pclm consulting enables organizations, leaders and teams to navigate change and deliver complex projects, with clarity, comprehensive communication and cross-cultural expertise.
Free initial consultation · No obligation · English & German
A program that has stopped moving and needs an honest reset.
A change nobody in the organization has adopted yet.
A leadership seat that must be filled now, not in six months.
A transition across countries, cultures and time zones.
Programs, transitions and change work delivered with teams at:
Good project management delivers the right scope, in time, in budget. That part is table stakes. A transformation only becomes real when the people living with it understand the why and change how they work. So we manage both sides of the same program: the plan and the people.
Every engagement runs on the same spine, scaled to the size of the problem. You always know which phase we are in and what has to be true to leave it.
Where the program actually stands: scope, resourcing, governance, and the resistance nobody has written down yet.
Sponsors, leadership and delivery teams agree on one target picture, one plan and one set of numbers. Transparent planning, no fiction.
Run the program with clear governance and honest reporting, integrated into your team, not parked next to it.
Communication, enablement and support until the change holds without us. Then a clean handover makes it complete.
Most organizations buy these four separately and then spend the program translating between them. Here they sit with one senior owner.
Urgent and important projects need precision, and resources are always shorter than the plan assumes. We take the program end to end, or step into a running one and stabilize it.
We craft and carry a clear vision, remove the barriers in the way of it, and keep communicating until the new way of working is simply how things are done.
Leadership is the craft of moving people toward a shared goal. We develop signature leadership: the version that fits the person, the team and the culture they are actually in.
Staff shortage, a departure at the worst possible moment, or a deadline that will not move. We step in with the hard and the soft skills, keep operations running, and hand over cleanly.
Move the sliders to your own numbers. Nothing is sent anywhere, the calculation runs in your browser.
Indicative cost of the delay
Roughly the cost of the people alone. It excludes the revenue the program was supposed to unlock.
Indicative only: headcount × day rate × 21 working days × months × share of time lost. The calculation runs in your browser, nothing is sent anywhere.
There are good reasons to pick any of these. This is where a senior independent partner is the better fit.
pclm consulting
Large consultancy
Freelance PM
In-house only
Senior owner stays on the project
Always
Pitch team, then juniors
Yes
Alongside the day job
Project and change in one mandate
Yes
Separate workstreams
Usually project only
Split across teams
Time to productive
Days
Weeks of onboarding
Days
Immediate
Works in German and English
Both, natively
Depends on staffing
Varies
Varies
Cross-cultural DACH, EMEA, US
Core experience
Yes
Rarely
Rarely
Interim leadership possible
Yes
At a premium
Sometimes
No
Exit plan written from day one
Yes
Follow-on scope
Varies
Not applicable
Commercial model
Day rate or fixed scope
Leveraged pyramid
Day rate
Headcount
Comparison reflects typical market patterns, not any specific provider.
Mark Radford
Global Head IS Client Service Management, Syngenta, Manchester, UK
Dietmar Kotras
General Manager, Entserv Austria GmbH, Vienna, Austria
Mario Zwickl
Teamlead HR Business Partner, REWE Group, Wiener Neudorf, Austria
Major client organizations across industries
Regions served: DACH, EMEA and the US
Working languages: German and English
Free initial consultation, no obligation
Project Management
Challenge
A multi-year account program with KPI governance obligations and a planned move of the delivery center to Malaysia.
Approach
Account Project Services Leader and Program Manager: program leadership, KPI governance and transition oversight across regions.
Outcome
Transition delivered inside the account governance model, with client leadership describing it as the smoothest they had experienced.
Change Management
Challenge
Drive adoption of a major internal change across a large, distributed organization.
Approach
Lead for management of change and communications: change agent network, readiness assessment and change impact analysis.
Outcome
All defined milestones met within the agreed change plan.
Management Support
Challenge
A portfolio company needing PMO capacity while operations continued at full speed.
Approach
Interim management support alongside the existing leadership team, with a defined handover point from the start.
Outcome
Operations kept running through the gap and responsibility handed back internally.
Twenty minutes, no slides, no obligation. You will leave the call with an honest read on the situation, whether or not we end up working together.
