What PlaceSense does
I have briefed ministers, advised expert panels, worked with local authority leaders, and sat alongside delivery partners trying to make national intentions work locally. The technical work matters. But in my experience the thing that determines whether a programme succeeds is political and stakeholder handling: who needs to be aligned, when, and how. That thread runs through everything PlaceSense does.
Building the investment case
Business cases (SOC, OBC, FBC), funding applications, economic modelling, estate strategy
I have written Green Book cases that secured HM Treasury approval and Scottish Government funding, and sat on the approving side at both DfE and MHCLG. I know what passes and why. The same grounding covers economic modelling, targeted funding applications, and estate strategy: I held responsibility for the entire school estate in England and led estate analysis across the national building safety programme.
Defining and protecting value
Theory of Change, value workshops, value frameworks, benefits realisation strategy and plan.
Most programmes know what they want to build. Fewer can say clearly why it matters, to whom, and how they will know if it worked. This work covers the full chain: from Theory of Change and value definition at the outset through to the benefits realisation plan that holds the programme accountable for what it promised.
Setting programmes up to succeed
Programme setup, PMO setup, assurance reviews, governance reviews.
I have mobilised a £1bn national fund in six weeks and built governance for a new national professional body from nothing. Whether setting up a programme from scratch, reviewing governance that isn't working, or providing independent assurance at a critical moment, the goal is structures that give leaders confidence without adding process weight.
Public and private: working better together
Market engagement strategy, evaluation support, strategic procurement advice, bid strategy, independent bid reviews.
Public procurement works best when both sides understand each other. Most don't. I have run major procurements from inside public sector teams and led bids from the other side. I can help public clients design better processes and build evaluation frameworks that find the right supplier. I can help private sector organisations sharpen their positioning and stress-test submissions before they go in.