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Ellie Acton

Associate Director

Ellie leads the Change team’s social impact service. Social impact allows organisations to better quantify the additional value their activities and programmes have brought to individuals and communities.

Theresa Guermellou

Partner, UK Finance Transformation Practice Lead

Theresa leads the Finance Transformation practice within Technology and Management Consulting. She is a Finance professional with 20 years’ industry and consulting experience delivering technology-enabled business change programmes throughout the UK, Europe and globally.

Governance lessons from Hollywood

08 January 2019

Andy Murray talks through applying the Hollywood approach to risk assessments.

Paul Dowell

Consulting Director

Paul has over 20 years’ experience of senior leadership in general management, program and project management, business analysis, operational/strategic management, and business transformation.

Mike Belch

Associate Director

Mike helps clients to deliver successful outcomes by building and managing Project/programme Management Offices (PMO) that provide governance and assurance to their programmes and projects.

Sarah Thompson

Managing Consultant

Sarah has worked in economic development and regeneration consultancy for over 15 years. Her experience includes data analysis and research, project development and appraisal, social and economic impact assessment, programme and policy evaluation and strategy development.

Matt Rooke

Associate Director

Matt is an Associate Director in RSM’s Economics Consulting service. He has almost 20 years’ experience in research and evaluation projects for the not-for-profit sector, helping clients deliver effective services and maximise value for money.

Peter Frayn

Director, Head NetSuite Services

Peter is a Director in RSM’s Technology and Management Consulting team working primarily on global NetSuite implementations. Peter has a proven track record in complex IT transformation programmes in both delivery and assurance roles.

David Gibbens

Head of HR Consultants

David has 10+ years in Consultancy advising Middle Market organisations on a range of HR challenges aligned to business strategy. He has helped both private and public-sector businesses in the UK and internationally to envision, engage and execute tangible interventions that achieve business results through its people.

What lessons can be learned from the failure of high profile programmes?

13 November 2017

Recent headlines have documented the early termination of a Nuclear Decommissioning Authority 14 year long contract following a legal challenge from an unsuccessful bidder, costing millions to the UK taxpayer. In 2007, Metronet, responsible for two thirds of the Tube’s infrastructure collapsed, costing millions to the UK taxpayer. Are there links between the failures of these and other large scale programmes?

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