MEET KEN
Why I Founded Legient
After twenty years building enterprise PMOs from inception and advising organizations on IT program governance, I have come to believe most PMOs are about to face their most consequential challenge: the function they were built to perform is being automated.
I built a PMO from a blank slate at Pearson, governing over $100 million in annual IT portfolio spend across 20 concurrent programs. I created the PMO Organizational Process Framework at Hitachi Consulting, deployed across international client engagements. I served as PMO Practice Lead at Point B, developing firm-wide governance methodologies that shipped through major M&A integrations and divestitures. I founded Layer 10 Consulting and operated it for nine years as a technology owner's representative for real estate clients.
For most of my career, the conversation about PMO has been about maturity, governance discipline, and adoption. The AI era changes that conversation. Coordination, status reporting, RAID logging, dependency tracking, resource forecasting, the activities the modern PMO was built around, are exactly the activities AI is most aggressively automating. The PMO that has been good enough for the last decade will not be good enough for the next one.
Legient exists for this moment. It is the firm I would have wanted to work with as a Director of PMO, and the firm I would have wanted my clients to engage with as a consultant. Independent. Product-agnostic. Operationally credible. AI fluent. Honest about the fact that augmenting the old PMO is not the work. Rebuilding it is.
WHY LEGIENT
I founded Legient because the rebuild work requires advisors who can do three things at once: bring the strategic methodology that has to come before any technology decision, bring the operational credibility of having actually built PMOs at enterprise scale, and bring AI fluency that goes beyond tool comparison to understanding what AI is doing to the underlying work.
Most AI advisors do not have PMO operational depth. Most PMO advisors do not have AI strategy fluency. The intersection is rare. Legient lives there.
How I Think About This Work
1
Strategy Before Delivery
PMO rebuilds fail for the same reason AI initiatives fail. Technology gets selected before strategy is established. Strategy always comes first.
2
Operationally Credible, Not Theoretical
I have built PMOs from blank slates. I have shipped M&A integrations under hard deadlines. I have been the IT executive on multi-vendor programs that were measured against me. Advisory that has not been there is advisory I would not buy.
3
Honest About What AI Changes
AI does not just augment PMO work. It changes what PMO work is. The advisors I respect are honest about this. The ones I do not are selling tool implementations dressed up as transformation.
Let's Talk About What Your PMO Needs to Become.
If the question of how your PMO survives the AI era is on your desk, I would welcome a conversation.