Practitioner depth. Measurable results.

Stand up a PMO from scratch: structure, mandate, decision rights, governance cadences, and reporting infrastructure calibrated to organizational scale.

Diagnose current-state PMO performance against leading practice and build a phased advancement plan.

The policy, standards, methodologies, and templates that govern how projects are initiated, approved, monitored, and closed.

Document the methodologies, gate criteria, and minimum deliverables that bring delivery consistency across the portfolio.

Decision-support structures that prioritize competing demands against strategy, capacity, and financial constraints.

Model organizational capacity against planned capital programs to identify throughput gaps before they become delivery failures.

Turn 30-year asset management strategies into a credible, funded multi-year capital plan.

Executive and Board-level reporting infrastructure that gives governance audiences decision-ready visibility.

Structure projects into programs: boundaries, interdependencies, shared resources, and consolidated reporting.

Tier projects by value, risk, complexity, and strategic alignment to match oversight to need.

Structure, decision rights, governance cadences, and collaboration model that enable a function to operate at scale.

Lead complex, cross-functional transformation initiatives from design through implementation and adoption.

Manage the human transition through system overhauls, restructures, and enterprise transformation.

Structured training for project managers, portfolio analysts, and governance stakeholders.

Design and stand up a project controls function from scratch: cost, schedule, EVM, change management, reporting.

Risk workshops and Monte Carlo–based QSRA / QRA to establish defensible schedule and cost contingency.

Independent assessment of whether budgets adequately reflect the risk a project is carrying at its current stage.

Evidence that estimates mature through AACE-aligned classes and that scope, schedule, and risk align with cost at every stage.

Methodology, business case, and governance structures for portfolio-level management contingency.

Gate definitions, decision criteria, required deliverables, and authority levels, calibrated to project tier and complexity.

Minimum requirements at each gate: scope, AACE estimate class, risk maturity, schedule confidence, stakeholder sign-off.

Independent QA structures that validate estimate maturity, schedule confidence, and deliverable readiness.

Lead gate reviews: independent health assessments and clear pass / conditional / hold recommendations.

Independent assurance across interconnected projects: interfaces, dependencies, resource sharing, and consolidated reporting.

Governance and reporting infrastructure to manage a portfolio of concurrent complex projects as a single accountable program.

Identify, map, and manage the interfaces between projects that most often cause program-level failure.

Diagnose and reset struggling programs, restoring governance, controls, and delivery confidence.

Problem definition, options analysis, cost-benefit modelling, risk assessment, and implementation plan, structured for Treasury Board, council, or board approval.

Technical, financial, and delivery feasibility studies that give governance defensible evidence before committing capital.

Structured methodology (identification, evaluation criteria, scoring, sensitivity analysis) that gives governance the evidence to approve or redirect.

Track promised benefits from approval through delivery and into operations, closing the loop on business case commitments.

Strengthen applications to federal and provincial programs (ICIP, CCBF, PTIF and equivalents): climate assessments, documentation, supporting analysis.

Reporting infrastructure that meets funding agreement obligations and avoids clawback risk.

Reallocate unused project funds to higher-need projects to maximize total returns from funding envelopes.

Governance, reporting formats, and escalation protocols required to manage accountability to multiple levels of government simultaneously.

Organization-wide policy defining how all asset classes are managed, maintained, renewed, and disposed of across the full lifecycle.

Inventory all assets, define methodologies by class, establish condition baselines, and set renewal timelines and funding needs.

Multi-year renewal programs by class: condition assessments, backlog quantification, and funded project pipelines.

Investment case for closing the SOGR gap with financial modelling, risk-based prioritization, and funding strategy.

KPIs, templates, and review cadences giving sponsors real-time visibility into cost, schedule, scope, and risk.

Aggregate project performance into program-level health views that surface systemic risks and resource conflicts.

Enterprise-level executive dashboards, Board reporting packages, and portfolio review rhythms.

Reporting rhythms, escalation triggers, and governance touchpoints that ensure data drives action, not just reporting.