You get the plan, the rhythm and the reporting from day one, and a named person accountable for them, for a defined period with the exit date agreed at the start.
Discuss an interim brief
An interim project manager who spends a month "getting up to speed" has spent your money on their own learning curve. The first fortnight produces something.
Project management is mostly the discipline of making the same things happen every week without being asked.
The engagement has a date on it from the first day, and the handover is scoped work rather than a farewell email.
Scope, timetable and deliverables are agreed in writing before the work starts.
From roughly 20% of a full-time role up to 100%, agreed monthly. Most embedded roles sit between 40% and 60%.
No. This practice is sector-independent and separate from our energy work. Manufacturing, construction, technology and services projects are all normal for us.
The engagement can be extended, but only by agreeing a new end date. There is no open-ended default.
Notes from the work itself, not marketing pieces.
An interim who spends a month getting up to speed has spent your money on their own learning curve. Here is the alternative.
Different sectors, same autopsy. The three patterns behind most failed projects, and the early symptom of each one.
Every engagement is commissioned on its own. This is simply what the same clients tend to need afterwards, and why.
Which projects are running, who is overloaded, what starts next.
The system, not the slide about the system.
We build the function, train the owner, and leave on an agreed date.
From tender to delivery, measured before and after.
Integration and separation, run as programmes.
A new country set up as a working local function.
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