Work that
shaped us.

A defence organisation with no written TOM — only conflicting oral versions. A Big 4 prime had been running the programme. Costs spiralled. The decision was made to bring it in-house.

The internal team had never done process design or discovery. Over 18 months, we ran the TOM end to end while simultaneously building their capability to own it. Two jobs. Simultaneously. The test: could they run the next sprint without calling us.

A defence organisation, under 100 people. Roles disputed, handoffs failing, mid-change, budget constrained, recruitment frozen. No new hires available. The operating model had to be designed around the people and resources that existed.

Eight weeks. Four weeks to understand it, four weeks to agree it. SIPOC applied at every handoff point. The political dimension of role ambiguity handled in the room. Clean exit at week eight.

A defence organisation that needed to build its TOM from the inside — using internal resource, building the capability to design and own the methodology independently.

CN embedded the approach within the internal team throughout delivery — not as a handover but as a parallel capability build.