Projects delivered. Processes fixed. Hours given back.
Wildstag is an independent project delivery consultancy. Fifteen years of international rollouts, infrastructure migrations and supplier transitions — and of programmes that had stopped moving. Government and private sector, across UK and European time zones.
Project & Programme Delivery
Senior ownership of the work that has to land: international rollouts, infrastructure, service transformation, end-user technology, data, cyber.
Plans that survive contact with reality. Reporting that leads with the answer. A delivery rhythm the team can keep.
Project Recovery
For when the plan no longer matches reality. First I establish where the work actually is, rather than where the last status report said it was. Then I rebuild the plan around that, and put ownership and dates back on the things that had neither.
Assess → Align → Replan → Stabilise → Deliver. No blame theatre.
Supplier & Service Transition
Incumbent teams, incoming suppliers, knowledge transfer, runbooks, SOWs, RACIs, change control, readiness.
Most recently, eight service teams moved off their incumbent suppliers onto a new strategic supplier — to a fixed deadline, without significant service interruption.
The objective is to make a transition work operationally, not just contractually.
Improvement & Automation
Lean thinking, applied gently. Find where the work really flows, remove what adds nothing, automate what is left.
I build working software myself, so "could we automate this?" gets an estimate rather than a referral. I run live systems of my own, database to deployment.
& private delivery
technology transformation
change programme
migrated
One of them, in full. A data-centre migration, already through two project managers before me. The plan lived in dozens of spreadsheets and a wiki, so nobody could see who owned what, or whose delay was holding up whom.
Putting it in one place was most of the fix. Teams could finally see they were one part of a much larger migration, and that a local delay landed on everyone else.
It finished. Four of the moves were physical, between sites. It was the organisation's first migration from a regional data centre into a central global hub, and the regions that followed used the same route.
Methodology, budgets, RAID logs and governance all matter. But difficult projects rarely fail on the spreadsheet. They fail at the joins — between teams, between suppliers, between what was promised and what is possible.
Rapport where possible. Governance where necessary.
Less noise. More progress.
Establish reality
Understand objectives, resources, dependencies and risks before making promises.
Align the people
Get stakeholders, suppliers and technical teams working towards the same outcome.
Create the plan
Activities, owners, deadlines, tolerances, decisions.
Get out of the way
Competent teams need room. Reporting stays short and exceptions come to me.
I'm PRINCE2 qualified and a Certified ScrumMaster, fluent in both dialects — governance where it protects you, agility where it moves you, ceremony nowhere. The right amount of governance for the problem. No more.
I've spent more than ten years leading work across distributed teams and time zones. Remote isn't an adjustment — it's the default, done properly: written decisions, visible progress, no meetings that should have been a paragraph.
A project manager's job isn't to tell leadership that everything is fine.
When commitments don't match resources, dependencies or technical reality, you'll hear it early, with the evidence attached.
Sometimes good project management means protecting a deadline. Sometimes it means challenging one.
A nine-country rollout. I was brought in to establish whether it could be delivered, and concluded that it could not. The shared technical teams were already oversubscribed, and the projects had all been planned to run at once.
I replanned it in sequence, showed the resource profile that made the original baseline impossible, and took it to the CIO.
The recommendation wasn't adopted, and the programme was mothballed not long after. I'd rather tell you that than pretend every engagement ends well. Finding out early was still cheaper than finding out a year in.
Day rate
Senior delivery capability, priced by the day, no minimum theatre.
Fixed scope
A defined piece of work with a defined price: a recovery review, a transition plan, a process overhaul, an automation build.
Fractional
A few days a month of experienced delivery leadership, sized for smaller businesses that need the capability but not the headcount.
- Fifteen years delivering in government and private organisations
- PRINCE2 qualified and a Certified ScrumMaster — and fluent in when to use which
- You work with me throughout. There is no bench.
- I build and run working software, not just slide decks
- More than ten years leading geographically distributed teams
- Working French, for European programmes that need it
- Reporting you can forward to your board unedited
Independent, hands-on, and honest about both.
One consultant, deliberately. The person you speak to first is the person who does the work, and the person who hands it over.
Fifteen years across commercial and government environments, multinational programmes, distributed technical teams and the suppliers around them.
Got something important to deliver — or something stuck?
A programme that's struggling. A transition coming up. Or delivery leadership without the bureaucracy that usually arrives with it.
Two paragraphs is plenty: where things are, where they need to be, and when. You'll get an honest read of the situation, not a pitch.