# Matthew Henderson

Matthew Henderson is a project delivery and operations leader who advises organizations on PMOs, business transformation, and the systems they need to scale. Henderson says they built Waypost, which offers project-delivery and transformation support, and is building Tipstyrs, a project focused on measuring hiring experiences.

- Profile: https://b2binfluencer.marketing/creators/matthew-henderson/
- LinkedIn: https://www.linkedin.com/in/hendersonmatthewa
- LinkedIn followers: 2,209
- Topics: artificial-intelligence, leadership, candidate-experience
- Based on 27 dated posts, latest 2026-10-08

## Summary

Matthew Henderson is most useful for practical PMO, delivery governance, and operating-model advice for scaling organizations.

- Best for: A B2B consulting firm staffing a fractional PMO or delivery-transformation lead for a fast-growing client.
- Not for: A paid LinkedIn sponsorship campaign expecting a rate card, defined deliverables, and audience demographics.
- Check first: Confirm partnership terms, contact route, and recent audience results for comparable posts.

### Takeaways

- A PMO should set decision thresholds so routine choices do not all climb to executives.
- Growth calls for a better operating model, not just more tools or people.
- Hiring experience should be measured by the process, not just its outcome.

## Main ideas

- **A PMO should help people decide, not pass problems upward**: Henderson argues that repeated escalations often signal missing decision authority, not a string of isolated project failures. Clear thresholds let teams resolve routine issues close to the work and reserve executive attention for decisions that need it.
- **Growth calls for a better operating model, not just more tools or people**: As a company grows, processes that once worked can break down. Henderson recommends clarifying process ownership, how work enters the organization, which systems hold authoritative information and where automation can replace manual coordination.
- **Technology and AI should follow the work they are meant to improve**: Henderson cautions against buying tools or automating a process before understanding its purpose, ownership, data and decision points. Faster activity is not enough: leaders should connect an investment to a measurable business result.
- **Good governance makes tradeoffs visible early**: Henderson argues that leaders need useful signals before a deadline slips or a forecast changes. They should weigh short-term savings against the delivery capacity and capabilities those cuts may weaken.
- **A hiring experience should be measured by the process, not just its outcome**: In posts about Tipstyrs, Henderson separates the quality of a hiring process from whether a candidate receives an offer or likes the recruiter. They frame the process as assessable across several defined dimensions.

## Work to read

- [Launching Waypost to fix project delivery at the system level](https://www.linkedin.com/posts/hendersonmatthewa_waypost-solutions-linkedin-activity-7492941396308529153-FCFF)
- [Closing Kolme Group after nine years and naming what comes next](https://www.linkedin.com/posts/hendersonmatthewa_dear-friends-and-colleagues-after-almost-activity-7470837258992906240-2Ryp)
- [Why constant escalation is a decision-authority problem, not a project problem](https://www.linkedin.com/posts/hendersonmatthewa_ive-repeatedly-seen-this-pattern-in-professional-activity-7511413447818031104-3g15)
- [Scaling chaos: when growth outruns the operating model](https://www.linkedin.com/posts/hendersonmatthewa_projectmanagement-management-leadership-activity-7513237340795019264-VMWt)
- [Reading an executive's calendar as a check on operating health](https://www.linkedin.com/posts/hendersonmatthewa_look-at-an-executives-calendar-and-you-can-activity-7506343801423077376-39hD)
- [What to demand before approving an AI business case](https://www.linkedin.com/posts/hendersonmatthewa_projectmanagement-management-leadership-activity-7492927966180495360-hZoD)
- [The cuts that look good for 90 days and hurt six months later](https://www.linkedin.com/posts/hendersonmatthewa_some-of-the-worst-business-decisions-look-activity-7504177942852456448-eGRG)
- [Defining what a hiring-experience rating should actually measure](https://www.linkedin.com/posts/hendersonmatthewa_tipstyrs-know-before-you-apply-activity-7501293216759992321-f_QX)

## Brand relationships

- **Waypost** (owned_business)
- **Tipstyrs** (owned_business)
- **Kolme Group** (owned_business)

## Partnerships

Matthew Henderson's posts do not describe a sponsorship or partnership offer. They mention two businesses they say they are building—Waypost, a project-delivery and transformation advisory, and Tipstyrs, a hiring-experience measurement project—and several close with a link to their newsletter. These are their own ventures and an owned channel, not third-party brand integrations. For buyers, there is no published partnership package to evaluate; a fractional PMO or delivery transformation engagement would go through Henderson's advisory work, not a media-kit route. Ask directly about any partnership arrangements.

## Alternatives

- Sarah Horowitz: Choose Sarah Horowitz over Matthew Henderson when the same fractional PMO and delivery-transformation engagement is sponsored at board or CHRO level and the question is portfolio execution rather than project execution. Horowitz writes about whether a board can see the enterprise's capacity to deliver its whole strategic agenda, not just each initiative's business case. In a September 2026 post, Horowitz notes that directors rank oversight of strategy execution as their top improvement area, and argues that AI investment, M&A integration, restructuring, operating-model change, and cost transformation often run at the same time — each defensible on its own, with the cumulative demand on the organization largely invisible until milestones slip or talent leaves. A May 2026 post makes the related point that executive teams are operating from adjustment rather than conviction, adding approvals and oversight that slow execution underneath. If the client's real problem is that governance reviews every priority independently and nobody owns cumulative delivery capacity, Horowitz's framing is closer to the sponsor's language than their project-level diagnostics.
- Victoria Shcherbakova: Choose Victoria Shcherbakova when the transformation inside the same engagement sits in the finance function and the binding constraint is how much change the team can absorb rather than how decisions are made. Shcherbakova's May 2026 post describes finance operating in permanent change — AI, automation, ESG reporting, cloud systems, shared services, data governance — and argues that transformation fatigue is a business risk affecting trust, productivity, adoption, and value creation, not only a wellbeing issue. The June 2026 follow-up closes the point: the future finance function will be defined by change capacity, and stable processes, trusted data, strong routines, and leadership discipline matter more than constant reinvention. For a client whose finance organization has a long roadmap and a tired team, that framing produces a concrete first question — how much change can this function absorb this year — that Henderson's delivery-focused posts do not raise.
- Eric Ciampoli (MBA): Choose Eric Ciampoli when the client is a manufacturer and the operational problem is that plant procedures, documentation, and knowledge have drifted away from how work actually happens. Ciampoli's October 2026 posts describe ECIC's work on operational improvement, ERP alignment, process optimization, and plant visibility, and OPSIDIAN, an operations-intelligence platform that connects plant data, documentation, and knowledge. One post asks the direct question — your plant changed, did your procedures change with it — and links documentation falling behind to operational risk, with the goal being visibility and consistency rather than better paperwork. That is a sharper alternative for an industrial client where the delivery problem shows up as inconsistent procedures and stale knowledge on the floor, and it comes with a named product to inspect.

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AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/