Broadcast transformation programme leadership
Media transformation programmes, led end to end
Full programme leadership for the changes that reshape how a media business runs. I own the plan, the vendors and the outcome, and I stay until it is live and stable.
Media transformation programmes
What the role involves
Most broadcast transformation programmes are not short of strategy. They are short of someone who has run the operation being changed, and who can hold a plan, a vendor estate and a set of anxious operational teams together until the new way of working is live. That is the role I take on: programme director, accountable for delivery, working inside your governance rather than alongside it.
The work usually falls into four kinds of change. New or consolidated facilities, including galleries, MCR, ingest and edit. Cloud and IP migration of production, playout or distribution. Supplier transition, where a managed service or systems integrator is changing hands. And merger integration, where two technology estates and two operating models have to become one.
Each carries the same hard constraint: output stays on air. Migration and cutover planning is therefore the centre of the programme, not a workstream bolted on at the end of it.
When clients call
Where this makes the difference
A migration has to happen on air
Playout, distribution or post moving to cloud, IP or a new supplier, with no acceptable downtime and a hard contractual date.
A deal has closed and nobody owns the integration
Two technology estates, two operating models, and one set of synergy numbers already promised to the market.
A programme is amber and nobody will say why
An independent read of scope, plan, vendor performance and capability, then the intervention that recovers it.
You need an interim programme director now
A senior lead who can step in quickly, take ownership of delivery and report straight to your steering group.
Typical output
What you get
- Programme plan, RAID log and governance
- Vendor selection and contract support
- Migration and cutover strategy
- Steering group and board reporting
- Go-live and handover into business as usual
How it runs
Senior, hands-on, start to finish
- DiagnoseWhere the programme really stands: scope, plan, vendors, people and risk.
- DesignThe delivery plan, cutover strategy and governance that will hold.
- DeliverRun the programme, manage the vendors and keep output on air.
- EmbedHand over to operations with the support, documents and ownership in place.
Relevant experience
Done it, not studied it
Launching TNT Sports from BT Sport and Eurosport
Leading technical development and workflow operations for the Warner Bros. Discovery and BT joint venture that combined BT Sport and Eurosport as TNT Sports.
Read the case studySkySky Production Services and the Sky News move
Leading Sky Production Services, a 760-strong department spanning studios, post and content services, and helping move Sky News to new infrastructure.
Read the case studyITVContent Supply Simplification at ITV
Programme leadership for ITV’s Content Supply Simplification: a capability-led transformation of the content supply chain, run from the TMO.
Read the case studyQuestions
What clients usually ask first
Do you work as an interim programme director?
Yes. Most programme engagements are interim leadership on a day rate, or fixed scope where the scope is clear. I lead personally, and bring in experienced associates for programme and project management when the scale demands it.
Can you take over a programme that is already in trouble?
Yes. I start with an independent read of scope, plan, vendor performance and capability, and give you a straight view of what it will take to recover it before committing to a plan.
Can you run a cloud or IP migration without coming off air?
Yes. Migration and cutover planning is the core of it. I have done it at scale, including closing BT Sport’s Olympic Park studios while BT Sport stayed on air.
Other services
More ways in
Content supply chain and workflow review
An end-to-end review of how content moves from acquisition to delivery: duplicated effort, hidden cost and risk, with costed findings and a target workflow.
How it worksOperating model and technology strategy
Target operating models, costed technology roadmaps and investment business cases for broadcast and media leadership teams facing structural decisions.
How it worksTechnical due diligence
Technical and operational due diligence on media acquisitions: what the asset really is, integration cost and risk, a red-flag register and a post-deal plan.
How it worksLet’s talk about what needs to change
Tell me the problem in a paragraph. I will tell you honestly whether I am the right person for it. The first 30-minute call is at no charge, and under NDA if you need one.
Start a conversationOr email darren.long@sasolo.uk