PMO Establishment and Delivery Operating Model

The business needed an enterprise-grade delivery organisation to run concurrent GPU infrastructure programmes across regions. No formal delivery function existed at the point of establishment. This case study covers organisational design and operating-model change. HyperDeploy — the delivery methodology I created for complex GPU programmes and led into adoption — is a separate construct; its lifecycle is explained on the GPU cluster delivery case study.

Build a controllable delivery organisation — purpose, structure, governance, standards and reporting — capable of absorbing multi-region commitments without losing visibility or decision quality.

• Leadership of 11 direct reports and 46 indirect reports
• Multi-region portfolio spanning EMEA and the United States
• Wider portfolio context of multi-billion-pound planned investment supported by signed contracts — organisational commitment scale, not personal control of full portfolio value

• Established portfolio planning, governance, integrated scheduling, risk management, forecasting and executive reporting
• Built the delivery organisation and operating model from zero, including clear roles, RACI and reporting cadences
• Designed the four-pillar operating model — Squad Delivery, Central Planning, PMO, and Capability & Development — as the organisational structure for concurrent on-site GPU builds with retained control and visibility
• Created HyperDeploy — the delivery methodology for complex hyperscale GPU programmes — and led its adoption across the portfolio, including rollout of an enterprise work-management platform as the system of record for standardised planning, RAID and reporting
• Delegated Capex approval authority up to £500,000 supporting controlled investment decisions within the delivery remit

Scale delivery capability fast enough for hyperscale infrastructure commitments while introducing organisational control — without freezing execution under process.

• Defined the delivery function’s remit relative to the wider business
• Designed organisation structure, ownership and decision rights around the four pillars
• Separated and connected squad-level execution, central planning, PMO control and capability development
• Introduced governance forums, escalation paths and delivery standards supporting portfolio control
• Established portfolio planning and capacity disciplines across the delivery organisation
• Built reporting and assurance so executives could see plan, risk and forecast in one place

• Four-pillar operating model providing organisational structure: Squad Delivery, Central Planning, PMO, and Capability & Development
• Clearer ownership and coordination across delivery streams as the international portfolio grew
• Enterprise work-management platform adopted as the programme system of record for standardised RAID tracking and status reporting

• Prioritise operating-model clarity before expanding concurrent programmes
• Keep organisational design (four pillars) distinct from the HyperDeploy delivery methodology
• Standardise planning and reporting through a shared platform rather than ad-hoc status rituals
• Keep delegated Capex authority aligned to delivery risk and schedule reality

A delivery organisation and PMO capability operating across a multi-region portfolio, with leadership scale of 11 direct and 46 indirect reports, structured through the four-pillar operating model.

Shows the ability to establish PMO and delivery organisation design from zero — building the organisational capacity that complex GPU programmes and the HyperDeploy methodology depend on.