Launch & project delivery · for projects that need structure and finishing

It started well.
Now it needs finishing.

Kickoff was great. The plan existed once; you're fairly sure. Now the tracker says one thing, the chat says another, and the date has moved twice without anyone deciding to move it. Nobody quit. It just… spread. It needs one person to say what's left, in order, and own it to done.

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The offer, so you don't have to scroll: week one, you get the one-page truth of what's left.

20+

years of delivery, from BT
programmes to solo launches

£2m

programme budget held
on the buyer's side of the table

£1.5m

largest single deal at BT
biggest in the division's history

232

course sales from a launch
I built and ran myself, in 4 months

Every number on this page is verifiable. My sales managers at BT and Croner will take your call.

You already know this story

Somewhere in month four.

There was a plan. A good one: a workshop, a board full of stickies, momentum. Then a key person left, or the busy season hit, or a supplier slipped “just two weeks,” and the plan quietly became a set of habits.

Now the work happens in threads with names like “quick q” and “circling back.” The tracker exists and is updated by exactly one person, who is on leave. Nobody can say what's left, only what's been discussed.

The moment you knew: someone asked “what's actually left?”, and the honest answer was a sigh. Not because people aren't working. Because the work stopped adding up to anything.

The quiet math of the zombie project

A stalled project doesn't stop costing: salaries still attend the meetings, licences still renew, and the payoff stays one more push away, permanently. The cheapest month of this project is the one where it gets finished, or honestly killed.

The wall, mid-honesty. · brand scene

Here's what I've learned restarting these: it's rarely an effort problem. It's that nobody owns the single list. Effort without a list is just motion, and everyone can feel it, which is why the energy dropped.

Most stalled projects don't need a hero. They need one person, one page, and a date.

The turn

Stalled projects don't need more effort. They need the truth, written down, with names on it.

What's left. In what order. Whose it is. When it's due. Four answers, one page, and the nerve to put it in writing. A finish is just a start that someone stayed accountable to.

Stories from the room

Three scenes you'll recognise.

Twenty years of projects, told honestly. The Receipt stories are mine and verifiable. The Pattern stories are composites: details changed, lessons intact.

The Receipt

Rewritten Mondays

The 232-sales launch had a plan behind it, and I rewrote that one page more Mondays than I'd like to admit. Not because the plan was wrong; because the week was. The page survived because it was one page. Plans people can't rewrite are plans people abandon.

A plan you can't update is a plan you won't keep.

The Pattern

The tracker's only friend

The stalled project's tracker, updated faithfully by exactly one person, who then goes on leave. The project doesn't collapse; it evaporates. Work continues in threads called “quick q.” Nothing dies; nothing lands. Rescue starts with one page and the nerve to say what's actually left.

One person's spreadsheet isn't a system.

The Receipt

Twenty years of last 10%s

Twenty years in, I can tell you the rescue is always the same shape: a restart disguised as a continuation. Someone writes what's left, in order, with names. The room argues, then exhales. The last 10% moves in weeks. It has never once been about effort.

Finishing is a decision with a date.

Who's running your project

Jamie Sonnex, on a first-name basis with every seat at this table.

The operator

Twenty years running enterprise programmes at BT scale. £1.5m largest single deal; critical paths, steering groups and real dates, held for a full year at 100% of target.

ii.

The launcher

I've run the whole launch myself (platform, emails, ads, checkout): 232 course sales in four months. I know what every week of that calendar feels like from the inside.

iii.

The buyer

I've held the £2m programme budget on the other side of the table: writing the scopes, choosing the suppliers, cancelling the ones who drift. I know what "nearly there" means from both chairs.

iv.

The closer

Projects end in decisions: sign-off, buy-in, adoption. Twenty years of getting to yes without pressure means the decision actually gets made, in writing, and stays made.

"I run projects the way I wanted them run when I held the budget. That's not a slogan; it's a specification, learned from the most expensive seat in the room."

The standard

How I deliver: the whole method in four lines.

Week one

The one-page plan

Everything that's left, in order, with an owner and a date on every line. One page: if it doesn't fit, the plan isn't finished. Everyone can see what "done" means, including you.

Every day

One owner per workstream

Every line has a name against it, mostly mine. Status is offered before it's asked for, so nobody spends their week chasing updates that never arrive.

Every week

The dashboard tells the truth

Red, amber, green, without the politics. Bad news travels in 24 hours; good news waits for the weekly. A plan nobody trusts is worse than no plan at all.

The result

Delivered, handed over, documented

Go-live is the midpoint, not the finish line. Handover pack, walkthrough, and a team that knows exactly what happens on day 31, because delivery that doesn't stick isn't delivery.

The receipts

Anyone can claim. This brand exists to prove.

The numbers above, the launches behind them, and a public ledger of the whole journey: applications, rejections, results, lessons. The highlight reel is boring; the delivery is the evidence.

The offer

The same offer I make on every call.

✓ What the 20 minutes is

You bring the project, in whatever state it's in; I'll tell you what's actually left, what it's worth, and the fastest honest route to done. If I can't help, I'll say so and point you somewhere better.

✗ What it isn't

A pitch. There's nothing to buy on the call except a decision, and you'll know inside ten minutes whether I'm the person to run this.

The Launch Deal

Bring me the project. I'll bring the structure, and stay until it's delivered.

Week one: your project audited into a one-page plan of what's left, in order, owned and dated
I run the workstreams, suppliers and chase-lists so your team can do their day jobs
One dashboard, one weekly report: no surprises, no jargon, no 40-slide updates
Launched means launched: handover pack, documentation, and a team that knows what's next

Book the 20-minute call

Real engagements

How the work arrived.

Start to finish: how the client was found, the need proved, the option proposed, the work delivered.

Corporate travel, sold at Corporate Traveller (Flight Centre Group) · flights, hotels, car, pick-ups

The travel spend nobody owned.

Found

Cold outreach. A first call, and a need surfaced.

Proved

The first meeting found the real pain: company travel booked everywhere, priced nowhere, owned by no one.

Proposed

One travel programme: flights, hotels, car, pick-ups. Options, priced, comparable.

Delivered

Introduced to the internal team and account managed, not sold and abandoned. Corporate invites followed.

Cold outreach to account-managedOne programme, one number

Last line

One page, one owner, one date.
Let's finish it.

In week one you'll have the truth of what's left, in order, with names on it. From there it's just work, the kind that ends.