Stabilising and mobilising a complex healthcare transformation programme

The programme was in difficulty when Project One was engaged to stabilise and recover delivery.

• Leadership alignment had broken down, with a loss of trust between senior stakeholders and unrealistic expectations driving poor reporting behaviours

• Programme governance and controls were largely absent, resulting in limited visibility of progress, risk and delivery confidence

• Key milestones and timelines were not credible, with significant delivery risks and cost pressures emerging

• The programme lacked structure, consistency and accountability, with delivery relying on fragmented approaches

In parallel, the customer was attempting to deliver an ambitious growth strategy, requiring the rapid mobilisation of multiple complex, repeatable clinic launches, each effectively operating as a standalone start-up.

A structured recovery and mobilisation approach was implemented, focused on restoring control, rebuilding trust and establishing a scalable delivery model.

The initial priority was to stabilise delivery, with immediate focus placed on a critical live site. This was successfully turned around to meet external commitments and restore confidence in the programme. In parallel, core programme fundamentals were introduced, including governance, planning, financial control, risk management and structured reporting, bringing much-needed discipline and visibility.

Senior leadership alignment was reset through the introduction of transparent reporting and a more open, fact-based approach to decision-making. Alongside this, changes to leadership and programme roles strengthened accountability and improved overall delivery performance. Key projects were also reassessed, with business cases revisited to ensure appropriate funding, realistic timelines and viable delivery plans.

With control re-established, attention turned to refining the broader strategy. The operating model was adjusted to better integrate clinics with existing services, shifting the dynamic from competition to collaboration. A new, data-led expansion roadmap was developed using market and performance insights, enabling faster, more informed decisions on future locations.

To support ongoing scale, a repeatable delivery “blueprint” was established, creating consistency across sites and enabling a more efficient and predictable rollout of future clinics.

The programme was stabilised, repositioned and placed on a more sustainable footing for long-term growth.

• Multiple clinics successfully delivered, with further sites in development

• A clear, data-driven roadmap established, identifying future expansion opportunities

• Programme governance and delivery discipline embedded, creating reliable and repeatable execution

• Improved leadership confidence, with the programme becoming a core component of the organisation’s growth narrative

• Stronger alignment across stakeholders, supported by transparent reporting and improved ways of working.

Despite a challenging external environment and wider organisational pressures, the programme regained momentum and credibility, leaving a strong foundation for continued delivery and growth.

Project One value Add:

• Brought a hands-on, delivery-focused approach to rapidly stabilise a complex, underperforming programme

• Built trust and credibility at all levels of the organisation, from senior leadership through to operational teams

• Combined practical delivery with deep transformation experience to address long-standing structural and cultural challenges

• Established clear governance, structure and ways of working that enabled sustainable, repeatable delivery at scale

• Created momentum and clarity, turning a failing programme into a credible and forward-looking growth platform.