Is your project portfolio truly under control — or just being reported as such? Clarent Advisory helps leaders strengthen delivery visibility, financial control and governance which keep complex portfolios on track — through tried and tested frameworks and experience-based diagnosis.
If your organisation has a project which is drifting off course, I provide clear, actionable recovery plans that restore confidence, stability, and decision-making clarity.
If you're dealing with projects that feel off track, lack financial clarity, or need stronger governance, I offer short, focused advisory conversations to identify practical next steps and recovery options.
Book a 30-minute advisory conversationThree pillars for building stronger delivery, or recovering it fast:
Six offerings, one underlying purpose: giving leaders the confidence that their portfolio is genuinely under control — not just reported as such. Whether the need is to restore control once things have drifted, or build stronger foundations before problems emerge, every engagement is grounded in the same practical, evidence-based approach.
What sets Clarent apart isn't any single framework or methodology — it's the breadth of real, hands-on delivery leadership behind every engagement. Over a decade leading governance and PMO capability inside a large, complex delivery organisation means I've built PMOs, restored financial control on multi-million dollar programmes, coached and mentored delivery leaders, and been the person accountable when a programme was genuinely at risk — not just advised from the outside.
That experience shows up as judgement: knowing quickly what's actually wrong versus what's simply being reported; being direct, honest and constructive even when that's an uncomfortable conversation; and translating complexity — financial, governance, or stakeholder — into a clear, practical path forward. Clients don't just get a diagnosis. They get someone who has stood in their shoes, made the calls, and knows what actually works.
Three pillars. Six offerings. One outcome: delivery you can trust.
Six practical offerings, each grounded in the same purpose: helping leaders strengthen — or restore — the visibility, financial control, and governance that keep delivery on track. All are backed by hands-on recovery and PMO establishment experience.
When projects drift off course — costs rising, milestones missed, stakeholder confidence falling — I quickly identify the underlying causes and develop practical recovery strategies that restore clarity, control, and confidence in delivery.
Many projects can tell you what they've spent. Far fewer can tell you what they will ultimately cost — a project reporting "green" may still be heading over budget if the underlying financial management hasn't been rigorously applied. I help organisations establish reliable forecasting, earned value management and revenue recognition to provide full financial transparency — so leaders can make decisions with confidence, before budget overruns surface too late.
When delivery feels inconsistent across the portfolio — and there's no PMO, or one that isn't yet earning trust — leaders lack confidence in what they're being told versus what's actually happening. Drawing on experience establishing and scaling PMO capability across complex technology organisations, I help organisations build practical governance frameworks that improve visibility, accountability, and delivery outcomes. Whether creating a PMO from the ground up or uplifting an existing function, the focus is always on governance that enables delivery, not bureaucracy.
When reporting is fragmented across sources, leaders lose trust in what they're being shown — and can waste time trying to understand the true delivery health. I create clear, trusted portfolio reporting that gives leaders genuine confidence in what they're seeing. Turning project and portfolio data into meaningful insights that highlight emerging risks, financial performance, delivery trends, and opportunities for action — before issues become problems.
Whether it's a single project manager buried in manual status reporting and RAID logs, or portfolio leaders wanting to spot patterns across dozens of projects, most organisations are sitting on more delivery data than they realise — and it's not always clear where AI can genuinely help versus add risk. I apply AI in practical, risk-aware ways to strengthen project governance, reduce manual effort, improve reporting quality, and surface deeper insights across project portfolios. From automating routine delivery activities to identifying risks, trends, and opportunities for intervention, I help organisations turn project data into meaningful insights that support faster, more informed decision-making.
When a project or programme manager needs guidance — or a delivery team needs senior oversight — a full-time hire isn't always justified. I provide experienced governance leadership, mentoring, and coaching to project and programme teams. Whether supporting emerging delivery leaders or providing senior oversight across a portfolio, I help strengthen capability, improve decision-making, and build confidence — without the cost or commitment of a full-time senior hire.
Do you recognise your delivery challenge below? Chances are, I've seen it before — and know how to help.
| Offering | Who | What's Happening | What They're Feeling | Why Clarent |
|---|---|---|---|---|
| Project & Programme Recovery | Project / Programme Sponsor | Project or programme slipping, costs rising, stakeholder confidence falling. | Under pressure, needing an independent, credible voice fast. | Track record stabilising genuinely at-risk programmes — from an international vendor transition to a stalled digital platform rescue. |
| Financial Analysis & Forecasting | Project / Programme Sponsor (or CFO / Finance Lead) | A project may be reporting "green," but the underlying financial management — earned value, third-party cost tracking, forecasting — hasn't been rigorously applied. | Anxious — worried about being blindsided by a number that surfaces too late. | Acted as Financial Controller on a $30M programme, resetting forecasting, third-party cost management and revenue recognition mid-delivery. |
| PMO Establishment & Uplift | CEO / COO or senior delivery executive | Delivery feels inconsistent across the portfolio; there's no PMO, or one that isn't earning trust. | Uncertain — lacking confidence in what they're being told versus what's actually happening; projects managed and reported inconsistently, making it hard to get a clear, believable view of the portfolio. | Built and embedded full PMO frameworks from the ground up, including a companywide delivery knowledge base and governance model. |
| Portfolio Reporting & Dashboards | PMO / Portfolio Lead | Reporting is fragmented and inconsistent across sources; leaders don't trust what they're being shown. | Frustrated, and exposed when challenged on numbers they can't fully stand behind; concerned about blind spots from missing information. | Designed and built a companywide Power BI dashboard used as the single source of truth for portfolio health and profitability. |
| AI-Enabled Delivery Insights | CIO / Transformation Lead | Sitting on plenty of delivery data, but reporting is still manual; unsure where AI genuinely helps versus adds risk. | Curious but cautious — wary of governance and data-quality pitfalls. | Combines deep delivery governance grounding with a practical, risk-aware read on where AI adds real value versus hype. |
| Coaching & Fractional Leadership | Delivery Leader (or CEO needing senior cover) | Team is stretched; a PM or programme manager needs senior mentoring, but there's no case for a full-time hire. | Stretched thin, carrying too much personally. | Over a decade leading and mentoring project and programme managers — steps in with senior judgement immediately, no ramp-up required. |
My engagements are typically focused on restoring control, improving financial visibility, and enabling more confident decision-making across project and programme portfolios.
A focused, short-engagement deep-dive into a specific project or programme — identifying root causes of underperformance and delivering a clear remediation roadmap with actionable next steps.
Targeted recovery engagement focused on stabilising at-risk programmes — resetting governance, realigning stakeholders, improving financial forecasting and introducing the controls needed to restore delivery confidence.
Designing and implementing fit-for-purpose PMO frameworks — delivery standards, reporting structures, financial governance and steering committee cadences tailored to your organisation's context and maturity.
Part-time or interim delivery governance leadership — providing experienced oversight and senior guidance across your portfolio without the cost or commitment of a full-time senior hire.
After nearly 11 years leading project governance and PMO capability at New Zealand’s largest technology services company — most recently as General Manager of Delivery Assurance — I now work independently, helping organisations restore control, clarity, and confidence across their project portfolios.
My strength lies in cutting through complexity, particularly in project financials, to give leaders a clear picture of delivery performance, financial position, and what needs to change. I combine strong governance foundations with emerging AI capability to help organisations reduce manual effort, improve reporting quality, and unlock better decision-making from their project data.
My background spans senior leadership roles across project delivery, practice management, and general management, giving me a broad perspective on what drives successful outcomes across governance, commercial alignment, capability development, and organisational culture. I am known for being direct, honest, and constructive, and for quickly becoming a trusted adviser through balanced judgement, calm leadership, and deep delivery experience.
I work flexibly — from short diagnostic reviews through to fractional governance leadership engagements. Whether you need an independent assessment of a troubled programme, stronger financial visibility, improved governance maturity, AI-enabled portfolio insights, or experienced guidance across a delivery portfolio, I'd welcome the opportunity to help.
Whether you're looking to improve an underperforming programme, gain greater financial clarity, or strengthen governance across your portfolio, I'd welcome an initial conversation.
No obligation. An opportunity to explore the challenges you're facing and the options available to address them.