The practice
Independent programme assurance for the people accountable for delivery — from a single board-grade review, to continuing oversight, to taking a programme in hand when that is the honest answer. Each is scoped to the decision in front of you.
Five to ten days, run on the government assurance model. I establish the true position against the reported one, find the cause rather than the symptoms, and give you a RAG assessment you can act on — recommendations classified by urgency, and the report in your hands within five working days of the review closing.
One or two days a month on a major programme, with a standing line to the board or SRO. The value is continuity: drift is visible as it starts rather than at the next gate, and you get an unfiltered read between formal reviews.
Where a programme needs senior grip rather than another opinion, I take the role — interim SRO, programme director or recovery lead — and own the outcome through a defined period. Held deliberately separate from assurance: I will not review a programme I have led.
Where I work
The work is programme assurance; the context varies. Technology and transformation isn’t a separate service — it’s a subject I assure, alongside the sectors where I’ve carried the accountability.
Engagement
The need sets the shape — a few days of counsel, a fixed-term interim role, or an independent review. Engagements are scoped to the decision in front of you.
An objective read on whether a programme, business case or governance position will stand up — to the board, the regulator and the audit. My default engagement, and the one I hold most strictly.
A trusted adviser to the chair, board or executive — a sounding board, critical friend and independent voice on the decisions that carry the most weight.
Hands-on senior delivery — programme director, interim SRO or portfolio lead — owning the outcome through a defined, intensive period of change. Engaged separately from assurance, never alongside it on the same programme.
Pro-bono & trusteeship
Sound governance shouldn’t be the preserve of those who can pay for it. Alongside client work, Tom takes on charity trustee roles and gives a share of his time pro-bono — bringing governance, programme and digital expertise to charities, social enterprises and community organisations that rarely have it in the room.
This has included board-level trusteeship and governance support, and pro-bono website and digital delivery for not-for-profits in Northern Ireland.
Need the build itself delivered rather than assured? Digital Delivery →
Contact
Tell me where the line needs holding — a programme approaching a gate, one that has drifted, or a board that needs an independent, senior read on whether it will deliver.