Stood up a regulatory change program under board scrutiny.

Following a regulatory examination, the firm received a formal requirement to remediate a set of risk and control gaps within an aggressive timeline. The board had been briefed and was watching closely — the program needed to be credible from day one.

There was no existing program infrastructure. Scope shifted repeatedly as new findings emerged, internal stakeholders disagreed on ownership, and the regulator's expectations were only partially specified. The program had to remain executable regardless of what moved.

Mobilise (Month 1)

Established program governance, defined workstream ownership, and set the operating rhythm — steering committee cadence, reporting pack, and decision escalation path — before a single workstream kicked off.

Deliver in parallel (Months 2–5)

Ran cross-functional workstreams concurrently, each with its own delivery lead and milestone set. Maintained a single integrated view of dependencies and blockers across all tracks.

Manage scope and politics (Months 4–8)

As scope evolved and stakeholder tensions surfaced, maintained a documented change log and negotiated scope decisions through the steering committee — keeping delivery moving while the boundaries clarified.

Evidence and close (Months 8–11)

Assembled the regulatory evidence pack, ran pre-submission reviews with legal and compliance, and handed the program to an internal owner with documented controls and a run-state operating model.