Project leadership
in practice

The challenge

The Government of Jersey is developing a modern Digital Government Platform to support the delivery of simpler, more accessible online public services.

The programme involves more than implementing technology. New digital services need to work across established government processes, policy requirements, operational teams, technical platforms and external suppliers, while maintaining appropriate governance and stakeholder oversight.

The approach

Working as Project Delivery Manager, Chris provided project leadership across the development and implementation of new digital government services.

The role brought together business, technical, operational and supplier stakeholders, translating service requirements into structured delivery plans and maintaining focus on dependencies, decisions, risks and delivery milestones.

A key part of the approach was ensuring that technology decisions supported the wider service objectives rather than allowing individual projects to become technology-led.

Delivery

The work included delivery activity across the Digital Government Platform and the development of new online services, including Joint Filing Election and the transformation of Personal Income Tax processes.

It also included implementation of delegated access capability using Ubisecure for Jersey's Pillar Two portal, enabling organisations to provide controlled access to representatives acting on their behalf.

Delivery required coordination across multiple government stakeholders and specialist technology partners, with clear governance around requirements, dependencies, testing, implementation and operational readiness.

The outcome

The programme has established reusable digital capabilities that can support the continued development of Government of Jersey online services.

Rather than treating each service as an isolated technology implementation, the delivery approach has focused on creating capabilities and patterns that can be reused as government services continue to move online.

The challenge

A large international bank was transforming its client onboarding and identity verification capabilities across multiple jurisdictions.

The programme needed to introduce enterprise identity and biometric verification technology while satisfying regulatory, operational and customer experience requirements.

Delivery involved geographically distributed teams across Jersey, the Isle of Man, Portugal and South Africa, alongside specialist technology suppliers.

The approach

As Project Delivery Lead and Product Owner, Chris provided the link between business requirements, technology delivery, supplier capability and the needs of users.

The role combined project leadership with product ownership, ensuring that the solution being developed remained aligned with the business problem it was intended to solve.

Requirements and priorities were translated into deliverable work, while dependencies, risks and decisions were actively managed across teams working in different countries and organisational functions.

Delivery

The programme implemented enterprise identity and biometric verification capabilities using specialist identity technology from GBG.

Delivery required coordination between business stakeholders, technical teams and the technology supplier, together with management of requirements, priorities, testing and implementation.

With teams operating across four countries, remote collaboration was an integral part of the delivery model rather than an exception to it.

The programme required clear ownership, structured communication and effective decision-making across teams that did not share the same location, working environment or organisational responsibilities.

The outcome

The programme delivered modern digital identity and biometric verification capability as part of the bank's wider onboarding transformation.

The new capability provided a digital approach to identity verification within a highly regulated financial services environment.

It also demonstrated that complex technology change can be successfully led through a predominantly virtual delivery model when accountability, governance and communication are clear.

The challenge

A leading offshore and international law firm undertook a major transformation of its core practice management and finance environment across three jurisdictions.

The programme centred on the implementation of Thomson Reuters Elite 3E, bringing matter management, billing, fees, expenses and practice finance together within a single enterprise platform.

The transformation also introduced a new General Ledger structure, requiring significant changes to the firm's financial processes and underlying financial architecture.

Replacing systems supporting core legal and financial operations created considerable delivery complexity. Technology, finance, business processes, data, suppliers and users all needed to move together while day-to-day client services continued.

The approach

As Lead Project Manager, Chris led the programme across three jurisdictions and a multidisciplinary project team of approximately 39 people.

The delivery approach established clear governance, workstream ownership, dependencies and decision-making across the programme, giving senior stakeholders visibility of progress, risks, issues and key decisions.

A major focus was coordinating the technology implementation with the firm's business and finance transformation. This ensured that decisions about system configuration, financial structures and processes remained aligned with how the firm needed to operate.

Delivery

The programme implemented Thomson Reuters Elite 3E as the firm's integrated practice management and finance platform.

The new environment brought together matter management, billing, fees, expenses and practice finance within a single system, alongside the implementation of a new General Ledger structure.

Delivery involved multiple interconnected workstreams covering technology, finance, business processes, data migration, system configuration, testing, operational readiness, stakeholder engagement and implementation.

Working across three jurisdictions required structured communication and decision-making, with dependencies actively managed across specialist teams, business stakeholders and external suppliers.

Particular attention was given to the relationship between matter management and financial processes, ensuring that the new platform supported the firm's operational requirements from matter creation through billing and financial accounting.

The outcome

The programme delivered a new enterprise platform supporting the firm's core matter management, billing and financial operations.

By bringing matter management, billing, fees, expenses and practice finance into a single platform, together with a redesigned General Ledger structure, the programme created a more integrated foundation for managing the firm's legal and financial operations.

The programme demonstrates the importance of treating enterprise system implementations as business transformation rather than simply technology deployment. Successful delivery required technology, finance, processes, data and people to be managed as interconnected parts of the same change.