Business Banking Program

Challenge

A financial institution needed to modernize business banking offerings for business members. Teams (IT, Digital Banking, Lending, Operations, Marketing, Risk, Training, and more) had no unified framework or centralized reporting, and there was no PMO leadership after organizational changes.

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Executives couldn't track progress. Teams duplicated efforts. Dependencies were invisible until they caused delays.

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I was brought on as a consultant to provide immediate program leadership and keep multiple initiatives moving forward.

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Approach

I designed a multi-phase program structure with centralized governance:

MULTI-PHASE PROGRAM ROADMAP

Framework includes:

• Aligned delivery across 10 workstreams
• Phase-based approval gates
• Clear deliverables per phase

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SMARTSHEET PORTFOLIO SYSTEM

Centralized dashboard showing:

• Real-time health across all 10 workstreams (red/yellow/green)
• Phase status and readiness for gate approvals
• RAID logs consolidated across program
• Milestone forecasting and critical path visibility
• Dependency and approval gate trackers

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GOVERNANCE MODEL

Meeting cadence:

• Weekly workstream check-ins (30 min each, issues surfaced early)
• Biweekly cross-functional sync (dependency coordination)
• Monthly executive steering (strategic decisions, not status)

Phase-gate approval framework:

• Clear criteria for Phase 1 → Phase 2 transition
• Readiness assessment template

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Outcome

✅ 10 workstreams coordinated across 20+ departments and 40+ stakeholders

✅ Executive visibility restored (entire program status in one dashboard)

✅ Meeting time reduced 40% (status automated, meetings focused on decisions)

✅ 10+ concurrent projects maintained while building new program structure

✅ Repeatable governance framework

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Testimonial

"Taylor played a pivotal role in providing a structured framework that kept all activities organized and on track within a strict, non-negotiable timeline. Under intense time pressure and limited flexibility, Taylor demonstrated not only exceptional technical proficiency but also outstanding interpersonal skills."

— Irving Bustillo

Chief Lending Officer

Latino Community Credit Union

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Long-Term Impact

Decision-making improved:

• Executive approvals reduced from 2-week email threads to same-day decisions
• Risk and Compliance engaged at design phase vs. implementation

Reduced surprises:

• Dependency tracker surfaced 10+ conflicts before they caused delays
• RAID log discipline meant executives were never blindsided
• Early warning system for resource conflicts across the portfolio

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Deliverables

PROGRAM FOUNDATION:

• Program charter with scope, goals, and success criteria
• 3-phase roadmap with clear deliverables per phase
• 10 workstream plans with owners, timelines, and dependencies
• RACI matrix (program, workstream, and initiative levels)

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PORTFOLIO INFRASTRUCTURE:

• Smartsheet program dashboard (executive view)
• 10 workstream dashboards (tactical view)
• Consolidated RAID log with escalation triggers
• Dependency tracker with auto-alerts for blockers

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GOVERNANCE DOCUMENTATION:

• Governance playbook (roles, meeting cadence, escalation paths)
• Decision log template for executive steering
• Weekly/monthly reporting templates

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Tools

• Smartsheet (program portfolio, dashboards, automation)
• SharePoint (document repository and collaboration)
• Microsoft Teams (instant messaging, virtual workstream meetings, meeting recordings)
• PowerPoint (executive presentations)

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WHAT THIS MEANS FOR YOUR ORGANIZATION

If you're managing a complex initiative across multiple departments

with no centralized governance or visibility:

→ 10+ workstreams can be coordinated without adding layers of bureaucracy — the right structure actually reduces meeting time

→ Dependency conflicts surface before they cause delays when you have real-time tracking across the program

→ Executive approvals move from 2-week email threads to same-day decisions with the right governance framework

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Book a discovery call to discuss your program complexity and coordination challenges.

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Some names, data, and organizational details have been altered or omitted to protect confidentiality. The structure and outcomes reflect the original engagement.