Launch & project delivery · for supplier, agency and third-party management

Four agencies.
Zero accountability.

Brand, web, media, PR: each excellent, each billing, each waiting on something the others were meant to send. The retainer total is easy to find; the single plan they're all working to does not exist. Somebody has to hold the whole thing. At the moment, that's you.

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The offer, so you don't have to scroll: one owner across every supplier, on your side of the table.

£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
20+
years of delivery, from BT
programmes to solo launches
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

Thursday. All day.

The brand refresh is “nearly there.” The website is “waiting on brand.” The photographer has invoiced for a shoot nobody can prove was briefed. The PR agency is drafting an announcement for a launch date the web agency hasn't agreed to.

Each supplier is responsive. To you. You have become the integration layer between four companies, none of whom pay you, all of whom bill you. Your Thursday is their weekly sync, minus the sync.

In the same hour, two emails: one agency “just flagging” a delay caused by another agency, and the other “circling back” on a dependency they say was never theirs. Both are polite. Both are probably right. That's the problem.

The quiet math of retainer blur
Four retainers, one outcome, no single owner: overlaps get paid twice, gaps get paid for by you at change-request rates, and the timeline is whatever the slowest dependency says. You're not buying agencies any more. You're running them, unpaid.
Supplier, agency & third-party management
Four companies, one invoice each, zero sync. · brand scene

I've been the buyer holding the programme budget: choosing the suppliers, writing the scopes, cancelling the ones who drift. The best money I ever spent wasn't on another agency; it was on making the existing ones behave like one team.

Suppliers don't need managing. The whole thing needs owning.

The turn

Multi-supplier projects don't fail on talent. They fail on the seams between the contracts.

Every handoff is a place a deliverable can wait a week and a bill can grow by a change request. Someone on your side of the table has to hold the one plan, or the plan becomes whatever happens.

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 Pattern

One call, four companies

The first move is always the same: four suppliers, one call, thirty minutes, one shared plan on screen. You can watch the change-requests halve in real time. Not because anyone was padding; because nobody could see the seams. The pattern works every time; the details change.

Put the seams on one screen.
The Receipt

The client chair

I've held the £2m programme budget: writing the scopes, running the reviews, cancelling the drifters. The best money I ever spent wasn't on another agency; it was on making the existing ones behave like one team. Someone has to sit on the client side of the table with the whole picture. That seat shouldn't be the MD's, part-time.

Someone must hold the whole thing. On purpose.
The Pattern

The unbilled shoot

The pattern that ends friendships: the photographer invoices for a shoot nobody can prove was briefed. Both sides are right; the brief lived in a call, a DM and good vibes. Suppliers aren't managed by contracts alone; they're managed by one plan they can all see.

If it isn't written, it wasn't agreed.
Who's running your project

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

i.

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 Launch Room: proof in public
The offer

The same offer I make on every call.

✓ What the 20 minutes is

You bring the supplier list and the outcome; I'll hold the one plan they all work to, and be the person who challenges the change requests. 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
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Real engagements

How the work arrived.

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

Corporate Traveller logo
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 team, out of four companies.

One plan, one owner, on your side of the table. Dependencies surfaced, change requests challenged, retainers pointed at the same outcome.

Book the 20-minute call

You'll know inside ten minutes. · Every number on this page is verifiable.