CurrysCustomer context
The programme brought together ePOS, payments, stock, store journeys and a large estate of connected applications and services. Delivery depended on Currys teams and four strategic suppliers: Accenture, NCR, Tata Consultancy Services and Kyndryl. Until someone reconciled those separate plans, nobody could measure component progress against a single end-to-end release commitment.
The delivery challenge
A supplier could progress its own work while a dependency elsewhere still prevented a usable store release. Missing ownership and sequencing across applications, interfaces, environments and deployment activity weakened the integrated view. The delivery requirement was to restore a client-owned baseline and make the critical path, supplier commitments and readiness decisions explicit.
What the team did
Reconcile the delivery baseline
We brought supplier and internal work into one integrated roadmap covering POS capabilities, store journeys, interfaces, environments and deployment waves. We connected business, finance and technical requirements to a dependency-led backlog, restoring ownership and sequence across the service estate.
Coordinate decisions across delivery functions
Store Operations, Product, Architecture, Engineering, Test, Deployment, Service and supplier teams worked against the integrated plan. We escalated decisions affecting cost, risk, sequencing or customer impact together with their delivery implications. Budget, forecast, RAID, commercial and supplier governance supported those decisions.
Test readiness through the release lifecycle
Lab validation, demonstrations, pilot stores, wave testing and operational feedback informed acceptance criteria and release scope. We weighed defect trends and supplier readiness alongside the plan, and set entry, exit and operational-acceptance criteria to govern phased rollout.
Connect cutover to live operations
We coordinated readiness, cutover, early-life support and acceptance as part of the delivery responsibility. The focus extended beyond technology deployment to the ability of stores and support teams to operate the changed service.
Keeping the programme on track
- Integrated baseline
- One view of the critical path, supplier commitments, delivery sequence and release dependencies.
- Release evidence
- Lab, pilot and wave-test results; defects; readiness reviews; agreed entry and exit criteria.
- Executive decisions
- Budget and forecast position, RAID, commercial exposure and options affecting release commitments.
- Operational acceptance
- Cutover coordination, early-life support and service readiness linked to the release.
What changed
- Rollout resumed under one plan
- The phased store rollout restarted against a single agreed baseline covering all four strategic suppliers.
- Trading continuity protected
- Cutover ran across the 722-location estate without an interruption to trading.
- A route to live, end to end
- Stores moved from requirements through lab validation, pilot and wave testing into supported operation.
Outcomes describe the delivery result achieved on the programme. How we describe our delivery experience.
How this helped the customer
The programme regained delivery control, coordinated cutover and protected trading continuity. Currys had a single view across the suppliers and a connected path from store requirements through pilot, phased rollout and supported operation.
Facing a similar challenge?
Your programme may have capable suppliers and detailed workstream plans, yet still lack a dependable route to rollout. Battlehill can establish the shared baseline, lead recovery priorities and connect supplier commitments with site readiness and operational acceptance.