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ARTEK Consulting

Experience.

ARTEK is built on more than a decade of leading portfolio, program and assurance work in Australian Government. The examples below were led by ARTEK's principal consultant in roles held before ARTEK was established, with details generalised to protect client confidentiality.

  • Principal-led · prior role

    An assurance model that scaled to risk

    Replaced ad hoc reviews with one risk- and complexity-scaled assurance model across an entire digital portfolio.

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    Challenge
    An Australian Government department ran stage gates, health checks, deep dives and remediation plans separately, so assurance effort did not match risk and executives lacked a consistent view.
    Approach
    Designed a tiered model (light-touch pulse checks through to deep reviews) aligned to agile delivery, piloted it on eight projects, then extended it to every project in the portfolio.
    Outcome
    Executive endorsement; the model was adopted as the department's enterprise digital assurance approach and used by the Chief Digital Officer and senior executives.
  • Principal-led · prior role

    Business and IT ways-of-working transformation

    Led a ways-of-working transformation that brought business and technology into one delivery rhythm.

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    Challenge
    Business and IT teams planned and prioritised separately, weakening delivery readiness and product ownership.
    Approach
    Diagnosed the delivery system, then designed and led five executive-supported interventions covering demand and capacity, PI planning, prioritisation and product ownership.
    Outcome
    All five interventions implemented with executive support, strengthening delivery readiness, prioritisation and product ownership.
  • Principal-led · prior role

    Portfolio diagnosis that executives acted on

    Mapped assurance across a portfolio and gave executives an organisational diagnosis they could act on.

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    Challenge
    Leaders needed an independent view of why delivery confidence varied across a large portfolio.
    Approach
    Mapped assurance activity across the portfolio and ran an organisational diagnosis covering governance, capability and delivery practice.
    Outcome
    Thirteen findings presented to executives, informing the subsequent assurance and ways-of-working reforms.
  • Principal-led · prior role

    Independent review of a program under pressure

    An independent program review whose findings were acted on and later corroborated by an external review.

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    Challenge
    A major program was rated red, and its board needed a clear view of root causes.
    Approach
    Led an independent review of governance, ways of working and risk, with findings taken to the program board.
    Outcome
    The findings were acted on and corroborated by a subsequent external review; the board re-baselined the program and its rating improved from red to amber.

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