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Tudor Hilcu THG Conseil
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Project leadership. Projects that move at the planned pace, decisions taken on time

“My projects keep slipping.”

Each team keeps its own plan, but nobody holds the whole. Steering meetings follow one another and decisions get lost between them. On paper, the announced date still holds; the budget is already drifting.

Contact meMethod and gains: Structuring

By phone, WhatsApp or email. A complimentary first conversation by phone, in confidence, within 48 hours.

Format

One to two days a week

Part-time PMO, at your side: your committees, plan and budget, held every week.

What I do

  1. 01

    from the next meeting

    I take over before I change anything. I pick up your committees and tools as they are and chair the next meeting. I change nothing until I understand why things are the way they are.

  2. 02

    every week

    I set up governance that decides. Steering committee, supplier reviews, escalation: an agenda, decisions in writing, actions followed through, and a one-page dashboard read every week.

  3. 03

    I restore the master plan and the budget. Milestones, dependencies between teams and suppliers, major risks and contingency plans; commitments, forecasts and variances tracked with your financial control.

  4. 04

    daily committee during cutover

    I prepare the go-live. Decision criteria written well in advance, a rollback plan ready, a daily committee during cutover, then support after go-live.

  5. 05

    I hand over. Your teams keep the tools, the routines and the dashboard after I leave.

What you get

  • Governance and committees that decide, with their calendar
  • The master plan and its critical path
  • The risk and decision log
  • The weekly dashboard, on one page
  • The go-live checklist and its decision criteria

Targets

  • 30-day target: 1 master plan and 1 decision log, updated every week.
  • 90-day target: 8 milestones out of 10 met on the announced date.
  • From my track record: 21 teams and 5 partners coordinated on a single programme.The Walt Disney Company, 2024-2025

A target is something to aim for, not a promise: it is measured in your business, from your own baseline.

Format

I act as PMO inside your company, for the length of the project or of a phase. Contract directly with THG Conseil, or through your approved supplier. Fees on request.

From my track record

Assignments delivered for major groups, as PMO, project manager (PM) and programme director:

  • The Walt Disney Company: An ERP and a WMS led from design through to live operations, with around twenty teams and several partners.
  • TotalEnergies: Critical go-lives: a daily steering committee, rollback plans, post-go-live support.
  • GRDF: The portfolio and capacity plan of several units in one domain.
Read the assignment file: A supply chain transformed, held by finance as much as by the plan The Walt Disney Company · 2024-2025
  • Governance
  • Budget
  • ERP and WMS
  • Go-live
  • Contracts and SLAs

A supply chain transformed, held by finance as much as by the plan

Assignment delivered for:
The Walt Disney Company
Period:
January 2024 to March 2025
Roles held:
PMO / PM and programme director, ERP and WMS

The stakes

Modernise logistics and finance operations with an Oracle ERP and a Blue Yonder WMS, five partners and twenty-one teams, in a largely English-speaking environment, then stabilise everything once live.

  • 21 teamscoordinated on the programme
  • 5 partnersCapgemini, Oracle, Globant, Blue Yonder, Fives

What I was responsible for

  • Coordination of 21 teams and 5 partners (Capgemini, Oracle, Globant, Blue Yonder, Fives), roadmaps and interdependent roll-outs.
  • The budget, working directly with financial control: forecasts, accruals, sign-offs, payments, receipts, contract approvals, decision indicators.
  • Vendor selection and partner contracts: negotiation of costs, critical milestones and the build and run scopes, SLAs, a quality assurance plan and a security assurance plan, so that penalties or refunds could be claimed, or a contract exited.
  • Programme steering and executive committees, and a single documentation and methods framework, adopted by every team.
  • Live operations: prioritised fixes, remediation plans after major incidents, trade-offs between maintenance, fixes and enhancements.

Result

A success: the Oracle ERP and the Blue Yonder WMS delivered and put live, then stabilised in operation; 21 teams and 5 partners held to a single framework, in a largely English-speaking environment.

The lesson

A multi-partner programme is held by its finances. A direct, regular link between the programme and financial control stops variances being discovered at year end.

See the four references

Going further

To be precise

Depending on the size of the project, I hold governance, budget and critical path alongside your project director, who keeps the trade-offs, or I run the steering for a transition period, while you keep the decisions. With my clients, I have held the roles of PMO, project manager (PM) and programme director.

What I don’t do

  • I am not a vendor’s functional consultant, I don’t write code and I don’t replace your integrator. I steer.
  • I sell no software and take no commission, discount or benefit from any vendor, supplier or financial institution.

Is the date getting close?

Tell me where your project stands: the date, the budget, what is blocking. The first conversation is complimentary.

Contact me

A complimentary first conversation by phone, in confidence, within 48 hours.

Or call me on +33 6 74 86 88 70, or message me on WhatsApp, or email contact@thgconseil.fr.

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