GetDigiDone is an independent delivery consultancy. We lead projects and programmes, using co-creation and set our clients up to keep delivering after we leave.
Clients bring us in when fresh thinking and certainty are needed, navigating complexity and uncertainty. We get the work moving, get it landed, and make the in-house team stronger.
New team formations, accelerating delivery, tackling ambitious projects - we land the projects and programmes.
35% cost reduction on a live government service. Months-to-days on new digital journeys. 4–6 weeks of analyst work compressed to 5 days.
We don’t leave dependency behind us. Internal teams are upskilled, reusable code is documented, and the delivery habit stays after we’ve gone.
Trusted pipelines, consistent data, defensible governance. The groundwork that turns AI ambitions into something a board can actually fund.
Most delivery problems aren’t really about tech — they’re about alignment, sequencing and confidence. We bring technical depth and business pragmatism to projects, programmes, coaching, AI-readiness and team formation work, teams can ship, executives and staff succeed and users get value early.
Single teams. Tight deadlines. Real outcomes. We land discovery, alpha, beta and live delivery with the evidence executives need and the velocity engineers want.
Multi-team, multi-vendor, multi-million-pound programmes that have to hold together. We shape the pipeline, align teams on common priorities, and keep executives on-side when the hard trade-offs land.
Agile and lean practitioners, not dogmatists. We uplift digital delivery capability — shaping teams, leaders and executives who ship fast, surface risk early, and keep improving once we’ve gone.
AI amplifies whatever data you feed it — including the mess. We get the foundations right so your AI investment lands on pipelines you trust, data that tells one consistent story, and governance your board and regulator will sign off.
The fastest way to accelerate delivery isn’t a new tool or a revised plan — it’s a team that knows why it exists, trusts each other, and moves as one from day one. We run facilitated team launch sessions through the initial phases of a project or programme: shaping shared purpose, agreeing ways of working, and building the psychological safety that turns a group of people into a delivery team.
Sessions are tailored to context and can be run on-site at your premises, at a city-centre location, or in a dedicated offsite venue — whichever best removes day-to-day distraction and creates the right conditions for the work.
Behind every successful delivery sits the same quiet work — data that flows cleanly through automated pipelines, means the same thing across every team and dashboard, and is governed well enough that the board can attest to it. This is where AI readiness really starts.
End-to-end ELT pipelines that run themselves — from source systems through transforms and quality checks into the reporting and ML layers.
One version of the truth, even when the business has twenty. We work with stakeholders to agree definitions and bake them into code so data stays consistent.
Governance that enables delivery rather than slowing it down. Controls, lineage and auditability embedded from the first sprint.
Delivery goes off the rails when the path isn’t visible. This is the route we run with every engagement: named stages, named exits, decisions taken in the open, and a service that’s live and supported — not just “go-live” and forgotten.
Jon has an exceptionally thorough knowledge of Agile delivery methods and really performed an incredible job in coaching the formerly non–Agile team in new ways of working. There were client staff members who had worked for the client for years who said this was the best year of their career to date.
Jon also assisted greatly in helping the client to understand product-orientated thinking as well as ruthless prioritisation. If it wasn’t for his delivery management skills the highly successful project would have had a different outcome.
Jon also has a real talent for getting things unblocked and facilitating — rather than telling people what to do — which is a real skill. Working with Jon has been a great learning experience for me personally and I will definitely be reusing a few of his quotes.
Jon worked with us to deliver a data pipeline, data as a product. The project was executed by a distributed team, not having worked previously together. The work was completed entirely remotely.
Jon organised the running and processes of the team, in a supportive manner, accounting for our context of high complexity, helping us through our various stages of formation and performance. He encouraged us to be precise, aligned and collaborative, whilst shielding the team from work interruption, waiting for a suitable opportunity to consult with the team.
I really like his retrospective sessions. Jon managed to facilitate the workshops, providing interaction and engagement for the whole team, where everyone could discuss issues and successfully collaborate to find a solution. I was really impressed because we all worked remotely and Jon managed to get everyone actively involved.
I would certainly look forward to working with Jon on a project again.
Transformations take time and require patience.
Identifying and prioritising the improvements which will be most beneficial for a team is what Jon does best. The ease at which Jon is able to articulate problems, pinpoint them either to an issue or an enabler for a process, has been a rewarding experience to witness and be a part of.
I especially appreciated how Jon is able to turn both individual and team constraints or impediments into either common problems to solve or align the team around agreed changes. I would highly recommend and welcome Jon’s consultancy input into helping teams achieve greater performance at both system/organisational, team and individual levels.
I would recommend Jon without hesitation, and look forward to working with him again in the future.
Jon recently worked with us to deliver “Pre-Discovery” and “Discovery” phases of a project. He quickly created the space that allowed the team to focus and deliver.
None of the team members had worked together previously and some had limited experience of working with an agile project management approach. He coached team members and helped them to build relationships with each other as well as confidence in their work.
The Discovery phase took place during Covid lockdown so the team had to move to full remote working at the same time as new people joined the team. This didn’t phase Jon and the team were still able to meet the outcome and deadlines. From a product owner perspective, I felt I was able to absolutely trust Jon and his judgement. I felt he was very good at spotting areas that I needed to focus my attention.
I would certainly look forward to working with him again.
I had the pleasure of working alongside Jon for a year on the SAP HMRC account with Capgemini. Jon originally was brought in to review and help develop better work practices within our functional team, but ended up doing so much more. Jon introduced new ways of working which completely changed our working philosophy by adopting Kanban methodology so we could accurately represent our work and priorities to help defend our workload against multiple stakeholders. This was a fundamental shift in culture across the account, and similar practices are now being developed across all the other shared teams.
Jon also introduced a push to pull system where historically our senior stakeholders have always pushed priorities to individuals. We now have a single point of prioritisation who actively decides what our current priorities are and the team can pull a ticket when they have the capability to. We are now able to protect our time from outside influences and prioritise our work across the teams which all senior managers can view on our JIRA and physical boards. Jon won’t admit this — but for a short time we were also without a manager for a number of months after a senior delivery manager left our team, and in my opinion Jon filled this void without hesitation and provided an unbelievable amount of support and team running acumen to a number of junior leads who relied on his positivity and no-nonsense approach.
I’ve never witnessed an individual make such an impact in his short time here — Jon was a fantastic addition to our team and I would have him back in a heartbeat. Jon is a brilliant people person, has a fantastic work ethic, is happy to engage and teach others, and is a huge driver for change and self-improvement. I sincerely hope we get the chance to work together again in the future and fully endorse him to any company that is lucky enough to have him.
I worked with Jon at the Ministry of Justice while I was a lead developer. Jon led the delivery of a major redesign and redevelopment of the Intranet site, a massive undertaking to say the least. Jon was a fantastic delivery manager and led the delivery expertly. He provided the interface between the development team and the product owner with pragmatism and professionalism in, what was sometimes, a challenging environment. His technical knowledge and willingness to “get his hands dirty” when business requirements changed with little notice further unified the delivery.
Jon was a key part of the team and the project would not have moved forward at the pace it did without his steer. I would recommend Jon without hesitation, and look forward to working with him again in the future.
Role: Jon Lind, Delivery & Programme Lead — accountable for end-to-end delivery, team leadership, stakeholder alignment and the governance needed to get a regulated financial services organisation onto the cloud for the first time.
The problem. The FCA’s Consumer Duty regulations required the client to attest, quarterly, that retail customers were being treated fairly. The organisation had no cloud data capability, no code-controlled pipelines, and a 2,600-data-point wishlist across 75 metrics and 56 products — with two hard deadlines months away.
What Jon led. As Delivery & Programme Lead, Jon ran the engagement end-to-end: shaped and staffed a blended team (tech lead, data product owner, data engineers, UR, UX, BA, platform engineer), drove ruthless prioritisation of metrics with the client, led stakeholder management across the Executive, SMEs and risk functions, and sequenced the work to deliver both board attestation and FCA evidence on time.
What we built. The client’s first cloud-hosted ELT pipeline on AWS, using GitLab, DBT and PowerBI — fully tested, automated into production, extensible for future Consumer Duty changes, and paired with user-researched PowerBI visualisations the board could actually read.
Outcomes. Board attestation and FCA evidence delivered on both regulatory dates. Reporting effort cut from 3–4 analysts over 4–6 weeks to 2 analysts over ~5 days — with ~50% more metrics and new test confidence. First end-to-end data governance in the organisation, first onboarding of the Precisely data management platform, and in-house analysts upskilled into GitLab, CI/CD, DBT, pair-working and mobbing.
From HMRC to Hargreaves Lansdown, DEFRA to HSBC — inside the kinds of organisations where the cost of missing a date is paid in headlines, fines or regulator letters.
