True capital project recovery services require more than a revised schedule - they require executive presence on the ground.
When major assets drift or face critical failure, I support the leadership team and provide the stabilisation that standard consultancies cannot.
From the fire impacted NZICC Project in Auckland to serving as the Chief Projects Officer at Diriyah Gate, I bring 30 years of frontline landmark construction project experience to stabilise, guide and support your complex construction projects and development portfolios.
Projects Don't Fail from a Lack of Planning
They fail from misalignment between executive intent and execution reality.
Projects struggle when the teams mistake scheduling for planning.
When schedule slippage reaches the board level, organisations reach for familiar solutions - more dashboards, increasingly detailed schedules, bigger consultancies, better software. None of it works because none of it addresses what's actually broken.
The symptoms are predictable: milestone dates drifting, contractor programmes that don't align with reality, status reports that obscure more than they reveal, and a growing gap between what leadership believes and what the site team knows.
By the time boards and financiers start asking hard questions, the window for conventional fixes has usually closed.
I work with project owners, boards, and executive teams to stabilise delayed and distressed capital projects - and to build the internal capability that prevents future crises.
The track record is specific. I've been embedded in stabilisation on major distressed projects - not observed them, I have worked with the teams on the frontline. NZICC. Barangaroo. Manchester Joint Hospital. NorthConnex. Diriyah Gate. These aren't case studies borrowed from a firm's portfolio. They're projects where I was in the room making decisions.
The approach is practical. I don't arrive with a methodology developed in a classroom. What's Critical was built in the fire of actual project recoveries. It works because it's been tested under pressure - seeking to understand the bottlenecks across the project's multiple interfaces, supply chain challenges, resource constraints, productivity and logistics issues.
The goal is independence. I build your team's capability rather than creating dependency on external consultants. The best engagement ends with your people owning the solution.
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For projects that have gone off track - schedule blowouts, contractor disputes, stakeholder confidence collapsing - I provide hands-on strategic leadership to establish control and develop a credible path forward.
This isn't a review that generates a report and disappears. I embed with your team, identify what's actually broken versus what's noise, and support the stabilisation effort until the project is back on defensible ground.
Typical engagements include:
Capability Building
The best outcome isn't a rescued project - it's a team that doesn't need rescuing again.
I work with project teams and organisations to install the systems, disciplines, and thinking that prevent projects from drifting into distress. This includes deploying the What's Critical methodology—a practical framework forged from decades of front-line project recovery.
Capability building includes:
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