The Board of a Regulatory Body of approximately 60 people was struggling to keep track of multiple projects and the associated costs, necessary to understand the progress of high-risk and high-value projects. The organisation had a history of using external consultants to build systems to enable reporting to the board on major projects. Unfortunately, the systems were not working as they should. Staff lacked confidence in the systems and were using disparate methods to provide project reporting to the Board. Staff were cynical about further initiatives, and were concerned that management would impose a new system from the top down. Merielle Ghali was asked to lead an internal project team to improve oversight of all projects, large and small scale. A combination of: A consultative, collaborative approach that involved asking individuals what did and did not work in prior systems Analysis of processes and day to day working practices led to the development of a new solution. The new solution blended Prince 2 project management methodology with bespoke processes geared towards the needs of the organisation. The Board received regular highlight reports detailing project activity, along with Risks and Issue registers. Merielle built a Programme Office (PMO) using in-house staff to implement the new system, and support colleagues. This ensured buy-in across the organisation. The new solution was delivered within three months, from inception to business as usual. Individuals benefited from the visibility of project push and pull points, which the Board were able to see across all projects to make the right decisions.