PMO for Stratetegic Sustainability Transformation

Established and led the Programme Management Office supporting Deloitte Netherlands' Sustainability Strategic Growth Programme, creating the governance, reporting, and commercial operating rhythm that enabled coordinated execution across five strategic workstreams.

Deloitte Netherlands

Business Context

Deloitte Netherlands launched its Sustainability Strategic Growth Programme to embed sustainability across the firm's service offerings and strengthen its market position. Delivering this ambition required enterprise-wide governance, coordinated execution, and alignment across multiple business units. A dedicated PMO was established to turn strategy into delivery.

The Challenge

The programme was launched without a fully established governance model and operating framework. Sustainability was also an emerging business priority, requiring significant stakeholder alignment, new ways of working, and structured coordination across five strategic workstreams.

My Role

As Programme Manager and PMO Lead, I established the Programme Management Office, designed the governance framework, and coordinated programme delivery. Working closely with senior leadership and delivery teams, I translated strategic objectives into an operating model that supoorted execution, commercial growth, and long-term programme success.

My Approach

I positioned the PMO as the delivery engine behind the transformation by:

  • Establishing the governance framework, operating model, and programme roadmap.

  • Implementing governance standards, delivery controls, and risk management across five workstreams.

  • Creating executive reporting and a commercial opportunity dashboard to improve portfolio visibility.

  • Introducing governance cadences, including win-board sessions, executive reporting, and Steering Committee meetings.

  • Driving stakeholder alignment and consistent programme execution across the organisation.

Outcomes

✔ Sustainability opportunity pipeline grew from €3M to €70M

✔ Governance established across five strategic workstreams

✔ Executive reporting and portfolio visibility introduced

✔ Structured commercial pipeline supporting go-to-market execution

✔ Operating rhythms that improved programme coordination and executive decision-making.