A growing financial services organization supporting small and medium-sized businesses in securing government tax incentives faced rising demand and complexity. To meet these challenges, leadership needed to strengthen the Enterprise Project Management Office (EPMO) and increase delivery efficiency. We helped the EPMO rebuild trust, improve collaboration across teams, and align projects to strategic outcomes, turning it into a driver of value rather than a perceived source of delay.
Client: Financial Services Organization
Scope: EPMO optimization and team coaching during organizational change
Focus Areas: PMO Maturity, Collaboration, Strategy Delivery, Change Leadership
Results: Repositioned the EPMO from a perceived bottleneck to a trusted strategic partner driving alignment and delivery
As the organization scaled, teams began working in silos, often bypassing one another to meet deadlines. Many viewed the EPMO as adding layers of process that slowed delivery. Leadership recognized the need to realign the EPMO’s purpose and build cross-functional collaboration to accelerate results.
Key challenges included:
Siloed operations across teams and functions
Perception of the EPMO as slowing delivery instead of enabling it
Lack of clarity and alignment around strategic priorities
Ongoing organizational changes affecting structure and reporting lines
Our approach focused on listening first. We spent time understanding the organization’s current state, desired future state, and the outcomes they needed to achieve. Despite significant organizational changes—including a new reporting structure and leadership shifts—we remained agile and adapted our plan to meet evolving business needs.
We implemented a two-pronged approach to strengthen both capability and leadership:
The full EPMO team participated in a structured framework program to identify the services and structure needed to transform into a Strategy Delivery Office.
We provided targeted coaching for EPMO leaders to help them navigate change and guide the team with clarity and confidence.
After one week of planning and stakeholder analysis, we helped the team establish a 90-day roadmap grounded in data and aligned to business priorities.
Key actions included:
Facilitated stakeholder interviews to surface pain points and expectations
Guided the EPMO through a strategy delivery framework
Provided leadership coaching and change navigation support
Created a 90-day roadmap to build structure and transparency
Established a foundation for improved collaboration and faster delivery
The engagement led to a shift in perception across the organization. The EPMO went from being seen as a blocker to being recognized as the “glue” that connects teams and drives strategic delivery. Collaboration and transparency improved immediately, setting the stage for faster delivery cycles and earlier team engagement in projects.
Key results included:
Improved communication and collaboration across business units
Increased transparency and alignment on strategic goals
Shifted perception of the EPMO from process-heavy to value-driven
Strengthened leadership confidence during organizational transition
Established the foundation for long-term delivery improvements
Over time, this transformation is expected to shorten delivery cycles, increase cross-functional collaboration, and enable the organization to deliver strategic results with greater speed and cohesion, even amid rapid change.
