Delivery & Recovery
Programs that land. Recoveries that hold. And the decades inside failed ones that taught us the difference.
For COOs, CIOs, program sponsors and boards at operators in mining, energy, marine, nuclear and defence.
Most technology programs do not fail on technology. They fail on poor scope and decision-making, weak vendor management, and thin resourcing. We have spent decades inside those failures and their recoveries. That lived experience is the product: we know where programs break, so we build them, and rebuild them, so they do not.
Technology in heavy industry exists to do four things.
Delivery work pulls all four levers, and leans hardest on two: control risk and reduce expense.
Increase value
Production, throughput, and new revenue from what you already know.
Reduce expense
Unit cost down, duplication out, spend tied to return.
Where delivery leans
Control risk
Safety, security, compliance, and programs that do not surprise the board.
Where delivery leans
Manage assets
Decades-long assets, and the systems and data that run them, kept fit for purpose.
Transformation delivery
Programs rarely fail on technology. They fail on scope nobody policed and decisions nobody made.
We run complex, technology-enabled change end to end: scope that stays honest, decisions made at the right level at the right time, and a program rhythm the business can sustain alongside operations. No methodology theatre, just the discipline that keeps a program on its numbers.
Change management & stakeholder engagement
The platform went live. The operation kept using spreadsheets.
The people side treated as delivery work, not a comms plan. From the boardroom to the crib room, we bring operators, engineers, vendors and leadership onto the same page, so what gets built gets used.
Tenders, procurement & product selection
The demo was flawless. The product was not.
Market research, requirements that reflect the real operation, and a tender run on evidence rather than demos. We are vendor-agnostic and we do not clip the ticket: the recommendation you get is the one that fits.
Vendor & contract management
Variation claims are how a program quietly doubles in price.
Commercial governance and scope control that hold vendors to what they promised. We have the hard conversations early, while they are still cheap, and before the variations become the program.
Stalled program recovery
Everyone in the steering committee knows it is off track. Nobody has said it out loud yet.
An honest assessment of what is salvageable, a reset the board can trust, and clear exit criteria. We stay in the room until it is back on rails, and we leave when it is.
Delivery resourcing & capability support
The plan assumed people you do not have.
Senior delivery people embedded where your capacity is thin: program leadership, a PMO that earns its keep, and coaching that leaves your own people stronger when we leave.
Veteran-led: leadership forged in defence, nuclear and offshore environments. Calm, structured delivery under real pressure, not slideware.