A federal ministry digitizes 100+ public services for 13M+ residents on a $30M+ program

The situation

A federal government ministry in the Middle East launched a multi-year, $30M+ program to digitize and automate over 100 public services across multiple service towers and citizen channels, serving 13M+ residents. Delivery was structured as a consortium of five vendors operating under five distinct contracts, with roughly 150 resources across the consortium. The sponsor was the ministry itself, which meant the steering committee needed unified team language from the consortium, not internal disputes presented as governance.

What we delivered

Our founder led the PMO across the eight workstreams as Senior PMO Lead. Delivery performance management runs against a documented baseline, a weekly status cadence, and a RAID log maintained against primary-source evidence rather than vendor-reported metrics. Quality and acceptance governance agrees acceptance criteria in writing with the relevant ministry counterpart before development starts, not after. Commercial and financial control validates vendor financial statements and invoicing against agreed rate cards and resource plans. Audience-filtered reporting presents the same facts differently to the steering committee, to vendor counterparts, and to internal delivery leadership.

The result

The program remains in active delivery, currently digitizing and automating 100+ public services for 13M+ users across multiple channels. Delivery cadence, acceptance discipline, and commercial control are maintained across five concurrent vendor contracts. Steering committee reporting runs on a unified, sourced basis. Escalation paths route correctly.

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