Failed technology implementations, vendor disputes, delivery crises, and program collapses. David has restructured a $160M distressed project to full financial recovery. When a program is in crisis, you need someone who has been inside one before.
Technology programs fail in predictable patterns: scope creep without governance, vendor misalignment, stakeholder conflict, missing accountability, and leadership teams that can't hear the truth from their own people. By the time the program is visibly in crisis, the damage is already significant.
Most consultants who "help with troubled projects" add more process, more reporting, and more meetings. What a distressed program actually needs is an experienced operator who can assess the situation quickly, make hard decisions, and execute through the friction.
The program had been in recovery mode for eight months before David was engaged. Three previous recovery attempts had each produced a new plan that was never executed. The vendor relationship had deteriorated to formal dispute. Executive confidence in the program leadership was gone.
Within 90 days: the vendor dispute was resolved without litigation, the program was restructured with a new governance model, and the fourth go-live executed successfully. Full financial recovery was achieved within 18 months of the engagement.