A major implementation is beginning
You need someone who can establish the delivery structure, governance, responsibilities, reporting, risks, decision-making and stakeholder rhythm before complexity builds.
Fractional Project Director | Programme Leadership | Delivery Recovery
Senior delivery leadership for projects that matter.
I lead complex technology projects and programmes from mobilisation through go-live — or step into work that needs stronger control, clearer governance or experienced recovery leadership.
Whether the requirement is an ERP implementation, a major platform change, a difficult migration or a programme that has started to drift, I bring senior delivery leadership without the cost or commitment of permanent headcount.
25+ years in technology delivery | PMP certified | 9+ years with Infor / Lawson | Major ERP and transformation programmes | Dubai, UAE
When the programme needs more than another status report
Some projects need experienced leadership from day one.
Others need it when the reporting still looks green, but confidence is falling.
I can join a programme at mobilisation, during delivery, before a critical go-live, or after it has become clear that the existing operating model is not giving sponsors enough control.
A programme is slipping
Milestones are moving, dependencies are unclear, issues remain open too long, or different stakeholders have different versions of the truth.
The sponsor is not getting a reliable picture
Reporting exists, but it does not answer the important questions: what is really at risk, what decisions are overdue, whether the plan is credible and what needs executive intervention.
Customer and vendor teams are not aligned
Commercial commitments, functional expectations, technical reality and delivery plans are beginning to diverge.
Scope is still evolving
A greenfield initiative or transformation needs enough structure to move forward without pretending every answer is already known.
Go-live risk is increasing
Testing, data, integrations, cutover, training, support or operational readiness are not converging quickly enough.
You need temporary senior delivery leadership
A Project Director, Programme Manager or PM leader is missing, overstretched or needed only for a critical phase.
Full-lifecycle project and programme leadership
I work across the practical disciplines that determine whether complex delivery remains controlled.
Mobilisation and delivery structure
Turn a signed agreement, business case or broad objective into an executable programme with clear workstreams, responsibilities, governance and immediate priorities.
Programme planning and critical-path control
Establish a credible integrated plan, identify dependencies and keep attention on the milestones that genuinely determine the outcome.
Governance and PMO controls
Create the forums, reporting, decision routes and controls needed for sponsors and delivery teams to manage the programme rather than simply observe it.
RAID management
Make risks, assumptions, issues and dependencies visible, owned and actively managed rather than left to accumulate in a register.
Scope and change control
Protect the programme from uncontrolled change while ensuring legitimate business requirements can still be evaluated and incorporated transparently.
Executive reporting
Give sponsors a concise, evidence-based view of progress, risk, decisions and outlook — including bad news early enough for it to be useful.
Stakeholder alignment
Bring business leaders, project teams, technical specialists, vendors and partners around a shared delivery position and clear responsibilities.
Vendor and partner management
Challenge delivery commitments, manage dependencies, escalate where needed and keep external parties aligned to the client's outcome rather than just their contractual workstream.
Testing and readiness governance
Ensure functional testing, integration testing, data readiness, business readiness and defect resolution are connected to a credible go-live decision.
Cutover and go-live leadership
Coordinate the final transition into production with clear decision points, ownership, fallback thinking and executive visibility.
Operational readiness and transition
Make sure support, ownership, service processes and business operations are ready to take over once the project team steps back.
Benefits and KPI tracking
Keep the programme connected to the outcome it was funded to deliver, rather than treating technical completion as the only measure of success.
When a project is in trouble, establish the truth first
Recovery does not begin with a new Gantt chart.
It begins by understanding what is actually happening.
When I step into a troubled programme, the first objective is to establish a reliable position: what is complete, what is not, which assumptions have failed, where ownership is unclear, which dependencies are driving delay and whether the current plan remains credible.
From there, the recovery path is usually straightforward in principle, even if execution is difficult.
1. Establish the real position
Separate evidence from optimism, assumptions and inherited reporting.
2. Reconfirm the objective and scope
Make sure the programme is still solving the right problem and that stakeholders share the same definition of success.
3. Identify the critical constraints
Expose the dependencies, decisions, resource gaps, technical blockers and commercial issues that are actually controlling progress.
4. Reset ownership and governance
Make responsibilities explicit and create decision routes that work at the speed the programme requires.
5. Build a credible recovery plan
Prioritise the work needed to regain control rather than trying to protect an obsolete baseline.
6. Align sponsors, teams and vendors
Bring the people who must deliver the recovery around one position, one set of priorities and one reporting truth.
7. Drive the programme through the difficult period
Stay close enough to execution to see whether the recovery is genuinely working.
The purpose is not to make the reporting look healthier.
It is to create a programme that deserves confidence again.
The assignments where senior delivery leadership matters most
ERP and core-platform implementations
Enterprise systems create business, technical, data, integration and organisational dependencies at the same time. They need leadership across the whole programme, not just individual workstreams.
Complex migrations and integrations
Where multiple systems, interfaces, data sets and operating teams must move together, dependency management and readiness become as important as the technology itself.
Stalled or at-risk programmes
When confidence has fallen, I can provide experienced recovery leadership, strengthen governance and rebuild a credible delivery position.
Greenfield initiatives
Where the organisation is creating something new and scope is still emerging, I can introduce enough structure to control delivery without suffocating discovery.
Vendor-led implementations
I can operate on the client side to make sure supplier plans, commitments and reporting remain aligned to the organisation's wider outcome.
Interim Project Director / Programme Manager cover
I can provide senior delivery continuity for a defined period while the organisation recruits, restructures or strengthens its internal team.
Delivery assurance
Where an existing programme team remains in place, I can provide an independent senior view of whether governance, plans, risks, readiness and reporting are credible.
Visible control without unnecessary bureaucracy
Good programme management should make delivery easier to understand and easier to control.
It should not create a parallel industry of meetings, templates and reporting.
Start with the outcome
Understand why the programme exists, what must be true for it to succeed and which constraints genuinely matter.
Build one version of the truth
Plans, risks, issues, decisions and reporting should tell a coherent story. If different workstreams are operating from different assumptions, fix that early.
Put governance where decisions happen
Meetings and reports have value only when they create decisions, accountability or useful visibility.
Surface difficult news early
Sponsors should hear about material risk while there is still time to act, not after the missed milestone becomes unavoidable.
Stay close to the work
I am comfortable moving between executive reporting and detailed delivery discussions. That matters when the programme's real constraints are buried below the headline status.
Keep the business involved
Technology programmes succeed when business ownership, process readiness and operational change are treated as core delivery responsibilities.
Leave the organisation stronger
Where appropriate, I help strengthen internal PM, governance and delivery capability so the client is not dependent on external leadership indefinitely.
Use senior delivery leadership where it has the greatest impact
Fractional Project Director / Programme Director
Recurring senior delivery leadership for a programme that needs executive-level control without a permanent role.
Suitable for: complex transformations where senior oversight is required throughout delivery.
Interim Project or Programme Leadership
Temporary leadership during recruitment, transition, leave, restructuring or a particularly demanding programme phase.
Suitable for: organisations that need immediate continuity.
Programme Recovery
A focused intervention to establish the real position, reset governance and create a credible route back to control.
Suitable for: projects where confidence, timeline, scope or stakeholder alignment has deteriorated.
Delivery Assurance
Independent review and challenge while the existing programme team remains in place.
Suitable for: sponsors who need confidence that reporting, readiness, governance and plans reflect reality.
Mobilisation
Senior leadership during the early phase of a major project to establish governance, planning, responsibilities and delivery rhythm.
Suitable for: major programmes that need to begin with stronger structure.
Go-live and Cutover Leadership
Focused leadership around testing, readiness, cutover and transition.
Suitable for: programmes approaching a high-risk deployment or operational handover.
Experience built on real enterprise delivery
The examples below are from my broader career and are included to show the scale and type of programmes I have led. They are not presented as SIRICTECH client engagements.
Zahid Group — Saudi Arabia
While at Infor, I directed a $25M+ Infor M3 transformation over four years for a major CAT dealer and wider group operation, leading more than 50 consultants and over 100 customer FTEs through a complex multi-country programme.
PON CAT — Netherlands
While at Infor, I led a $20M+ M3 programme with more than 30 consultants and 80 customer FTEs, including structured environment management, change control, testing and delivery supporting rental-business go-live in Norway and the Netherlands.
Aggreko — Global
I led a 15-month global mobility implementation for an established Infor / Movex environment, scaling to more than 1,500 users across a geographically distributed rollout from the United States to Uganda.
Mattex Group — UAE, Saudi Arabia and US
As Head of Group IT, I led the sponsor-side transition from Microsoft Dynamics to cloud-based Infor M3 SaaS, alongside BI and wider technology rationalisation across a multi-country organisation.
Alkra Technologies — Dubai
As General Manager & CTO, I was accountable for technology strategy and delivery across large greenfield healthcare programmes, including vendor contracts, governance, operational readiness and multinational delivery teams.
Earlier programme leadership — United Kingdom
Earlier in my career, I led and contributed to WMS, BI, EPOS, SAP ERP and high-volume e-commerce initiatives, giving me a delivery background that spans both programme leadership and hands-on application environments.
Programme leadership with executive and vendor-side perspective
I have spent more than 25 years in enterprise technology and delivery, including nearly a decade with Infor / Lawson leading implementations, upgrades, roll-outs and mobility programmes across the Middle East, UK and Europe.
I have also sat on the customer side as Head of Group IT and at executive level as a General Manager & CTO.
That means I understand the pressures on both sides of a major programme.
I understand what sponsors need from delivery teams, what implementation partners need from customers, where commercial commitments can distort delivery behaviour, and how quickly a programme can lose control when governance becomes disconnected from technical and business reality.
Relevant experience includes:
- Major ERP implementation programmes
- Programme mobilisation and governance
- PMO controls
- RAID and change management
- Multi-country delivery
- Vendor and partner leadership
- Complex integrations and modifications
- Testing and go-live
- Operational readiness
- Customer-side and vendor-side leadership
- Programme recovery and delivery assurance
- Executive stakeholder management
Credentials:
- Project Management Professional (PMP)
- Infor Project Management Certified
- Infor Project Management Methodology
- MA, Geographical Information Systems, University of Leeds
- BSc (Hons), Geography, University of Huddersfield
- Dubai-based with UAE Golden Visa
Deep delivery experience in Infor M3 and CloudSuite
A significant part of my programme-delivery career has been within the Infor ecosystem.
I spent more than nine years with Infor / Lawson leading complex M3 implementations, upgrades, roll-outs and mobility programmes, and later led an Infor M3 SaaS transformation from the customer side at Mattex Group.
I am available to support Infor customers and implementation partners with Project Manager / Project Director augmentation, programme recovery, governance, delivery assurance, integration-heavy delivery, testing, cutover and operational readiness.
Strategy, technology and execution do not have to be separate conversations
Some assignments begin as a project-management requirement and quickly expose a wider leadership problem.
A programme may need an executive decision on priorities. A vendor dispute may require commercial governance. An architecture decision may be blocking delivery. A transformation may reveal that the organisation needs temporary CIO or CTO-level leadership as well as programme control.
Because my background spans CIO, CTO and programme leadership, I can work across those boundaries where the situation requires it.
The engagement should fit the problem — not force the problem into a job title.
Need experienced leadership on a critical programme?
If a major project needs stronger control, a programme is losing momentum, or you need senior delivery leadership for a defined period, let's talk about the real position and what would help.
Email: enquiries@sirictech.com
Corporate mobile: +971 52 479 4310