Client Case Studies
Case Study #1- Team Dynamics & Change Management
The Project
Major SaaS implementation for a large software organisation
The Issue
Project stalled due to a lack of direction, leadership, and required outcomes
As the project got underway, it was clear that it was not transformation-ready. Frustration grew immediately as data issues that were not prepared for arose, but by then it was already too late. The team grew frustrated, and management threatened to disband the project completely. This project had already cost $60,000. It seemed no one was listening to each other at all.
The project team consisted of a main lead who was very technical and two others that were not technical in the slightest. Meaningful communication between them was close to zero and therefore made a troubled situation worse and with little chance of success.
The Solution
I was then brought in as Implementation Project Manager and after taking stock of the situation implemented:
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Change management workshop - to bring the issues to the forefront and give everyone a voice.
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Impact Analysis - to highlight project risks, including data, communication and create a recovery plan.
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Updated Project Plan, with risk mitigation, road map and recovery plan.
The Result
Project successful and implementation complete with a fast adoption.
Cost saving of $100,000 against abandonment of project, and substantially more due to delays incurred if the same path was continued.
The Message
Have your stakeholders aligned before the project begins and formulate a cohesive and agreed communication strategy.
Begin your data project before the implementation starts, that gets your team ahead of the game.
Always prepare and always be prepared to mitigate if something is going off track
Case Study #2- High-Profile CRM Transformation
The Project
A top-tier law firm undertook a high-profile CRM transformation with full visibility across the partnership. The initiative aimed to implement a new CRM platform that would serve not only as a business development tool but also as a matter management system, replacing several outdated and ineffective legacy systems. Given the strategic importance of client relationships and reporting to the firm’s future ambitions, the project was positioned as the central tool within the firm’s technology stack
The Issue
Despite its prominence, the project suffered from poor initial preparation and a lack of organisational readiness. Multiple legacy systems had created fragmented processes, inconsistent data, and user frustration. Partner sentiment toward the project was mixed: while some were enthusiastic about modernisation, others were sceptical or resistant, resulting in a wide disparity of emotions across the firm.Compounding these challenges, the CRM vendor had “sold the dream” during pre-implementation, and the reality of delivery quickly fell short of expectations. This misalignment, combined with unclear ownership, limited stakeholder engagement, and insufficient communication, put the project at risk from the outset.
The Solution
I was brought in to stabilise and realign the programme. The first priority was to reset expectations and bring the partnership actively into the transformation. This was achieved by increasing stakeholder involvement at partner level and establishing regular, transparent communications on project progress, purpose, and long-term value.We redefined what a successful “Day 1” should look like by prioritising critical objectives and agreeing the minimum viable deliverables required to achieve them. A clear roadmap and detailed project plan were created, providing genuine visibility of timelines, responsibilities, and dependencies.To strengthen governance and accountability, a RACI model and comprehensive impact analysis were completed. This ensured responsibilities were aligned to business impact and risks could be proactively mitigated. Vendor engagement was also restructured, with regular implementation updates feeding directly into board-level reporting. These updates not only improved oversight but also generated firm-wide interest and positive momentum, creating a sense of anticipation and engagement around the project.
The Result
The project was successfully delivered on time, with the CRM fully adopted across the firm. Law firm client details were cleaner with over 60% of improved client data vs the legacy system.
The new system also provided a solid foundation for future phases of development and innovation. Importantly, the firm achieved significantly improved visibility into client relationships, enhanced reporting capabilities, and greater opportunities for cross-selling.
Within just 6 months of the new system being in place, the firm reported a 15% increase in cross sales, with a forecast of year of above 35%
This was measured and continuously updated within the new CRM system by utilising the more advanced financial and client business reporting, which in turn supported the firm’s broader growth objectives.
The Message
Even the most strategically important transformations can falter without readiness, realism, and strong engagement. By resetting expectations, establishing robust governance, and actively bringing stakeholders on the journey, a high-risk programme was realigned into a successful delivery. Clear communication, structured accountability, and a realistic vision were the key drivers in turning a challenging CRM implementation into a platform for long-term business value.
Case Study #3- Financial Services Document Management System Project
The Issue
Given the pace and demands of their role, the project lacked consistent oversight and timely decision-making. Progress very quickly stalled, key dependencies were not being resolved, and delivery drifted. By week six, two weeks over the allotted plan, the solution was still not built, with a further two to three weeks forecast. As the engagement was T&M and the delays were not vendor-driven, the full cost of the overrun was being incurred by the firm, and the original budget was already fully consumed.
The Solution
It became clear that the project did not need more effort, but a different structure. I stepped in to take full ownership of project delivery, introduce clear governance, and regain control of time, cost, and cadence. My main focus was on removing pressure from the executive sponsor, creating a decision-making framework, and stabilising both project delivery and commercial exposure. I restructured the programme by transferring day-to-day project ownership to me, allowing the sponsor to retain strategic oversight without being pulled into operational delivery. I took responsibility for the project plan, deliverables, timelines, and the vendor relationship.I introduced a simple but effective governance that included a weekly session with the sponsor focused solely on RAID, ensuring risks and issues were addressed early and with clear mitigation. A Steering Committee was also established to provide visibility of progress, financial position, and decisions required, preventing further drift.In parallel, I reset the working relationship with the vendor. By aligning delivery recovery with an already-planned post implementation managed service contract, I was able to negotiate a 25% reduction on the T&M overage. This was achieved despite the delays not being attributable to the vendor, and it helped rebalance the commercial position while keeping delivery moving at pace.
The Result
With ownership clarified, governance in place, and expectations reset, the project accelerated quickly. The projected delivery overrun was reduced from a further two to three weeks to just seven days. Financial exposure was significantly reduced, with a potential £20k overspend brought down to £9k.The system was implemented successfully, the sponsor was able to refocus on their executive role, and the firm exited the project with both a working document management system and a stronger delivery model and a stable platform for further projects of this type.
The Project
A financial services firm began implementing a new Document Management System to improve document control, compliance, and increase operational efficiency. The work was scoped as a four-week time and materials engagement with an initial budget of £30k. The project had a single project owner who was also a C-suite executive.