Business Transformation · Programme Assurance · Organisational Network Analysis (ONA)
I'm Ru Barlow. For 29+ years I've led large finance operations and given independent assurance and challenge on major ERP and finance transformation programmes, in the public and private sectors. I keep business-as-usual running while the change gets delivered. I'm also an Organisational Network Analysis (ONA) specialist, so change is built around how the organisation really works.
Talk to me about your programmeSee the resultsFigures as reported on the programmes I led or supported.
Interim, fixed-term or project engagements, directly or via agency.
Independent assurance and challenge over major programmes, with clear assurance reporting to senior leaders and boards.
Target operating model design, "as is / to be" process redesign, Lean / Six Sigma, and running BAU and change side by side.
Oracle, Oracle R12 and SAP programmes, from process design and controls to readiness and re-implementation.
Project management, governance frameworks, KPIs and service reporting packs that keep programmes on track.
Process, controls and value-for-money reviews of P2P, OTC, payroll, treasury and shared services, including SOX / JSOX and audit liaison.
Stronger governance, internal controls and value for money on public-sector spend and finance recovery.
ONA maps how work, information and influence really flow between people and teams, not just what the org chart says. It reveals bottlenecks, key connectors and hidden risks, so transformation and assurance target the real organisation.
Challenge, approach and outcome.
Peel Ports Group · Port of Liverpool
Birmingham City Council
NHS Property Services
Hitachi Europe
Travelex
Autoglass (Belron Group)
Map the "as is" with the people who run it every day, using Organisational Network Analysis (ONA) to see how work and decisions really flow.
Independent, evidence-based challenge on scope, controls and value for money.
A "to be" process, target operating model and governance that fit.
Run BAU and transformation together, with KPIs from day one.
Clear reporting so senior leaders know exactly where the programme stands.
I'm a senior finance transformation and assurance leader with 29+ years in the public and private sectors. I've run AP, AR, Payroll, Pensions, Treasury and shared services, set up and moved SSCs to India, the Czech Republic and within the UK, and sat on senior leadership teams at NHS Property Services, Travelex, Autoglass and Birmingham City Council. I started out as a Combat Medic in the Royal Army Medical Corps, and I still bridge frontline teams and senior stakeholders. Outside work, I'm an international compound archer.
High-profile programmes where published reviews found weak governance, control or assurance. Every figure links to its public source.
Local government · ERP
c.£19m → £170m+
Originally expected to cost £19m; reported to have cost more than £170m (BBC News). Approved programme budget across 2018/19–2025/26: £131m (The Register).
Lesson: independent reviews cited poor governance, risk controls and in-house expertise. Go-live readiness needs independent challenge.
Local government · ERP
£2.6m → c.£41m
Budget agreed in 2019 of £2.6m; total estimated cost now around £41m, more than 15 times the original, and five years late (The Register).
Lesson: auditors noted weaknesses in budgeting, governance and risk management. Baseline the full cost before committing.
Banking · IT migration
£330m + £48.65m fine
Migration costs of £330m in 2018 (The Guardian); FCA and PRA fines of £48.65m (FCA).
Lesson: regulators found TSB failed to organise and control the programme adequately or manage outsourcing risk.
Health · national IT
£9.8bn forecast cost
Forecast cost of £9.8bn, still rising, with benefits to March 2012 of £3.7bn, about half the costs incurred (Public Accounts Committee).
Lesson: the department acknowledged too little attention was paid to securing benefits. Assure benefits, not just delivery.
Transport · infrastructure
£545m → £835.7m
Budget of £545m for the full line; best estimate of £835.7m for a shortened line, opened years late (Edinburgh Tram Inquiry).
Lesson: the inquiry found a "litany of avoidable failures" (BBC). Reported costs must be complete and accurate.
Transport · infrastructure
£14.8bn → £17.6bn
Funding rose by £2.8bn and the December 2018 opening was missed (National Audit Office).
Lesson: the NAO pointed to an unrealistic schedule and sponsors' limited oversight. Assurance must test the plan, not just report against it.
Central government · digital
£40.1m written off
IT assets worth £40.1m written off, with a further £91m written down over five years (National Audit Office).
Lesson: the NAO found early progress was not value for money (NAO). Early independent review saves sunk cost.
Retail · ERP
c.€500m, abandoned
Stopped in 2018 after seven years; industry estimates put the investment at around €500m (heise online).
Lesson: heavy customisation to fit existing practice raised cost and complexity. Challenge scope and fit early.
The pattern is the same each time: optimistic plans, incomplete reporting and too little independent challenge. Independent programme assurance gives boards an honest view of delivery confidence early, while there's still time to act. Talk to me about assurance for your programme.
Available for interim, fixed-term and assurance engagements.
ru@transformationassurance.comConnect on LinkedIn