Clark Fisher III

PMO & Transformation Delivery — GCC Banking

I Build PMOs That Hit Regulatory Deadlines, Not Just Calendars.

18+ years leading PMO, governance, and transformation delivery for GCC banks — from CBUAE audit remediation to sector-wide sustainability programs.

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Clark Fisher III, PMO and transformation delivery leader

18+

Years in GCC banking & financial services delivery

$100M+

Aggregate portfolio value governed across programs

Regulator Engagement

CBUAE & Central Bank

PwC & KPMG

Trained at two Big 4 firms before going independent

How I Help

PMO & EPMO Setup

I stand up the governance, reporting cadence, and delivery structure a portfolio needs from day one — not a binder of templates nobody opens.

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Delivery Governance & Audit Remediation

When a regulator sets the deadline, I build the PMO that gets a multi-project portfolio back on track and keeps it there.

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Transformation & Target Operating Model Design

I redesign how work actually gets done — roles, handoffs, and decision rights — not just the org chart.

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Case Studies

Fast-scaling global tech company

Building an EPMO from scratch, across 10+ initiatives

Problem
A fast-scaling global tech company’s portfolio of 10+ initiatives had no shared governance — each project tracked progress differently, and slippage was the norm.
Approach
I designed and stood up an Enterprise PMO from the ground up: one reporting cadence, one set of delivery gates, one escalation path across every initiative.
Result
Slippage cut by 30-40% across the portfolio, with on-time and on-budget delivery lifted to roughly 80-85%.

Tier 1 UAE commercial bank

A 40-project remediation portfolio against a CBUAE deadline

Problem
A CBUAE audit at a Tier 1 UAE commercial bank produced a 40-project remediation portfolio with a hard 6-8 month regulatory deadline and no unified PMO.
Approach
I ran the PMO across the full portfolio — prioritizing the highest-risk projects, tightening governance, and reporting delivery status directly against the regulatory timeline.
Result
10 of the 12 highest-priority projects landed on time, inside the regulator’s window.

Gulf retail bank

Offshoring ~700 roles without breaking service

Problem
A Gulf retail bank needed to materially reduce operating costs by offshoring back-office roles — without disrupting the service those roles delivered.
Approach
I led the PMO for the outsourcing program: process mapping, transition governance, and offshore site stand-up, run in parallel with live operations.
Result
Roughly 700 roles offshored, cutting headcount cost by approximately 40%.

Proof, Not Promises

Client institutions are anonymized. The outcomes — and quotes — are real.

Saudi FS-sector ESG initiative

"I worked with Clark for six months as he stood up a national program driving financial-sector compliance with global ESG frameworks. His stakeholder engagement was exceptional — steering a diverse group spanning C-level banking, ministerial, and regulatory representatives with rigorous attention to detail. He kept the program moving through thorough planning, follow-up, and hands-on facilitation, and repeatedly distilled complex topics so the group could make well-informed decisions. He brought real commitment and focus to a demanding environment."
Program stakeholder — Saudi FS-sector ESG initiative

Tier 1 Saudi bank

"I worked with Clark on several high-priority, Board-mandated projects at a Tier 1 Saudi bank. Although engaged as a contractor, he integrated seamlessly into the team and quickly became a valuable contributor. Clark is professional, results-oriented, consistently delivering quality outcomes while maintaining a strong work ethic and a proactive approach. His positive attitude, exceptional stakeholder management skills, and integrity are what set them apart. He builds trust quickly, navigates complex environments effectively, and always follows through on his commitments. I would welcome the opportunity to work with Clark again and would confidently recommend him for any future engagement."
Eugen Taso - SAB Program Stakeholder

Target operating model design

"I engaged with Clark to help me design a new operating model for my business. He was insightful and dedicated to helping streamline my operation and provided insights and advice to create a new structure to better deliver my business. I was amazed at how professional and accurate the consultancy was on brief and gave us the best outcomes in a short time period."
Nadine Abdel Ghaffar, Founder, Art D'Egypt

Why Not Just Hire a Big 4 Firm?

Big 4 methodology and senior accountability, without the overhead or the staffing variability — the person in the pitch is the person delivering.

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How I Work

  1. 01

    Diagnose

    I look at how decisions actually get made today — not the org chart.

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  2. 02

    Design

    I build the governance, cadence, and reporting that fit your context — not a generic framework.

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  3. 03

    Deliver

    I run it with you until it holds without me in the room.

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From the Field

View all articles

Transformation Is No Longer Technology-First — It's About Redesigning Work

The biggest challenge in transformation today is not choosing the right technology. It's redesigning work, roles, and operating models around it.

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System Integration From Your Business Unit's Perspective

Integrating a well-supported platform is straightforward. Integrating systems that aren't well-defined or well-documented takes real discipline — six lessons learned through direct delivery.

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AI Won't Fix a Broken Process — It Will Scale It

AI doesn't fix flawed processes. It runs them faster, at greater scale, with more confidence — and without the pushback a junior analyst would eventually give you.

Read the article

Frequently Asked Questions

What does a PMO leader for GCC banks actually do?

I design and run the governance, reporting cadence, and delivery structure that keeps a bank’s portfolio of projects on time and on budget — including the escalation path for when a project goes off track.

How is an EPMO different from a single-project PMO?

A PMO governs delivery for one project or program. An Enterprise PMO (EPMO) governs delivery across an entire portfolio — multiple initiatives, one shared reporting cadence, one set of delivery gates, and one escalation path.

How long does it take to stand up a PMO from scratch?

In my experience leading EPMO builds, a working governance structure can be fully stood up and running within 4 weeks. Smooth operations — where each level of governance operates as expected — typically takes a few runs through the reporting cycles.

Do you work on regulatory or audit-remediation programs?

I have worked on audit and regulatory remediation projects in the past, and understand the importance of delivering successfully.

Do you work onsite in the GCC or remotely?

I am based in Dubai, UAE, and work onsite across the GCC — including Saudi Arabia, the UAE, Bahrain, and Qatar — as well as remotely, depending on the engagement.

Have a portfolio that needs to get back on track?

Tell me what's slipping and what the deadline is. I'll tell you what it takes to fix it.

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