pclm consulting started from a frustrating observation: most programs do not fail on the plan. They fail after the plan, in the weeks when people are asked to work differently and quietly carry on as before.
We run the plan and the people as one mandate. The same person who owns the governance also owns the communication, the sponsor coaching and the change agent network, because those are not a follow-up phase, they are the delivery. That takes a little more effort early on, and it is the whole point: it is the difference between a promise on a slide and a change the organization can feel.
A red project reported green helps nobody. You get the real picture early, including when the news is that the plan needs rewriting.
The person you meet is the person who does the work. No pitch team, no handover to someone three years out of university.
We integrate into your governance, your tools and your rhythm. Fewer parallel structures means fewer places for a change to get lost.
Success is the change holding without us. Every mandate defines what has to be true before we leave, and then we do.
Senior project, program and transformation manager, and a networker by instinct. Two decades of business analysis, IT project and program leadership, account project services and transformation management for international clients across Europe and Asia, with management of change at the center of recent years.
Years of international project and change management experience
PMP, CCMP, SAFe 5, Professional Scrum Master I, MBA in Leadership & Change Management
DACH, EMEA and the US, trusted across borders. Based in Vienna.
Languages: German, English, Spanish, French and Greek
Bring the messy version. Twenty minutes on the phone is usually enough to tell whether this is a plan problem, a people problem, or both.
