The Outcomes of Coordinated Execution.
Five engagements. What moved, what it was worth, and how fast it happened.
external audit passed clean
Passing a full external audit on a $40MM+ cloud-adoption portfolio
A multi-year independent engagement spanning digital transformation, financial controls, and release-train leadership. We architected the cost model behind a $40MM+ cloud-adoption portfolio's financial reporting; the capitalization and depreciation strategy passed a full external audit clean, letting agile software development fit existing finance practices rather than fighting them.
As a leader on the broader cloud-readiness acceleration program, we supported its growth from 2 agile teams to 2,000+ developers across 50 Agile Release Trains, facilitating SAFe certification — Product Owner, SAFe Agilist, and Lean Portfolio Management — for hundreds of practitioners along the way. Earlier in the relationship: roughly $200MM in IT project financials brought under one reporting structure, and the organization's project-portfolio reporting built from scratch.
manual timewriting
Deprecating timewriting for 8,000+ technology workers
We architected the integrated financial cost model directly against portfolio work, deprecating manual timewriting for more than 8,000 technology workers. Finance was a partner in building and validating the model, not a recipient of it — which is why it held up under external audit.
We then supported application TCO reporting by connecting the delivery structure and portfolio directly to applications, IT components, and business capabilities, building enterprise-wide visibility from team execution through portfolio, finance, infrastructure, and workforce management into a single reporting layer.
six weeks down to two
Cutting a $145MM budget close from six weeks to two
The finance team was managing $145MM in labor budget by hand across spreadsheets, with no visibility into total cost of ownership for the business units depending on it. Budget finalization took six weeks.
We automated the integration between IT planning, cost modeling, and portfolio work, connected financial data to strategy and OKRs, and replaced ad-hoc business-case decks with one standardized model — opening budget visibility to product and resource managers who had never had it. Close dropped to two weeks.
of 90 value-stream owners
Automating cost visibility across 90 value streams
Ninety value streams on siloed data, resource allocation decided subjectively, and financial reporting compiled by hand from disconnected systems every quarter.
We integrated the platform across 500+ delivery teams and the HR systems behind them, automated weekly cost-per-team visibility, and took financial data access from roughly fifteen people to hundreds of leaders across the organization — turning the quarterly reporting scramble into something that simply runs.
daily instead of quarterly
Recalculating a $160MM portfolio daily, not quarterly
Mid-shift from project-based funding to lean, value-stream budgeting, with no system built to support it — and a parent organization asking hard questions about whether the agile operating model was working.
We built the automated cost model to run alongside legacy timewriting through the transition, connected capacity and demand forecasting directly to funding, and gave leadership a $160MM portfolio view that recalculates daily. The evidence to defend the operating model came from the model itself.
Selected Speaking Engagements
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