Expert Profile: Alison Johnson - Experienced Consultant - Programme Delivery / PMO  

Following a successful start to her career with Halifax Building Society, Bradford & Bingley and IBM, Alison began her freelance journey in 2011. She now delivers for and advises on major change and transformation programmes and portfolios across a diverse range of sectors and functions. Her clients include M&S, Toshiba, Morrisons, HSBC, and Sainsbury’s and Alison is currently working in partnership with ITV. 

Let’s start with your early career - talk us through the journey

Well, I’ve been working since I was fifteen! Post A-Level, I took a role with the Halifax Building Society (HBS). The plan was to head to university eventually, but I loved having a full-time job and I was learning a lot, so I decided to keep going. A couple of years later, I applied for the HBS graduate training scheme. I wasn’t a graduate, and I was only 20, but I put together a strong case, flagged the fact that I knew the business inside out, and was accepted. 

That scheme was a great introduction to large-scale change. The typewriter-to-laptop switch was in full swing and I travelled all over the country in a Vauxhall Astra, introducing HBS staff to a radical new way of working - as well as helping them to get their heads around the fact that they could just press delete!

After eight years with HBS, I joined Bradford & Bingley as a senior business analyst. It was another moment of market transition, this time to outsourcing, and a partnership with IBM was on the horizon. Building that relationship was effectively the start of my consulting career: I worked on the account bank-side for a while, then in 2004, I made a permanent move to IBM’s Global Business Services division.

What made you decide to go freelance? 

IBM was fantastic. I was chosen for their top talent programme, worked with a huge range of clients, and built up a super-strong set of project management and consulting skills over the eight years I was there. Ultimately though, 15+ hour days are tough to combine with a young family. It was a big, risky decision to take - I was the main breadwinner, the company car was the family car - but it was the right one. 

I took some time out and worked in a school special needs department, which I loved, but realised wouldn’t be financially sustainable long-term. Then a call came - completely out of the blue - with an offer to work on a project back at Bradford and Bingley. I took the opportunity - and I’ve never looked back!
 

Have you ever been tempted to go permanent? 

Honestly, no! I did briefly, during Covid, but I was quickly back!  There’s a non-monetary value to the personal and professional freedom that comes with being an interim. The flexibility is great - I had a lovely break over the summer before I started this contract - and the fact that I can fully leverage my experience without getting caught up in company politics, allows me to deliver an even better product to clients.

What does your role typically involve? 

My bread and butter is working within large-scale change and transformation programmes or change portfolios, some with budgets of £20m+. I’ve done everything from major HR overhauls to digital transitions to setting up loyalty offerings, and sector-wise I’m similarly diverse.

Whether I’m advising on programme set-up or working through from design to final delivery, step one is always about getting to grips with the bigger picture: understanding the specifics of vision, spend, timeframes, stakeholders, workstreams etc. before establishing a framework around governance, risk, compliance and financial management. 

If I continue into the execution phase, then I’m essentially the communication / facilitation lynchpin. I’m working at the heart of the engine room, making sure that the high level plan is on track, that the Programme Director, other senior stakeholders from both the business and Tech, and most importantly colleagues within the Programme, stay up to date. In short: I keep everything moving!

PMO went out of fashion somewhat when agile came on the scene, but firms seem to be waking up to the fact that when you’re working multi-million pound budgets and a wide range of senior stakeholders, you simply need more control. That said, there’s still a lingering perception that PMO is there to breathe down people’s necks and book meeting rooms, and that can be challenging! 

In my role, you absolutely must have the skills to secure team buy-in very quickly or you’ll wind up in an exhausting push-pull. If you can understand people and how they work; if you can build trust and strong relationships; and if you can open a space where everyone feels safe to discuss challenges as well as champion success, then you can take people on a journey. 
 

Do you get involved in strategy development? 

No. I’ll work with a client once the vision is clearly set. I’ll consult on scope of course, and make sure plans are realistic, but my role is fundamentally delivery-focused. On this note, it’s definitely an advantage that I’m a function / sector generalist: because I can see the macro picture from a whole range of perspectives, and I don’t get sidetracked debating the finer details of strategy or future business direction.
 

And how would you describe your working style? 

I work to complement an organisation while retaining my independence. The depth and breadth of my experience mean that I work with confidence, authenticity and conviction: I’m flexible and open to challenge, but I’m also comfortable standing my ground. If a client has a clear vision and strategy, and a leadership who value experience and are prepared to be challenged, then there’s space for a dialogue. And I’m in.

Meeting and working with new people gives me tremendous energy, and because I’m open and honest, and a clear, direct communicator, I naturally build strong, trust-based relationships. There might be a little bit of storming at the beginning of a project - that’s normal - but I’m pleased and proud to say I’ve never left a client with any sense of ill-feeling whatsoever.

I’m also extremely collaborative. From my perspective, everyone - CEO, facilities staff, junior analysts - is on the same team. We’re all there to help each other, and should be treated equally. 

What are the key challenges when it comes to large-scale programme delivery - and what can clients do to address them? 

Scope

A clear vision is vital of course, but it’s important to work out what that vision looks like in the context of the specific delivery constraints (time / budget / people) that will apply. Projects fail for different reasons, but people working towards unrealistic targets can become despondent very quickly, and this can be a contributor. This is where an experienced delivery consultant adds tremendous value: by advising on what is realistic and achievable within the project constraints, they can help to set a scope that will motivate rather than overwhelm.  
 

Governance

Too much is frustrating, too little leads to panic. And there’s no one size fits all. An experienced consultant will quickly get to grips with an organisation’s delivery capabilities and set a governance level that is appropriate for the context.
 

History

When you’re working with an internal team, company history / broader culture can prove tricky. Maybe there are set BAU approaches that people are unwilling to adapt. Maybe there are memories of past project failure which have resulted in scepticism towards change. Establishing a strong team identity and ‘language’ - communication, protocol, processes, etc. - within a programme, are extremely important in supporting the transition to a new approach. 

Communication of problems

Programmes can run into communication trouble when people either a) hide problems or b) over-communicate them, creating panic. The trick is to find the balance: to establish an environment where people feel comfortable to raise issues, and to maintain an atmosphere of calm. Then you can get to the bottom of issues and collaborate on a solution, without allowing panic to set in across the wider team or with senior leaders.
 

And finally…what are your top tips for other independent consultants? 

Position yourself carefully

For years, I described myself as a PMO Lead. Then I had some feedback: that PMO Lead didn’t reflect my level, or the full extent of my skills. So keep an eye on the language you’re using to position yourself. Review it regularly, and test it - find what works for the market.
 

Pick your clients carefully

When I’m working on a project, I want to be able to get out of bed in the morning and look forward to the day. There are always challenges - that’s great, healthy. I just never want to be in a situation where I feel conflicted by the behaviour of others. Be clear about the environments you thrive in, where you can really add value, and seek those out.
 

Keep laughing

A big programme can be tough, full of pressure. To be able to laugh at yourself, and to laugh with people helps release tension, build relationships - everything! A sense of humour is vital. 

Trust your instincts 

When you’ve been freelancing as long as I have, you realise just how powerful gut instincts are. Use them: you’re far less likely to repeat mistakes!!

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