GBG – Project Management and Governance Support

Strengthening project governance to deliver complex, multi-division initiatives.

The client

GBG is a global leader in digital identity, fraud prevention, and location intelligence solutions. The company helps organisations across financial services, retail, technology, and the public sector to onboard customers securely, fight fraud, and remain compliant in a fast-changing digital economy.

Headquartered in the UK, GBG now operates in multiple international markets and employs more than 1,000 people worldwide. Its technology and data partnerships enable businesses to verify billions of identities across the globe, providing trust and transparency in online interactions.

GBG engaged Gradient to strengthen project governance for a major multi-division programme.

Service: ERP Project Governance

Industry: services

Location: UK, North America, Europe, Middle East & APAC

Website: gbgplc.com

The challenge

With a vast portfolio of products and solutions spanning multiple divisions and geographies, GBG faced a new project of significant scale.

The internal project management team was already fully committed, and the upcoming programme required:

  • Consistency and synergy across several divisions.
  • Clear, accurate, and timely stakeholder reporting.
  • Strong prioritisation and resourcing of project phases.

While the executive team had clarity on desired outcomes, they needed a dedicated leader to bridge internal stakeholders and delivery teams, ensuring governance and oversight at every stage.

The solution

GBG engaged Gradient to provide experienced, objective project governance. Pete Doyle, a PRINCE2-qualified Project Manager, was assigned to the programme. Pete brought experience in managing large professional services and software development teams, combined with technical expertise as a Microsoft Certified Trainer. His role was to:

  • Establish robust governance.
  • Drive communication and reporting improvements.
  • Support GBG’s transition from waterfall to agile project methodologies.

“We gained new ideas on managing and reporting on projects due to Pete’s involvement. His technical expertise meant he could contribute to the project outside of the initial scope of governance, which added to the quality of the team overall.”

Mick Hegarty, MD, Customer Insight & Innovation, GBG

The approach

Gradient’s project governance support included:

  • Project planning: Establishing timetables and delivery priorities with leadership.
  • Clear communication: Visual, concise reporting for easy understanding across teams.
  • Risk management: Proactive monitoring, mitigation, and escalation of risks and blockers.
  • Consistent framework: Coaching teams to adopt structured, repeatable delivery practices.
  • Stakeholder alignment: Weekly calls chaired by Pete to report progress, escalate issues, and maintain focus.
  • Scalable governance: Introducing transparent reporting and governance across additional projects beyond the initial scope.

The result

GBG achieved:

  • A standardised, best practice approach to presenting project data.
  • Smarter resource allocation with reduced strain on internal teams.
  • Reusable governance tools, including templates for executive risk and issue reporting.
  • Improved culture and collaboration, as global teams aligned around common goals.
  • Increased project resilience, with the ability to keep programmes on track despite challenges.