Recovery
in the field.

Situation

A cloud migration of their core banking platform had stalled after 18 months. Three vendors had been cycled through, scope had ballooned 240%, and the board was considering abandonment. Regulatory deadlines were 6 months away.

What we did

• Deployed a Delivery Governance Board within 72 hours of engagement
• Introduced weekly risk-adjusted milestone tracking replacing monthly status reports
• Consolidated vendor accountability under a single delivery authority
• Restructured scope into 3 sequential tranches with hard gates

Situation

An AI-powered diagnostics product had missed two consecutive launch windows. The engineering team was building without a validated data governance framework, and clinical stakeholders had disengaged from sprint reviews entirely.

What we did

• Established a Clinical-Engineering Alignment Council meeting bi-weekly
• Introduced AI model governance checkpoints aligned to FDA 510(k) pathway
• Rebuilt the data pipeline roadmap with explicit compliance milestones
• Replaced velocity-only sprint metrics with outcome-based delivery KPIs

Situation

A strategic data platform initiative had fractured into six siloed workstreams with no shared architecture. Duplicate infrastructure spend had reached $900K annually. The CTO had lost confidence in the program's ability to deliver a unified data product.

What we did

• Conducted a 3-week program architecture audit across all workstreams
• Designed a federated data mesh governance model with central policy layer
• Introduced cross-workstream dependency mapping updated in real time
• Established a Program Management Office with authority to resolve blockers

Situation

Following a rapid headcount expansion, Nexora's engineering organisation had grown to 18 product teams operating on incompatible sprint cycles. Quarterly planning produced no actionable roadmap. Senior engineers were spending 40% of their time in coordination overhead.

What we did

• Implemented SAFe 6.0 Program Increment planning across all 18 teams
• Defined 4 Agile Release Trains aligned to product value streams
• Introduced a shared dependency board visible to all team leads
• Trained 12 internal Release Train Engineers to sustain the model post-engagement

Situation

A dual compliance certification program had been running for 22 months without reaching audit-readiness. Internal ownership was unclear, evidence collection was manual and inconsistent, and the external auditor had issued a preliminary adverse finding.

What we did

• Appointed a dedicated Compliance Program Director with board-level reporting
• Automated evidence collection across 14 SaaS tools using a GRC platform
• Rebuilt the control testing schedule with 90-day rolling audit readiness reviews
• Resolved the adverse finding through a structured remediation sprint