Project · Retail

Tom has been asked to project-manage the fit-out of his company’s new flagship store. He has never run a project before, and the opening date is tied to a lease break clause.

Retail chain · £220k · 5 months

What Slayt AI does when Tom sets up the project

Shows what comparable projects in his sector and size band typically cost, so Tom can see where £220,000 sits against them
No Project Sponsor entered at setup — flagged as a gap worth resolving before the hard decisions start needing sign-off
Generates a Project Initiation Document pre-filled with everything Tom has told it — he edits three fields, not writes from scratch
Scores the plan and tells him what to watch first: shopfitter contract sign-off, landlord approval for signage, and the lease break clause date itself

Eight weeks later — what the platform detects

No update in 12 days — silence detection fires. Tom replies: “Shopfitter is behind on the ceiling works.”
Platform reads this as a dependency risk and asks: what is the latest date this needs resolving to hit the opening date tied to the lease clause?
The dependency has sat open for 10 days. Tom escalates it — Slayt AI routes it to the person he names, or to the head of department, carrying the severity, how long it has been open and Tom’s own note
With the escalation behind him, Tom chases the shopfitter and gets a firm date. He updates the milestone, and the health score recalculates

Illustrative — what a PM in this situation would experience

The things that sink a first project are rarely the hard ones. They are the lease clause nobody was watching and the ceiling works nobody chased, and they are visible the whole time — to someone whose only job is watching.

The store opens on time, a week inside the lease break deadline.

Programme · Health

Priya has been telling her board that the NHS EPR go-live is on track. She knows it is not — but she does not yet have the data to have the difficult conversation.

NHS acute trust · £40M programme · 47 clinical leads · Go-live in 14 weeks

What the platform detected — without being asked

Clinical engagement in Radiology: zero activity for 19 days. Peer champion not activated. Department lead last logged in week 3
Data migration scope growth: 133% above original estimate. No revised plan submitted. No go-live readiness assessment scheduled
Reporting honesty signal: board RAG is green. Platform health score is 54 — amber trending red. The gap is widening
Pattern identified: the EPR go-live delay pattern, present in 7 of 10 NHS EPR programmes that miss go-live. Window to recover Radiology closes in 3 weeks

What the platform gave Priya

A one-page briefing for her Project Sponsor, drafted from her real project data. She changed two sentences and sent it. The conversation she had not been able to evidence for 6 weeks happened in 48 hours
A Clinical Engagement Plan for Radiology — 8 named consultants, a peer champion activation framework, a weekly check-in schedule. Generated in 4 minutes
A ranked set of next actions on the Radiology recovery — each carrying the real consequence if it slipped further, not generic advice
Weekly signal monitoring with one question per week, calibrated to what was most uncertain — a 4-minute conversation that kept the health score current

Illustrative — what this situation leads to with the platform

The platform does not fix the project. It supplies the evidence for a conversation the PM already knows is needed — 9 weeks before the position would have become unrecoverable.

Radiology moves to Phase 2, and the main go-live slips two weeks rather than three months.

Programme · Infrastructure

Marcus has managed programmes before — but not at this scale, and not with this many dependencies he cannot see.

Private infrastructure developer · £85M · 48 months · NEC contracts · 4-tier supply chain

Month 8 — what the platform surfaced

NEC Early Warning Notice frequency dropped 60% in 4 weeks across three sub-contractors — a known signal of supply chain problems being absorbed silently
Utility diversion dependency: third-party response 21 days overdue, on the critical path — costing £4,200 a day in programme float
Compensation event log reviewed: cumulative cost impact £340,000, within contingency. 12 open events, 3 requiring a client decision within 14 days
Planning condition 7 on the critical path: last chase activity 16 days ago, SLA exceeded by 6 days. Platform generated a formal chase letter, flagged for Marcus to send

Month 14 — the financial year crossing

Platform flagged Year 2 capital funding had not been confirmed, 4 months before it was needed — and before it would have appeared on anyone’s plan
Confirmed 6 weeks before the deadline, not 6 days before
4 scope changes in 6 weeks had, collectively, shifted the baseline by 11 weeks — flagged as needing a formal baseline reset with client sign-off
A seasonal prompt ahead of the next possession window: preparation completion at 71%, with the 4 items needing to accelerate named directly

Illustrative — what ongoing monitoring looks like on a long programme

On a programme this long, the risks that do the damage are the ones nobody remembered to watch — the financial year crossing, the EWN under-reporting, the possession window prep. None would sit on a weekly checklist. The platform tracks them so the PM does not have to remember to.

The programme reaches month 24 still on track for Phase 1 handover.

Portfolio · Local government

Richard is a council chief executive with 23 transformation projects. His four project leads all tell him things are on track. He has no way to check.

Unitary authority · £8M savings target · 23 projects · 4 project leads · Scrutiny in 6 weeks

What Richard sees on Monday morning

£3.2M of the £8M savings target sits on projects currently amber or red. If the trajectory holds, two savings lines move into next financial year
1 decision outstanding for 18 days, with £80,000 a week of contractor standby recorded against it as financial exposure — surfaced the day it passed its due date
11 projects are self-reporting green. 6 have too little logged for the health score to reach a verdict — flagged as unvalidated rather than counted as healthy
A Strategic Portfolio Confidence score and a board brief covering the biggest risk and the benefits position across his project portfolio — ready for scrutiny in minutes, not days

What each project lead saw that morning

PM on housing project: procurement decision outstanding 18 days, on the critical path, executive alerted — a decision needed by Friday
Head of transformation: 4 of 9 projects unvalidated green — those leads prompted to log the milestones and risks the score needs
PM on digital services: scope grown 18% since last board update, reported RAG green, platform health score 61 — the gap needs addressing before scrutiny
All 23 project leads: a weekly summary — health score, the one signal that matters most, one action. No meeting or chasing required

Illustrative — what portfolio intelligence means for an executive

An executive walks into scrutiny with an honest picture and the evidence behind it. The platform does not change what is happening on the projects — it changes what leadership knows about it, and when.

The committee asks two questions and moves on.

Programme · Financial services

David is delivering a core banking platform migration with a hard regulatory deadline. The FCA does not accept “we were still testing” as an excuse.

Regional bank · £25M migration · FCA deadline · 18 months · Regulated environment

What the platform surfaced at kickoff

Compliance countdown activated: the FCA go-live deadline flagged with a live days-remaining counter, cross-referenced against testing and UAT milestones
Vendor dependency risk: the core banking supplier’s delivery track record on comparable migrations flagged as a watch item from day one
Audit trail activated from day one — every decision and scope change timestamped and exportable, because the regulator will ask

10 months in — what it caught

UAT defect rate trending up 40% week over week — a known predictor of go-live slippage, flagged before it appeared in the steering pack
A scope change adding real-time fraud screening had quietly moved 6 weeks onto the critical path with no formal baseline reset
Governance compliance signal fired: no board-level update in 12 days ahead of a regulatory checkpoint meeting
Platform generated the FCA-ready audit pack directly from the real decision and change log — no manual reconstruction needed

Illustrative — what a regulated deadline looks like with the platform

Regulators do not weigh how hard a team worked; they weigh whether it can be proved what happened and when. Having that ready without weeks of reconstruction changes the nature of the conversation.

The migration completes ahead of the FCA deadline, with the audit trail ready to submit rather than reconstructed.

Programme · Manufacturing

James is rolling out a new ERP system across three production sites. Two have never worked from the same system before, and downtime on the factory floor costs real money every hour.

Mid-size manufacturer · £6M ERP rollout · 3 sites · 14 months

What the platform surfaced during planning

Cross-site RACI conflict detected: two site leads both marked Accountable for the same cutover milestone — a common cause of “I thought you were handling that” failures
Sector risk library suggested supplier data migration errors as the most common cause of ERP rollout failure in manufacturing, with a mitigation template attached
Downtime cost calculation flagged as missing from the business case — the platform asked for it directly, since it is the number the board will ask about first

Week before Site 2 cutover — what it caught

Silence detection fired on the Site 2 lead — no update in 9 days heading into the highest-risk week of the whole programme
A change request to add a second shift’s data migration had not been through formal change control — flagged and routed for sign-off before it broke the cutover plan
Production downtime tracking cross-referenced against the cutover plan: at current pace, the planned 6-hour window was tracking to 11

Illustrative — what a multi-site rollout looks like with the platform

On a factory floor every hour of downtime carries a real number. The platform surfaces problems that would otherwise arrive as an angry phone call.

The Site 2 cutover completes well inside the window the team feared, and Site 3 acts on its near-miss before starting.

What the platform actually does, in six real situations