01 PROOF AND TRACK RECORD
Twenty-eight years of programmes, and the numbers they produced.
No wall of testimonials. This is what the delivery record actually contains: the programmes, the savings, the awards, and the one case that explains why we measure teams rather than individuals. Clients are named where we can name them, and anonymised where we cannot.
02 THE CASE
A high street bank. A £14M programme, six months late, and 47% rework.
I joined six months into a two-year programme that was already off schedule. The cause was not capability, and it was not the framework. It was rework, and the rework was being generated by the way the programme made decisions.
Once a month, thirty people sat in a four to six hour meeting. Nothing could move forward until that meeting agreed it, and the meeting had a habit of agreeing nothing and asking for a little more information. A month of work could be undone by one unanswered question. Rework measured in the previous quarter was 47%.
We embedded TEAM IQ principles in the teams, which changed the decision rhythm to weekly, with a named decision owner, a deadline, and the evidence needed to decide agreed in advance. Rework fell below 2%.
That saved the £14M programme from failing. The meeting change alone saved £122,000 in resource costs, before counting the value of the work that stopped being repeated.
That programme is why this method measures decision latency and rework as first-class numbers rather than as side effects. What looks like a team that cannot decide is usually a team that has never been given a decision to own.
We do not name that client. The anonymised version of the report is available on request, and the reference will speak to you on a call.
03 WHAT WAS DELIVERED
Savings, migrations and training, with the figures attached.
These come from programmes delivered directly, in banking, defence, telecoms, cloud and government. Where a figure is an estimate rather than a measurement, it is not on this list.
Cloud and infrastructure
£49M
Savings identified and delivered across cloud and infrastructure modernisation: £4M immediate and £45M future at Micro Focus, through migrating 42 product groups and 1,300 engineers into AWS landing zones.
Estate reduction
50%
Reduction in virtual machine footprint across 14 data centres, covering 19,000 physical and 69,000 virtual servers.
Governance and capability
356
Defence Digital executives trained in Agile delivery, from team level to enterprise level, alongside an uplift to the EPMO's reporting and delivery controls.
Speed to market
40%
Reduction in development cost and cycle time on a network innovation pipeline at Vodafone, by ending the proliferation of snowflake test environments.
Unblocking process
65%
Efficiency increase at Nationwide from changing process and governance models, measured and reported to the C-suite.
Service and support
41%
Cut in customer support process update times at UKCloud, alongside five of the company's ten live Agile projects run at once.
Rescuing delivery
£300,000
Saved on a troubled BT Defence programme by re-planning mid-delivery, moving key sites six months forward, and keeping four projects alive.
Business cases
£1.5M
Saved from a £7.5M enterprise roadmap at Boeing Defence UK by reshaping the strategic and outline business cases for twelve projects.
Testing and assurance
£500,000
Saved at Atos by designing a simplified solution for a failing MOD test environment project, bringing it back inside its contractual timescale.
04 AWARDS AND CREDENTIALS
Judged by people who were not being paid to be impressed.
- Cloud Project of the Year, 2020 Computing Cloud Excellence Awards, for creating the Cloud Centre of Excellence at Nationwide Building Society.
- NVIDIA Best Newcomer Cloud Service, 2018, for the Cloud GPU service delivered at UKCloud.
- One of only two UK banks to meet the Open Banking Confirmation of Payee deadline, launching it as the first microservice on Nationwide's own AWS platform.
- Nine motorsport championships, where a fraction of a second decides the outcome and preparation only counts if the team can adapt when the plan breaks.
Credentials
- BSc (Hons) Computer Science
- CITP, CEng, MBCS, MAPM
- 28 years delivering programmes and transformation
- Regulated environments: MOD JSP604 and JSP440, GDS, banking controls
- Cloud, data, infrastructure and legacy modernisation
05 ORGANISATIONS
Delivery history, across the sectors where getting it wrong is expensive.
The list
- Nationwide Building Society
- Vodafone
- Home Office
- DEFRA
- Ministry of Defence
- Boeing Defence UK
- LexisNexis Risk Solutions
- Micro Focus (OpenText)
- Lockheed Martin
- BT
- UKCloud
- Atos
Our people have led programmes inside these organisations as employees or contractors, across cloud, data and secure environments.
Where the method comes from
TEAM IQ Creator was built from the pattern that kept repeating: capable people, working hard, inside an operating model that could not use their combined intelligence. Twenty-eight years of delivery produced a lot of examples of that, and a growing frustration that the standard answer, a new framework, never fixed it.
What the proof does not say
These are delivery outcomes, not a controlled study of the six-pillar method. The research behind the method is published and cited on the evidence page, and the first organisations to measure with us will own their published numbers.
06 HOW TO JUDGE US
Three things you can check before you spend anything.
01
Score your own team
Eight minutes, free. If the scorecard produces a number you recognise as accurate, the full instrument is probably worth your attention too. If it does not, we have not earned the next step.
02
Check the sources
Every research statistic on this site is linked to its published source. If any of them does not hold up, tell us and we will correct or remove it.
03
Buy the smallest thing
£1,200 + VAT for one area of concern, credited back if you continue. Judge us on the written output rather than on this page.
07 NEXT
Find out where your own teams stand.
Eight minutes, twenty-four statements, a score out of 100 with your weakest pillar and the two exercises that matter most. If you would rather go straight to a person, book the diagnostic session.