I take the mandate when an asset stops performing or a programme runs past its baseline. I start where the money leaves, in the contract and in the way the work is organised. The technical fault is usually the cheapest part of the problem.
Underperformance is rarely only technical. The cost is financial, contractual and reputational, and it compounds until someone with the right experience and authority intervenes.
Every engagement starts with a deep, on-site operational assessment, not a remote audit. I work alongside your teams to isolate root causes, remove waste, and deliver recoveries that show in your KPIs and your P&L.
Programmes fail for the same reason, diffuse accountability and governance that nobody enforces. I take the decision rights, re-baseline what is broken, and carry schedule, cost and risk to the end.
I work for asset owners and operators as well as OEMs and consortia, and my reporting holds up when it reaches boards and lenders.
Repeated failures and unplanned downtime that internal teams and existing service providers have been unable to resolve.
Service and maintenance costs exceeding budget without clear root cause identification or a credible recovery plan.
Contractual obligations not being met, with insufficient management pressure applied to enforce performance and protect asset value.
Programmes past baseline on cost or schedule, requiring experienced senior leadership to re-baseline, stabilise, and drive recovery to completion.
A programme running without defined decision rights or change control, or an internal PMO that lacks the mandate to enforce them.
Operations destabilised by a major technical failure, regulatory finding, or insurance event requiring structured recovery leadership.
Delivered through engineering optimisation, contract restructuring, and operational redesign.
This is not advisory from a distance. I have run large-scale wind portfolios and negotiated from the OEM side of the table, with P&L responsibility. I know where value leaks, because I have seen the contract from both ends.
Programme structures are only as strong as the leadership behind them. I bring both, the framework and the seniority to enforce it when it matters most.
Thirty minutes on a call, or a mail if you prefer. No preparation needed.