A Multi-Vendor Municipal ERP Program Reporting On Plan, With No Single Party Accountable For End-To-End Delivery. An Independent Governance Review Reconstructed Decision-Rights Across Three Partners Ahead Of A Council Audit Committee Oversight Cycle — Protecting An Estimated $8–10M In Additional Cost Exposure And Restoring A Defensible Audit Trail.
Designated a single end-to-end accountable prime through a formal master agreement amendment. Paused new commercial commitments to the partner ecosystem pending RACI reconciliation. Surfaced the eight unowned decision categories and five out-of-scope decisions to the Steering Committee for explicit ratification.
Reconstructed the active RACI against the master agreement plus four amendments. Re-allocated the eight unowned decision categories to specific partners under the designated prime. Formally ratified or reversed the five decisions taken outside contracted scope.
Reconstructed the audit trail for the approximately one in three in-flight decisions that lacked defensible documentation. Established a standing pre-reconciliation cycle ahead of each Council Audit Committee oversight window. Cascaded partner SLAs under the designated prime so accountability flows end-to-end rather than running in parallel.
Established a quarterly governance refresh tied to amendment cycles. Aligned governance cadence with year-end close, payroll, and citizen-facing service continuity windows. Embedded ongoing independent validation through the remaining phases.
Complete forensic findings, root cause hierarchy, 90-day stabilization roadmap, and assurance operating model. Written for Board-level and executive review.
PDF · Full detail · No form required
Findings shared only with the commissioning executive.
No vendor ties. Evidence-based, free from internal bias.
Briefing is complimentary. Scope agreed before any commitment.
A Member-Owned Electric Cooperative Carrying $200M Of Active Capital Across Seven Concurrent Programs — Each Reporting Healthy At Program Level — With A General Rate Case Twelve Months Out And A Member-Board Capital Plan Review Behind It. An Independent Portfolio Review Surfaced Five Cross-Program Sequencing Dependencies And Produced A Defensible Re-Sequenced Capital Plan Ahead Of Regulatory Filing.
A Mid-To-Large Omnichannel Retailer Six Months From Renewing A $45M Five-Year Strategic Tier-1 Vendor Contract — The Vendor Having Missed Three Of The Last Five Implementation Milestones, The CIO And CFO And CPO Not Yet Aligned On Whether To Renew, Renegotiate, Or Replace. An Independent Vendor Contract Review Reconstructed The Milestone-Miss Record, Quantified The Renegotiable Value, And Produced A Single Board-Defensible Renewal Posture Inside The Pre-Renewal Commercial Leverage Window.
Two consecutive missed phased go-lives. A third re-baseline being drafted. A new CIO inheriting the trajectory. An independent recovery diagnostic produced a defensible recovery posture in 4 weeks — protecting an additional $18–22M in projected cost exposure and routing clinical-safety risk back to clinical governance.
