Project Delivery Advisory

Many consultancies struggle not because strong PMs aren’t available, but because their internal approach to defining roles, assessing capability and structuring interviews isn’t aligned with the reality of the PM market. The result is missed talent, misaligned expectations, and hiring decisions that don’t align with delivery need.

Don’t worry about sounding professional. Sound like you. There are over 1.5 billion websites out there, but your story is what’s going to separate this one from the rest. If you read the words back and don’t hear your own voice in your head, that’s a good sign you still have more work to do.

Advising with perspective

We support organisations in reshaping the way they think about Project Manager appointments. That means helping define roles clearly, aligning expectations with capability, and ensuring that assessments genuinely measure what “good” looks like in consultancy delivery environments.

What this work typically includes

  • clarity around PM role design and competencies

  • defining what success looks like at APM, PM, SPM and AD

  • structuring interview processes to assess delivery reality, not theoretical capability

  • aligning expectations internally between leadership, HR and delivery teams

Why this matters

Better structure leads to:

  • better understanding of the talent landscape

  • clearer expectations for both candidates and hiring teams

  • stronger hiring decisions

  • reduced frustration on both sides

Because this advisory work is grounded in lived consultancy PM experience, the guidance isn’t abstract. It’s shaped by an understanding of how roles actually operate day-to-day.

If you want to strengthen the way your organisation attracts and evaluates PM talent, we can help you build something robust, practical and trusted.