The situation
Helping Hands had a transformation portfolio spanning several parts of the business. The work was fragmented and overextended, making it difficult to maintain a clear view of priorities, accountability and delivery. A pressured payroll and business transformation environment added to the need for firmer control.
As Head of Portfolio, my task was to stabilise that picture and give board-level stakeholders a more useful basis for directing the work.
What I did
I introduced a unified portfolio governance and delivery framework. This brought the different areas of change into a common approach to prioritisation, reporting and accountability.
Alongside the broader portfolio work, I supported recovery activity in the payroll and business transformation environment. The focus was on clarifying ownership, establishing delivery controls and making the decisions required from senior leaders explicit.
I worked with board-level stakeholders to connect investment decisions with organisational outcomes. Clearer reporting and performance measures helped make the discussion about what needed attention, rather than simply describing activity.
What changed
The portfolio became more coherent and better prioritised. Senior leaders had clearer ownership, stronger delivery visibility and a more structured way to make decisions across competing change initiatives.
The value was practical: a firmer basis for deciding where to focus effort, where intervention was needed and how delivery activity supported the organisation’s priorities.