Questions leaders ask
before calling PAGL.

PAGL takes responsibility for moving business change from plan to delivery: owning the agreed governance, managing teams and vendors, and making sure the accountable executive sees what is actually happening.

The free audit is a 24-question self-assessment across six dimensions of programme health. The maximum score is 96. Below 48 falls in the Critical band and calls for closer investigation of the governance structure. It takes around 10–15 minutes. It is a starting point for investigation, not an independent assurance opinion.

A programme that keeps missing milestones, a board that cannot get clear answers, or unresolved cross-team dependencies are good reasons to look more closely. Start with the audit, then discuss the areas where the evidence or confidence is weakest.

We discuss the programme, the pressure you are facing and what you need to resolve. If you have completed the audit, your results provide a useful starting point. There is no pitch or deck. You leave with a clearer picture of the gaps and your options. Contact Anita by email to arrange the conversation.

Yes. PAGL can work alongside your internal team or take on direct delivery leadership. Independent assurance has a separate remit from running the programme, so the role and responsibilities are explicit from the start.

PAGL offers direct access to experienced delivery leadership, with an approach shaped around the programme and its operating context. The emphasis is practical coordination, clear accountability and the business change that needs to happen.

The Enclave is a separate premium executive workspace business in East Legon, Accra, also founded by Anita Appiah. PAGL focuses on transformation delivery; The Enclave provides an environment for executive work.

Ghana is PAGL’s primary market, with a focus on West Africa. Anita’s programme delivery experience also spans the UK and Qatar. We discuss the location and delivery requirements of each engagement.

A focused assessment or a defined intervention may be more appropriate than a long delivery engagement. The diagnostic conversation helps establish what is useful, and the scope is agreed before work begins.