INSIGHTS

Ogier

CBO were engaged prior to deal signing to establish and deliver an IT change programme aimed at separating the fiduciary elements of Ogier due to the sale of the business (400 staff / 10 jurisdictions).

Initially this involved development of an appropriate governance model, input into the Transitionary Services Agreement and formation of the programme of 37 projects required to deliver the change before moving on to the day-to-day management of the programme.

For the past 14 months CBO has managed the programme through consistent use of the agreed governance, through rigorous management of project managers and their deliverables, and through development and communication of rolling detailed plans, roadmaps and transition plans.

The programme is has now completed and has been delivered several months early.

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