A major national infrastructure programme had a technology contract in recovery - delivery was off-track, the estate was high-risk, and costs were spiralling without clear accountability.
A major national infrastructure programme had a technology contract that had entered recovery. Delivery was materially off-track, the technology estate was assessed as high-risk, and operational costs were escalating without clear ownership or accountability.
Programme directors lacked the technical leadership needed to surface risk transparently, establish decision authority, or rebuild the governance framework required to sustain recovery.
Senior technical leadership was provided to stabilise the high-risk estate, re-establish delivery control, and drive contract recovery. Working directly with programme directors and architecture leads, the engagement brought risk transparency to the surface.
Clear decision authority was established, and the governance framework was rebuilt to sustain recovery beyond the engagement period. Technical leadership was also provided on the national datacentre rehosting programmes running in parallel.
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