Tom Priddle

WORK HISTORY

EDUCATION

SKILLS

ABOUT TOM PRIDDLE

Hi, my names Tom. Typically, when I\'m asked to come into a business is because key stakeholders are struggling with: Digital transformations running months behind schedule with no clear recovery plan Agile teams moving fast but in completely different directions Board pressure for ROI visibility while delivery metrics tell conflicting stories Siloed departments blocking progress on critical customer initiativesSound familiar? I\'ve been exactly where you are.Here\'s what\'s really happening in digital transformation programmes: Most delivery leaders focus onagile processes over business outcomes. They implement frameworks without understandingcommercial context. They manage project tasks instead of enabling cross-functional teams. They report on team velocity while stakeholder confidence and revenue generation stagnate.I take a different approach to programme managementI start by understanding your specific business pressures whether that\'s customer retention challenges, regulatory compliance deadlines, or competitive market threats. Then I build delivery capabilities and agile frameworks that directly serve those commercial needs through strategic stakeholder management.At Marks & Spencer, I didn\'t just manage \"digital transformation projects\" I delivered personalisedexperiences that drove incremental revenue while reducing operational costs. At Legal & GeneralInvestment Management, I didn\'t just \"implement agile delivery\", I created fund management capabilities that unlocked billions in business value through cross-functional team optimisation.What sets me apart in programme deliveryI\'ve held budget management accountability for multi-million pound transformation programmes, so I think like a business leader first, delivery expert second. I\'ve facilitated PI planning events for hundreds of people across EMEA markets, so I know how to align diverse stakeholders around shared outcomes.I\'ve worked across retail giants, financial services institutions, and automotive innovators, so Iunderstand how different industries create value through digital transformation.The result? Agile teams that deliver predictably. Stakeholders who trust the delivery process. Technology solutions that actually serve business strategy. Digital transformations that stick and generate sustainable revenue.If you\'re tired of agile delivery theatre and ready for genuine business impact, let\'s discuss howproven programme management can turn your strategic vision into competitive advantage througheffective stakeholder management.