Who’s responsible for your extended workforce? In most organisations, the honest answer is “not sure.” Different teams assume someone else is handling it. Things fall through gaps. Risks go unmanaged.
We help you fix that — whether you’re setting up governance from scratch or untangling something that’s grown messy. The goal is simple: clarity on who owns what, so good decisions actually get made.
We help you get clear on the basics: who owns what, how decisions get made, and how teams work together. Whether you’re building from scratch or untangling something that’s evolved, the result is a structure people can follow.
Already have systems that aren’t delivering? Or choosing technology for the first time? We work on your side of the table — helping you select, implement, and govern it so your data stays reliable and your investment earns its place.
New governance means nothing if nobody uses it. We help with the human side — training, communication, stakeholder engagement — so people understand why things are changing and feel ready to work the new way. That applies whether you’re building from scratch or shifting old habits.
Governance can quietly erode, especially when operations are outsourced. We help you maintain oversight of compliance, risk, suppliers, and systems — setting up monitoring from the start, or tightening what’s already slipped.
Concerto® includes a dedicated Governance Gaps & Accountability assessment — evaluating whether your organisation truly maintains strategic control of its extended workforce, even where operations are outsourced. Register your interest and we’ll be in touch as soon as it’s available.
Jools Barrow-Read
Founder, RedWizard
For three years, competing suppliers collaborated openly inside a carefully built COE. Then a single procurement decision undid almost all of it. Here's what we built, what broke it, and what it means for your programme.
Jools Barrow-Read
Founder
Your extended workforce doesn't operate in the silos your org chart creates. But most organisations manage it that way — fragmenting data by contract type, optimising budgets department by department, and handling supplier relationships in category silos. These three principles show you where the connections matter and why governance that spans organisational boundaries delivers better outcomes than perfect governance within silos.
Jools Barrow-Read
Founder