Agile Intelligence
Delivery that lands.
Thirty years leading complex programmes in demanding, regulated environments, and turning around the ones that have gone off track, with a blend of methods matched to each one.
Methods we blend
- Theory of Constraints
- Critical Chain (CCPM)
- Lean
- Kanban
- Value Stream Mapping
- Agile
- SAFe
- Scrum
- DevOps
- Lean Portfolio Management
Our approach
No single method. The right blend for each programme.
Most delivery frameworks are sold as the whole answer. In our experience, none of them is. Theory of Constraints finds what is really holding a programme back. Critical Chain protects the delivery date against it. Lean strips out the waste and hand-offs around it. Agile and SAFe keep teams aligned and feedback short, at scale.
We blend them to fit the programme in front of us: its constraint, its governance and its regulatory obligations. The programme does not have to bend to fit a framework.
How we deliver programmes that land
Our people
Programme and delivery leaders who have run, and rescued, complex change
Governance, risk and regulatory change experience in regulated environments
Experience inside banks, asset managers, market-data providers and telecoms
Coaching that leaves delivery capability in your teams
Our blended methods
Theory of Constraints: find and lift the one constraint that sets the pace
Critical Chain (CCPM): shared buffers that protect the delivery date
Lean: map the value stream and remove waste and hand-offs
Agile and SAFe: short iterations, aligned at scale across teams and suppliers
01 — Agile Delivery
Agile, run properly.
Delivery leadership and agile operating models for programmes that cannot afford to slip.
Thirty years of delivering complex programmes in regulated environments: transformation, regulatory, data and technology change. Agile works there when it is governed, not when it is left to ceremony, and rarely on its own.
We set up and lead delivery with the blend each programme needs: Theory of Constraints and Critical Chain to protect the date, Lean to keep work flowing, Agile and SAFe to keep teams aligned and feedback short. Progress is visible in days rather than reported in quarters.
What we do
- Interim programme and delivery leadership
- Blended delivery: Theory of Constraints, Critical Chain, Lean, Agile and SAFe
- Agile operating model and delivery governance
- Scaled delivery across teams and suppliers
- Regulatory and compliance-driven change
- Delivery coaching and capability building
02 — Programme Turnaround
Get the programme back on track, and keep it there.
For programmes that are behind schedule, over budget or stuck: an honest diagnosis, then a reset that holds.
Programmes rarely fail for one reason. We start with an honest, independent read of where the programme really is: scope, plan, governance, suppliers, people and the numbers behind them.
Then we find the constraint that is really setting the pace, re-plan around it with Critical Chain, and reset scope, governance and cadence around what can actually be delivered. We stay to lead the recovery until it is on a stable footing.
What we do
- Programme health checks and independent assurance
- Constraint analysis and Critical Chain re-planning
- Recovery planning and re-scoping
- Governance, reporting and decision-making reset
- Supplier and stakeholder realignment
- Data and technology programme recovery
Our guiding principles
Find the constraint first
Every programme has one thing that sets its pace. We find it before changing anything else, because improving anywhere else rarely moves the date.
The method serves the programme
We draw on Theory of Constraints, Critical Chain, Lean, Agile and SAFe to fit the work, the organisation and the regulator, and drop whatever is not earning its keep.
Protect the date, not every task
Buffers sit at the end of the chain, not padded into each task. The delivery date is protected and teams focus on finishing, not on their own estimates.
Stop starting, start finishing
Less work in flight means more work finished. We limit work in progress and cut multitasking, which is where most programme time quietly goes.
Honest status, early
A report that turns red the week before go-live helps no one. Buffer burn and flow measures show the real position while there is still time to act.
Governed agility
In regulated environments, speed needs controls. Governance runs inside the delivery cadence, not as a gate at the end that sends work back.
Short feedback loops
Working increments in front of users and sponsors in days. Evidence from real use beats opinion, and it tells us early what to change.
Lead from inside the programme
We take accountability alongside your team for the outcome, rather than reporting on the programme from the outside.
Leave capability behind
The cadence, the measures and coached people stay after we go, so the programme keeps its footing without us.
The other half of AI²
Artificial Intelligence
AI chosen with care and built for production.
We decide where AI is worth building, then build it to production standard: governed, monitored and handed over as something your teams can run.
Get in touch
Tell us where you are. We will tell you what is possible.
Most engagements start with a conversation about the problem, not the service line.
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