Turning Compliance into Capability
The aerospace sector faces growing pressure to meet strict regulatory requirements while staying competitive and cost-effective. For one major player, this came to a head with an European Union Aviation Safety Agency - EASA mandate demanding complete and accurate technical documentation—on time, and fully aligned with aircraft configurations.
The stakes were high. Not just regulatory approval, but reputational risk, customer satisfaction, and operational costs.
I was brought in to lead the program governance and project management activities for a key initiative within the wider transformation strategy. This meant structuring a cross-functional transformation while keeping all teams—from engineering to services—aligned, informed, and engaged.
The Challenge
A Mandate Wrapped in Complexity
The transformation context was chaotic. Strategic shifts were frequent. Execution was fragmented. And the burden of change fell on teams already stretched thin.
Some of the core challenges we faced:
- Shifting strategy and moving goalposts that required rethinking project scope and priorities—multiple times
- Siloed functions and unclear roles between Engineering (ET) and Services (ES) teams
- Tool and process obsolescence, putting delivery timelines and certification success at risk
- Lack of trust and overcomplex governance, causing fatigue and confusion
- Training gaps, with people ill-equipped to adopt the new processes and tools being deployed
Our Approach
From Chaos to Cohesion
As the PMO lead, I structured the initiative into three core tracks, combining strategic clarity with on-the-ground traction.
1. Program Structuring & Governance
- Defined and updated the Development Plan, work package structure, and macro/micro-level planning
- Designed and led project milestones (Gates, SteerCo, and certification prep)
- Built custom reporting tools, weekly/bi-weekly action dashboards, R&O matrices, and stakeholder comms kits
- Set up and animated multi-program alignment routines across operational and strategic streams
2. Performance Monitoring & Business Case
- Led the definition and tracking of KPIs: EVM, budget adherence, transformation impact
- Managed actuals vs. forecast tracking, with routine financial oversight and monthly reporting
- Co-built and maintained the Business Case for the project and the overarching global transformation
- Delivered a visual integrated planning system to align transformation steps with operational program milestones
3. Change Enablement & Capability Building
- Co-designed and deployed a training deployment strategy: 40+ sessions, 3 audience types, and 86% avg. satisfaction
- Defined new roles, missions, and upskilling pathways (e.g., MFT Leader, Configuration Coordinator)
- Created an onboarding kit, training paths, qualification frameworks, and tools for internal trainers
- Built and animated a Change Maker Network, complete with R&Rs, performance monitoring, and support routines
What We Delivered
✅ Governance & Coordination Tools
- Visual Roadmaps & Dashboards
- Reporting templates and actuals tracking
- Risk & Opportunity matrix
- Program-level comms packs and gate preparation kits
✅ Performance & Value Tracking
- Business Case validated and maintained
- Monthly financial routines in place
- EVM tracking launched and used for strategic reviews
- Operational dashboards connecting transformation with delivery cadence
✅ Training & Change Management
- 40+ training sessions delivered (with specialized streams: tech data, change, pedagogy)
- Change agent strategy deployed and monitored
- Role definition and onboarding for new program structures
- Continuous feedback from operational teams and change network
The Impact
Despite the project’s ever-shifting strategic landscape, we reached critical milestones, including:
- Gate 5 validation and pre-deployment readiness
- Structured handover of all PMO tools and reporting kits for continuity
- Increased program visibility, with transformation activities no longer “invisible” to operational teams
- High engagement during training and support rollout, even in a fatigued and skeptical environment
It wasn’t just about delivery. It was about restoring alignment and confidence in a mission that many had started to doubt.
Reflections
This project was one of the most challenging, fragmented, and politically charged I’ve worked on.
The ambition was huge. But strategy changed constantly, coordination lacked consistency, and many key decisions were reversed or re-scoped after months of work.
➡️ In short, textbook transformation dysfunction.
Still, the experience taught me:
- How to lead through turbulence without losing focus
- How to design flexible governance that adapts to evolving priorities
- And most of all, how critical human energy and trust are when you’re trying to make real change happen in a legacy-heavy environment
Meta Description
How cross-program coordination, governance routines, and structured PMO enabled an aerospace leader to move forward with a complex regulatory transformation despite shifting strategies and deep organizational fatigue.