Global Leadership Development
Localisation Programme
WHAT MADE IT COMPLEX?
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Programme included English development and a four-phase translation delivery plan.
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Delivery involved high turnover, changing expectations and multiple departments.
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Client reviewers and internal production teams needed a clearer process for multilingual asset delivery.
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Budget visibility was limited because internal resource data and Oracle budget reporting were not linked.
my responsibility
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Managed the four-phase translation programme after joining midway through English development.
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Coordinated reviewers, translators, production teams and internal stakeholders.
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Owned forecasting, budget tracking, resource planning and delivery governance.
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Created trackers and process guidance to improve translation delivery control.
IMPACT
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Improved profitability from -2% to 74%.
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Created budget and resource trackers linking internal resource planning with Oracle budget tools.
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Used daily reviews to identify where hours needed to be reallocated.
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Created translation trackers and process guides that became the basis for other PMO tools later used across the EMEA PMO team.
LESSONS LEARNED
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Commercial recovery depends on clear visibility of planned effort, actual effort and remaining scope.
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Reviewer onboarding is essential in multilingual programmes because unclear review expectations create rework.
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Lessons learned are most useful when applied during later phases, not only captured at the end.