Context
The UK’s largest fibre deployment company needed to overhaul its reporting ecosystem and PMO function. Operating under mandate from a Tier 1 fibre infrastructure client, the organisation was producing 35+ weekly reports — over 80% of which required manual production steps — with significant data inconsistency and governance gaps undermining decision-making.
The challenge
The reporting function had grown organically, resulting in duplicated efforts, inconsistent data sources, underutilised BI platforms, and no clear governance framework. Leadership lacked the decision-grade reporting they needed, and the PMO function was operating reactively rather than strategically.
What we did
We conducted discovery across 12+ stakeholders spanning operations, HR, health and safety, business analysis, and IT. We audited all 35+ weekly reports and identified 7 systemic gaps across data inconsistency, governance disconnects, and platform underutilisation.
We designed and delivered a prioritised transformation roadmap of 30+ initiatives across three implementation waves, covering process and workflow improvements, governance frameworks, and report and dashboard redesign. We developed a Minimum Viable Governance framework — 2 forums, 4 artefacts, named owners — implementable within 2 weeks.
We redesigned executive reporting artefacts with decision-led storytelling and exception-first design, and created a Data & Reporting maturity model benchmarked against sector peers.
Results
- Delivered a 30+ initiative transformation roadmap across 3 prioritised implementation waves
- Identified 7 systemic gaps and designed targeted interventions for each
- Created a governance framework deployable in 2 weeks, establishing ownership and cadence where none existed
- Redesigned executive reporting to provide decision-grade output for senior leadership and the Tier 1 client
Related service areas: Transformation