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Restoring clarity and control

Project teams struggle, not because they aren’t working hard, but because data is fragmented, risks are hidden, and urgency overrides judgment.

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TRENDING

From Data to Decisions
Is your project data informing decisions, or just there for show? When reports are built for optics and not action, teams lose trust. Data and information management becomes a burden, control breaks down and risks escalate.
Discover how to turn data into decisions
Augmentation with AI
AI is already embedded into how most teams work today, but with very little structure, no mandate, and limited oversight. This kind of informal adoption introduces inconsistency, increases risk exposure and cannot scale.
Explore how AI can be part of project stack
Project Management
It is not unusual for teams to slip into a pattern of project administration rather than project management. Schedules are maintained, trackers updated, meetings held. But beneath the surface, key dynamics go unaddressed.
Learn how to regain clarity and control

Case Studies

Building a scalable data platform for AI

Requirement

To support AI-driven data integration, we needed to replace spreadsheets and other loosely structured sources with a robust platform. The new system had to enforce consistency, scale across tenants, and support operational integrity

Method

Data sources were consolidated into PostgreSQL to enforce relational integrity, tenant isolation, and performance at scale. The schema includes identity and access control for secure tenant-aware operations. Constraints, audit fields, and indexing were implemented to ensure consistency, traceability, and long-term maintainability.

Outcome

The result is a multi-tenant PostgreSQL database with support for user management, RBAC, and auditability. It provides a foundation for scale, AI integration, and secure multi-user workflows

Global change

Requirement

A global company needed to raise its information security standards and engage senior leaders across 13 international subsidiaries to demonstrate visible progress at board level.

Method

A global change programme was launched to strengthen both technical controls and organisational readiness. This included baseline risk assessments, penetration testing, and maturity reviews, along with executive workshops, board-level reporting, and cultural initiatives designed to build ownership and alignment across the group.

Outcome

Compliance scores improved by more than 50% in 10 months, the board and shareholders gained clear visibility of progress, and subsidiaries adopted a consistent approach to data management and information security.

Digital Twin

Requirement

An automotive manufacturer needed a strategy to implement Digital Twin technologies to connect engineering and manufacturing data, improve virtual–physical alignment, and enable better decision-making across vehicle programmes.

Method

We worked closely with design and manufacturing teams to understand real-world challenges, clarify priorities, and build a phased roadmap. The engagement covered CAD and specification data, process automation, discrete event simulation, MES/PLC integration, Bill of Process, tooling, and immersive technologies such as VR and AR.

Outcome

The engagement delivered a reference architecture and a Digital Twin roadmap. This has since guided the manufacturer’s investment decisions and technology programmes, providing a structured path to integrate digital models, real-time data, and advanced simulation capabilities across the enterprise.

Unlocking AI

Requirement

We wanted to explore how AI could be practically integrated with structured project data to reduce reporting effort and make information more accessible for day-to-day decision-making.

Method

A full-stack AI platform was developed and configured to connect structured project data with natural language interaction, automated summaries, and KPI computation.

Outcome

The result was a working architecture, technical specification, and development roadmap for an AI data management platform. It now serves as a blueprint for the next phase of development, focused on expanding functionality, integration, and scale.

From bid to mobilisation

Requirement

The project required commercial oversight across both bid and mobilisation to ensure cost visibility, financial integrity, and alignment between scope, pricing, and submission. The delivery team needed confidence that the commercial position was robust and ready prior to execution.

Method

We built a detailed cost model to fully reconcile estimation, scope, and submission assets. This was supported by a scenario-based cash flow forecast to define the commercial structure, and onboarding support for the incoming QS team.

Outcome

By taking ownership of the commercial details at the early stages of the project, we gave the client clear visibility of costs, cash flow, and contract commitments. The project moved into delivery with clarity and an informed team ready to take over.

Project Manage Office

Requirement

The client was growing quickly, and delivery methods had become inconsistent. They needed a structured governance framework and repeatable processes to manage increasing complexity and keep costs under control.

Method

We established a Project Management Office with stage-gate delivery processes, data infrastructure, asset templates, risk and issue tracking, and a governance model to ensure a consistent and robust approach across all initiatives.

Outcome

Projects began to follow a common playbook, improving predictability and accountability. Leadership gained clear visibility across the portfolio, enabling better prioritisation and resource planning.

Training and development governance

Requirement

Across global subsidiaries, training compliance was inconsistent and difficult to evidence at board level.

Method

A central learning management platform was introduced. Existing content was migrated, new modules were created. All compliance, ethics and legal training was standardised onto a single platform with central reporting.

Outcome

The consolidated training platform gave board members and shareholders clear visibility of compliance across the group. It created one auditable source for skills and mandatory training, improving accountability and ensuring a consistent approach across all subsidiaries.

Consolidated cost management

Requirement

Finance leaders needed a single, reliable view of project costs and margins to replace fragmented spreadsheets and ad‑hoc estimations.

Method

We designed and embedded a structured cost management framework with standard rates, contingencies, approvals and reporting logic, ensuring finance and delivery teams worked from one trusted set of numbers.

Outcome

Leadership gained a consolidated, auditable view of project performance, improving cash flow control and enabling faster, more confident portfolio‑level decisions.

Commercial management

Requirement

A major project required robust commercial management to coordinate commercial, engineering and delivery teams on a complex technical package.

Method

We established clear processes for approvals, cost control and communication so that variations, payments and scope decisions were managed consistently throughout the programme.

Outcome

Our disciplined approach to commercial management preserved the client’s position and protected margins throughout delivery. Entitlements were documented, evidenced, and successfully negotiated, resulting in a favourable final account and a strong commercial close-out.

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