Strategy & Innovation
Technology decisions are operational decisions. We make them with you: where the spend goes, how the operation runs on it, and what it returns.
For operators in mining, energy, oil and gas, marine and defence.
The next ten years of heavy industry will be defined by the leaders who execute digital transformation and AI well. The advantage will not go to whoever buys the most technology. It goes to whoever makes technology decisions as operational decisions: sequenced like a mine plan, governed like capital, run like a plant.
Technology in heavy industry exists to do four things.
Every piece of work we take on has to pull at least one of these levers. If it does not, we will tell you not to buy it.
Increase value
More product shipped, more uptime, faster turnarounds. New products and new revenue built from what your people already know. Technology that grows the business, not the backlog.
Reduce expense
Technology put to work on the cost base: maintenance optimised to cut downtime, AI agents that remove manual effort, sensors that catch failures before they stop production.
Control risk
Fewer surprises: safety and compliance evidenced, cyber exposure closed down, and programs governed so the business hears about problems early, while they are still cheap to fix.
Protect assets
Assets that run for decades, kept fit for purpose: maintenance planned rather than reactive, asset data you can trust, and systems that outlast the people who built them.
Capability & maturity assessment
An evidence-based assessment of where your technology, data and delivery capability stand today. We review the estate, the operating model and the delivery track record, test our findings with the people who run the systems, and score maturity against what the strategy requires. This gives you an honest baseline, the quick wins, and a costed view of where to invest next.
Technology operating model
The design of how the technology function serves the business: structure, sourcing, decision rights and ways of working. We assess how demand flows through the function today, where work queues or duplicates, and redesign roles, processes and governance to fit the operation's scale and growth plans, so the function delivers more from the resources it already has, with clear accountabilities and a sustainable pace.
Technology governance & digital strategy
The decision rights, investment governance and digital strategy that make technology spend accountable and AI possible. We establish who decides what and on what evidence, set the standards and ownership that make data trustworthy, and align governance to the regulatory obligations of your industry. Our objective is spend that can be traced to value, data the business can rely on, and analytics built on defensible foundations.
Product strategy & market engagement
For industrial businesses turning what they know into products: what to build, how it reaches market, and how it earns revenue. We validate demand through real customer conversations, shape the commercial model, and apply product discipline from first prototype through to a repeatable sale, ending with a product that has a market, a price and a pipeline.
Post-merger IT integration & divestiture
Carving technology in or out through M&A without disrupting either operation. We plan integration or separation across systems, data, contracts and people, prepare day-one readiness, and provide the delivery leadership to land the transition safely: continuity of service protected, obligations met, and the business operating from day one.
