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Deliver strategy faster.

One practical idea per issue to get work to market sooner and move faster inside your own organization: quicker decisions, fewer approval loops, cleaner handoffs. Plus one thing to stop doing. Built for the people who own delivery: executive leaders, delivery directors, PMO heads and program leads.

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  • One idea + one thing to stop
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What every issue gives you

Speed to market

One idea that gets a launch, release or go-live out sooner, with a step to take on your own work that week.

Internal speed

Find where time leaks between teams: decisions nobody actually made, approvals that loop, handoffs that wait. Then fix the worst one.

One thing to stop doing

Every issue names one report, meeting, gate or habit to drop, so that time goes back to delivery.

Need a number for your sponsor? Price any stall as weeks of delay × the project's weekly run cost. Benchmark only like-for-like projects, so the comparison holds up.

Written for the people who own delivery

You answer for the launch date and for how fast work moves through your organization. This newsletter gives you short, reusable material to speed up both.

  • Executive leaders: get to market sooner, and walk into every review confident your portfolio will deliver what you promised.
  • Delivery directors: bring launch dates in and know which projects need help before the quarterly review.
  • PMO heads: show leadership how much faster work moves because of you, with a one-page view worth forwarding.
  • Program leads: turn open options into clear decisions, shorten approvals and keep handoffs moving.

Issue #1

One method can't run your whole portfolio

Most organizations roll out one way of running projects and apply it everywhere. A server refresh, a new customer app and a must-win new product are very different bets. Run them all the same way and at least one lands late, while approvals and handoffs slow the rest.

Issue #1 covers:

  1. The one question that tells you how to run a project: how much is the end-product allowed to change?
  2. How to spot a "method prison," where teams follow the ritual after it stops fitting the work.
  3. A 15-minute exercise: check your five biggest projects for a method mismatch.
  4. Stop doing: pushing every project through the same approval gates.
Send me issue #1
Three types of end-product, three ways to deliver It can't change: phased, plan-driven delivery. It will change: short cycles and a minimum viable version. It's do-or-die: fast prototypes and a keep-or-scrap call. It can't change Phased, plan-driven, sign-offs between stages It will change Short cycles, minimum viable version, fast feedback It's do-or-die Options, fast prototypes, keep-or-scrap calls
Match the way you deliver to what you're delivering.
Andrew Soswa

About Andrew

Andrew Soswa is a delivery practitioner, not a commentator. He has worked in technology delivery since 2003, and has led projects, programs and a PMO in financial services, IT consulting, commercial real estate and direct-to-consumer retail, at firms including NTT DATA, Newmark and The Bradford Hammacher Group. Every idea in this newsletter comes from that work.

Portfolio delivery

Led a corporate PMO of 7 project managers and 14 QA staff. Ran an IT portfolio of 10 portfolio projects, 30 programs and 30 projects for a global commercial real estate firm. Later managed an enterprise risk portfolio at a major US bank.

Transformation

Ran an SAP ERP transformation across 15 departments, 5 vendors and 150 people. Moved enterprise telephony from Cisco to RingCentral and to Microsoft Teams, delivered a $5M network upgrade across 100 offices, and shifted IT support to ServiceNow.

Change management

Led the change management execution that stood up a nine-figure new business line: new processes, roles, training and adoption across teams. Earlier, designed and led organizational change for 5 departments and 350 people, onboarded and trained 150 new hires, and built a 120-person community of practice.

Cybersecurity and risk

Spearheaded cybersecurity and risk initiatives in regulated financial services. He led the delivery of defenses against zero-day attacks, a portfolio of cyber tools that stop attacks before they land, and penetration tests and other security testing. On the risk side, he led SOX, KYC and AML initiatives. Highlights:

  • Zero-dayCyber defense: delivered protections against zero-day attacksAttack prevention
  • Cyber toolsDelivered a portfolio of attack-prevention tools; ran penetration tests and other security testingSecurity testing
  • 120 appsRisk-acceptance and control reporting across 120 applications at a major US bankRisk governance

Regulatory scope: SOX, KYC, AML, GLBA, CIRCIA and SOC 2.

He also delivered internal cybersecurity projects and compliance programs for banking clients, and holds the ABA Certificate in Risk Management Frameworks.

AI in delivery

Led the rollout of generative AI across a 400-person delivery division. From late 2022, as ChatGPT launched, he set the strategy for generative AI in delivery at NTT DATA and implemented it across the division's teams on many initiatives and projects, raising delivery speed and shortening time to market. What the rollout produced:

  • 40 h → 3 hProject planning: a 1-year plan with owners, dependencies and dates92% less time
  • 20 h → 2 hBusiness analysis: a small problem that took 3 people90% less time
  • 1.5 h → 10 minStatus and meeting documentation88% less time

He tests AI before he trusts it: his 2023 study exposed AI-generated citations that don't exist. He has since built and launched a full web application with AI coding assistants as a non-developer, and spoke on AI in project management at a PMI chapter in 2024.

  • PMP since 2010
  • MS, Project Management, Keller School of Management
  • ABA Certificate in Risk Management Frameworks (2024)
  • AWS Certified Cloud Practitioner (2022)
  • ITIL 4 Foundation (2022)
  • 50+ professional talks
  • DBA in progress, Crestmont University

Research and publications

Research (working papers on ResearchGate)

Doctoral research

  • DBA in progress, Crestmont University: How external change reshapes an organization's capacity to deliver.

Books (self-published)

Speaking

Conference speaker and workshop leader with 50+ professional talks to audiences of 50 to 350, including the PMO IMPACT Summit, a ProjectManagement.com webinar, PMI chapter events including PMI Chicagoland, and Toastmasters.

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