Technology Change: Programme Leadership
One operator who owns the outcome of your technology change, with the authority to run it.
The authority is written down, so partners follow the plan
Garrison chairs the steering group, signs off the delivery plan and sequence, can veto a release that is not ready (in writing to the COO), and is the single point of escalation for every partner. Your CTO sets technical direction. Garrison runs the programme and is accountable for the dates.
Every phase is funded only after the board approves it
Exhibit 1. How a programme runs
Internal audit or a third party tests the evidence; Garrison does not mark its own work.
Ask for the one-page brief for your firm, for large and group-owned or mid-sized and newer carriers, or for banks and trust companies: adam@garrison.re
Why programmes, not policies
Most of what a diagnostic finds is technology change, not policy. Allow a quarter for board review and the working deadline for 31 March 2028 is the end of 2027, so integrations and platform replacements are already on the critical path.
Read the analysis. The diagnostic finds the gaps; a programme closes them: garrison.re/programmes
Garrison · Hamilton, Bermuda · adam@garrison.re