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Most crises are communicated after the fact when critical decisions have already been made, leaving directors unable to direct and managers unable to manage. If you have concerns in your organisation and you don't have time for traditional audit & assurance to catch up, please get in touch.
We can provide an independent rapid fact-based view with practical recovery plans.
TYPICAL CRISIS SCOPE
Improving and recovering stressed or failing technology change projects
Strategic misalignment and lack of understanding of the actual direction of travel
Mediation between management, boards, founders and the workforce
Identifying and liaising with non-conforming suppliers when contractual obligation avoidance is suspected
Evaluating succession risk or revealing whether a percieved key person risk is real
Assessing under performance of in-house teams and providing recommended improvement plans
Improving poor decision making reliant on bad information, rumour and conjecture or how things 'have always been done'
ENGAGEMENT SHAPE
WHEN EXPERIENCE COUNTS
Ollie Barton-Jones has over 25 years' experience in correcting major change programmes, writing software, and delivering outcomes for his clients.
The bulk of Ollie's career was spent in London and Bermuda reinsurance markets, helping executives drive efficiency in a highly regulated, fast-paced and competitive environment.
In New Zealand Ollie delivers high quality engagements nationally across a broad range of industries.
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