Days 1–30: establish the truth
- Confirm programme objectives, regulatory commitments and the near-term decision calendar
- Map evidence, documents, agency advice, assumptions, owners and unresolved contradictions
- Identify the few risks that can alter time, capital or probability of success
- Agree decision rights, governance and communication cadence
Days 31–60: make and operationalise decisions
- Resolve priority strategy questions with cross-functional positions
- Establish the interaction, submission or amendment plan
- Put critical dependencies, review routes and escalation triggers into one operating view
- Add narrow expert capacity only where the internal team cannot own the work
Days 61–90: make the capability durable
- Test whether decisions are being executed and risks are moving
- Transfer programme memory, templates and rationale to internal owners
- Recommend the permanent role, continued fractional model, or conclusion
- Leave a written next-quarter plan rather than creating dependency