK, DACH, Nordics, and Southern Europe. I’ve managed teams of up to 120 people, budgets exceeding €20M, and programmes that had already gone red before I arrived.
What I’ve learned is that the failures are rarely technical. They’re structural — missing governance, undisciplined scope, broken communication between Sales, Professional Services, and Product. I fix those structural problems. I impose the frameworks that should have been there from day one, and I rebuild the stakeholder trust that makes delivery possible again.
I launched my independent practice to bring this approach to B2B vendors across Europe — focused exclusively on programme recovery, delivery governance, and strategic advisory for the most critical accounts.
I don’t just fix the current crisis. I design the governance that prevents the next one.
How I Work
My approach to programme recovery
Structure before speed
Most recovery efforts fail because they add more people to a broken process. I fix the process first — governance, accountability, communication — then the delivery follows.
Honest planning
I won’t tell a client what they want to hear. I build recovery plans around what’s actually achievable — with realistic timelines and milestones that mean something. And I deliver against them.
Vendor-side fluency
I’ve spent my career inside platform vendors, not advising from the outside. I understand the internal politics between Sales, PS, and Product — and I know how to navigate them.
Governance that outlasts me
The frameworks I introduce — DoR/DoD, escalation processes, reporting cadences, and AI-assisted delivery tooling — are designed to become internal standards, not consultant dependencies.
Ready to talk about your programme?
Whether you need to recover a programme in crisis, build governance before things go wrong, or get senior oversight on a critical account — let's discuss how I can help.