We have already done the hard part.

Anglo American formed an ambitious internal startup to prove mining operations could run on hydrogen-powered trucks with hydrogen produced on-site. It needed a robust digital framework, data-driven decision-making, and aligned teams across three continents, with no precedent to copy from.

Tenhaw set up and ran digital teams specialising in Data, Simulation, and DevOps. We installed a lightweight, scalable agile blueprint so high-calibre specialists (Cambridge PhDs among them) could onboard fast and stay aligned across the UK, Australia, and the USA. Delivery ran async by necessity, throughput data fed Monte Carlo simulations, and outcome-based milestones replaced traditional project plans so the largest risks were attacked first.

The work underpinned a £40bn business case and produced the decisive insight that hydrogen trucks were not yet cost-competitive, letting leadership invest with eyes open. The internal startup spun out as First Mode, now a leader in heavy-industry decarbonisation.

Discovery+ had a hard launch date announced by the CEO and six teams that needed to redesign and merge content. The visual rebrand team Tenhaw was asked to run was badly overloaded relative to the time available.

We moved delivery onto a data-driven footing, recalibrating Story Points to reflect actual capacity after completion rather than optimistic estimates. Across three sprints we presented Head of Delivery with Happy, Normal, and Sad path forecasts, made the probability of missing the date undeniable, and issued daily recommendations to lift speed and quality.

Discovery+ and Eurosport got the clarity to manage delivery under real constraints and hit the launch. By the end of the engagement both teams could run those forecasting and tracking practices autonomously.

Yondr's global digital teams delivered inconsistently, so the business could not plan beyond a quarter. That unpredictability was most damaging in the UK and USA, where reliable delivery was critical to scaling data centre operations.

We introduced accurate Story Point estimation, adjusted post-completion to reflect real capacity, and embedded the agile ceremonies that were missing: retrospectives, planning, and active backlog management. The work ran remotely across three regions, reinforced with on-site workshops.

Within three months development teams were producing consistent output every sprint. By six months that predictability had reached support and security teams, and the business could finally plan holistically.

Greggs launched a mobile app so customers could order and earn rewards, but the rushed setup of technical ways of working created friction with Marketing and other departments. They needed Scrum Master support for two squads plus broader agile coaching across the business.

We refined Story Points for capacity-based tracking, coached Product on data-driven prioritisation, and ran prioritisation workshops and alignment sessions that taught non-technical teams how agile actually works. We used data to prove the payback of addressing tech debt.

Delivery became predictable, confidence in the technical department recovered, and prioritisation conversations became realistic and focused. The data showing tech debt accelerated timelines strengthened collaboration across departments.

Tecknuovo, a consultancy, needed a centralised Portfolio Management Office to oversee 19 diverse projects, including critical public-sector engagements, and wanted its junior staff upskilled in best practice.

We built a robust PMO function from the ground up, implemented portfolio frameworks for tracking and managing delivery, and provided hands-on coaching to junior team members in portfolio management and agile delivery while overseeing the live portfolio.

Tecknuovo gained a fully functional PMO with real visibility and control, a markedly more capable junior delivery team, and reinforced credibility on high-profile public-sector work.

After Colart merged its Global Marketing, Development, and Business Intelligence teams, the new Digital Team lacked alignment, communication channels, and consistent delivery, stalling key transformation work including a new e-commerce site.

We designed agile processes for a cross-functional team, aligned Jira workflows to how the business actually worked, established clear communication channels, matured the backlog to cut downtime, used data to guide prioritisation, and escalated critical issues to senior leadership when needed.

The Digital Team became cohesive and predictable, transformation work progressed consistently, and the e-commerce website shipped successfully.

Salmon was re-platforming YNAP's e-commerce solution to IBM WebSphere Commerce. The scale demanded seamless coordination across five agile teams against strict client deadlines, while managing staff transitions and operational logistics.

We ran a dual Scrum Master and PMO model: facilitating agile delivery across five teams, managing onboarding logistics and equipment, streamlining communication between the client PMO and internal teams, and maintaining transparency through weekly reporting and travel coordination.

The programme progressed efficiently, teams met client deadlines with a high standard of collaboration, and tight operational processes produced a well-executed project and strong client satisfaction.

HSBC's CIO and ExCo had no shared mechanism to track and manage critical strategic initiatives. Visibility was poor, milestones slipped, blockers persisted without escalation, and confidence in the function's ability to deliver had eroded across 150+ teams and a $102M budget.

Operating effectively as a Scrum Master for the executive team, James designed a lightweight governance model around a live Kanban of all work, planned initiatives, and dependencies. He introduced daily executive stand-ups, removed obstacles directly, and established a review and planning cadence that created a common language across technology, operations, and transformation.

Executive alignment and decision speed improved sharply. Annual planning completed ahead of schedule for the first time in years, C-suite visibility increased, delivery cadence stabilised, and blockers that once took weeks were routinely cleared in days.

Across HSBC, millions of hours of calls and meetings were captured but never analysed. Insight about customers, inefficiency, and risk was buried in voice data while manual note-taking drained staff time. The task was to unlock that value with privacy, accuracy, and scale intact.

Joining the Innovation Portfolio to lead an AI-led Voice Insights platform, James translated business problems into deliverable AI capability, combining natural language processing, sentiment analysis, and entity recognition. We built prototypes that auto-generated meeting summaries, detected emerging themes, and surfaced real-time dashboards, while coordinating innovation, operations, and risk for adoption readiness.

The proof of concept showed potential to remove 1.5M+ hours of manual administration annually and proved voice data could become a new source of business intelligence, shaping the bank's strategic direction on AI platforms.

HSBC's Global Payment Solutions division had no consistent product operating model across 500 teams and a $450M budget. Every region had its own processes, creating fragmented delivery, unclear ownership, and unpredictable outcomes with little leadership visibility.

Brought in as Delivery Lead, James co-led the design, piloting, and refinement of a new product operating model with select GPS teams: standardised roles, governance and reporting; agile practices tailored for product delivery at scale; and metrics and dashboards for progress, dependencies, and value. The model was tested against real-world feedback with executive alignment throughout.

Pilots validated the model, with improved predictability, clear ownership, and faster decisions. Blockers and dependencies surfaced earlier, and the framework is fully designed, tested, and ready for global rollout across all GPS teams in 2026.

Globelynx had long delivery timelines, inconsistent coordination, and little operational insight. Teams could not prioritise effectively, and decisions across Operations, Partnerships, and Client Management lacked actionable data.

We introduced iterative planning, stand-ups, and retrospectives across 16 client deliveries and one internal change project, coordinated timelines and dependencies, renegotiated supplier engagements to cut cost and improve performance, and continuously collated operational data into trends leadership could act on.

Within six months delivery lead times fell by 60%, client satisfaction rose, supplier relationships strengthened, and data-driven insight let teams make sharper strategic decisions, positioning Globelynx for scalable growth.