Senior program recovery and delivery assurance specialist. Previously Senior Director at EY and Capgemini, with expertise in digital transformation, cybersecurity, and business transformation at director and exec level across banking and insurance.
LinkedIn →Brian Ford is the program delivery, recovery, and assurance partner at Assured Velocity. He is engaged when major programs are at risk, when delivery confidence has slipped, or when the board needs an independent view on whether a transformation will land.
Previously a Senior Director at both EY and Capgemini, Brian brings the rigour and engagement skills of Tier-1 consulting alongside the practical delivery experience to actually run programs that are off track. His domain expertise spans strategic planning, digital transformation, cybersecurity, and business or IT transformation at director and executive level, with particular depth in banking and insurance.
Brian's focus is the delivery side of transformation - the discipline, governance, and recovery work that determines whether programs produce the outcomes the business case promised. He has a rigorous and engaging approach supported by creative thinking, strong delivery and engagement skills that enable successful realization of benefits.
Prior Senior Director, EY & Capgemini · B.Comm (Accounting & Information Systems)
8 articles published on the Assured Velocity resources hub. Each piece reflects engagements Brian has personally led or contributed to.
Most transformation programs are approved on the basis of a benefits case but have no reliable mechanism to track delivery. This guide explains how to build a benefits realization framework that actually works.
Half of transformation programs fail on the people side, not the technology. A change readiness assessment tells you where the organization is and what needs to change before you begin. Here is what good looks like.
ERP failure is expensive and largely avoidable. These are the warning signs that appear in selection and implementation - and what independent oversight looks like before it is too late.
A Transformation Management Office exists to make programs deliver - not to generate reports. This guide covers the core roles, governance rhythm, and reporting structures a TMO needs to drive delivery.
A Transformation Management Office (TMO) leads change. A PMO tracks it. If your transformation is drifting, the governance structure may be the problem. Here is how to tell the difference and when to set up a TMO.
When to run a PIR, what five areas to cover, who must be in the room, and how to turn findings into action - not another report filed away.
What separates a value creation plan that delivers PE returns from one that gathers dust. Five characteristics of plans that actually get executed.
Most transformation programs that fail were recoverable - they just did not recover in time. This guide explains the seven most common causes and the warning signs that appear months before a program collapses.
Independent diagnostic, fixed scope, no obligation. Find out whether the situation needs Brian or another partner - we will tell you honestly.
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