Got a strategy?
Now make
it happen.
I’m Freya. I’ve spent the last 9 years in management consulting, specialising in implementing major transformations.
I’ve worked with companies all over the world – from medical device to snack manufacturers, global health and beauty players to tech start-ups – to make their strategies happen.​
Project Management gets a bad name. It’s the less glamorous cousin of strategy design, and all too often companies ask employees from other functions to take it on alongside their regular job as a “growth opportunity”. But get it wrong, and you can waste a lot of time and a LOT of money. Company initiatives become disconnected. No one can tell you what exactly the strategy is, what is being delivered, and when it will be done. And should something go awry (which trust me, it always does), they absolutely can’t tell you the real impact on time, budget or risk.
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Whether it’s a redesigned supply chain or a new operating model, I love project management. What I really love is solving complicated problems and working with smart people to make things move. I love the initial structuring, I love the planning and the doing, and some of my favourite projects have started with "something is not working but we don't know what".
And "major transformations" means what?
My experience is in both growth and efficiency initiatives, mostly:
Supply Chain
Shifting from one footprint to another – closing and opening factories and distribution centres, and/or changing their strategic roles (transferring volumes between sites). Anything from the business case development - a project in itself - through to the full execution.
Operating Model
Changing any aspect of your operating model to reflect your strategy – from people structure and R&Rs through to process, systems, governance, and KPIs – and guaranteeing all levers work coherently together. Focused on one function (e.g. HR Transformation) or across the organisation (e.g. launching a new strategic roadmap).
Systems
Building and implementing new systems - off-the-shelf or bespoke - and "translating" between IT and the business. Often this means marrying a Waterfall approach with Agile to give management a clear view of time and spend status against objectives, while not constraining developers.
Whatever the objective, projects typically follow the same lifecycle
I'm ready to jump in at any stage - from building the business case, to leading execution
So you've got an idea - but now you need to prove it.
Building out the business case for any initiative that enables the company’s strategy. Depending on what it is, this usually considers scope, strategic alignment, cost (stand-up and recurring), revenue or savings implications, people impact, implementation approach (phased, big bang...) and timeline to deliver. It answers the questions; why should we do it, and what does it take? If the project assumptions are off here, it will punish you at every stage throughout the implementation.
TURNING STRATEGIC CHOICES INTO REALITY
EXECUTION
PLANNING
SET UP
BUSINESS CASE
Know what you need to implement, but not how to start moving?
Part of a solid business case, but if it’s been missed - defining the project or programme principles, tightening the scope, team structure, and governance model for each phase of the project. If this isn’t done well, there will be a LOT of confusion later on about what is really being delivered and how (is it more important to do it fast, cheaply or deliver something best-in class?) Confusion slows down decision making, and creates division in the team.
The nitty-gritty - who does what, when?
Detailed planning to map the activities, time, cost and risk implications of different scenarios. It can be painstaking work, but it’s critical – without a solid plan, it’s impossible to really tell if you’re on track or not. Should something slip (spoiler: it always does), a dynamic plan allows you to simulate what it really means; delays, more budget, a different quality outcome – and guide what kind of resources you’re willing to invest to turn it around. PSA: it's not a to-do list!
Go time!
Day-to-day management of the project or programme against the plan – regular drumbeat and reporting, fast issue resolution, impact simulation and escalation where needed. It has to be disciplined, rigorous, and fitting for the structure and stage of the project – the workstreams and workload are very different 6 months before go live than the final 2 months, and different again from what’s tracked and assessed afterwards (in hypercare for example, it's more important to monitor KPIs of the impacted business).
I work flexibly to meet your project's needs
Maybe you need a full-time PMO, maybe you just need some pointers (and if it's not one of these - let's work it out!)
Interim PMO & Change
Are you struggling to fill a role in your project structure, and need someone who can be ready on day 1 (and leave once the job is done)?
Full- or part-time positions within projects, at site, market or global level. I can join a project at any stage (concept through to execution) and become part of your team for as long as is needed - using your tools and methodologies, or building them with you.
Project Diagnosis
Is something not working in your project, but you don’t know what?
Snapshot assessment of an ongoing project to diagnose what is working well and critical gaps, across hard and soft elements. Development of action plans together with the project leadership to put the project back on track, and handover to the internal team.
Sounding Board
Is everything running OK, but you want to exchange with someone outside your day-to-day on how to keep moving effectively?
Working sessions on a regular basis to discuss what’s going on in your project, how to solve issues and what to do next. It could be a one-off, an hour a week or a day every month - and flex up and down over the course of the project based on your needs.
PMO Training
Do you have a team in place, but they lack experience? Are you looking to build up your internal PMO capability?
Anything from 1-1 coaching sessions and formal group trainings to developing easy-to-use tools for your context. Designed together with you considering the size and experience of your team, and the complexity of their project work.
Got a project in mind?
Drop me an email at freya@freyatomley.com, even if you’re not sure what you need yet. I'd love to talk.
Currently based in London, UK — available to travel and for remote-friendly work.
