Integration Transformation · RS Components
Central Integration Management Office (IMO)
Led enterprise PMO governance, portfolio reporting and delivery controls across a large-scale integration programme — owning integrated plans, RAID governance and transition into BAU.
Client
RS Components
Role
PMO Lead — Central IMO
Duration
Multi-year integration programme
Context
The brief
Post-acquisition integration spanning operating model, finance, technology and people workstreams. Required a single source of truth across workstream leads and exec sponsors.
Challenge
What was at stake
- Fragmented reporting cadences across workstreams with inconsistent RAID quality.
- Steering committees focused on status, not decisions, slowing critical-path delivery.
- No integrated milestone view linking dependencies across functional tracks.
Approach
How I delivered
- Established an integrated plan-on-a-page and milestone heatmap across all workstreams.
- Standardised RAID, change and dependency governance with weekly assurance reviews.
- Designed a transition-to-BAU framework with clear exit criteria and ownership handover.
Outcomes
Measurable impact
1 view
Integrated milestone plan across all workstreams
50%
Less time in status meetings, more in decisions
BAU
Clean handover with documented exit criteria
Need this kind of PMO leadership on your programme?
Let's talk through your governance challenges and what good looks like.
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