Alongside your team, where the work is hardest.
We are not permanent staff, and we are built to leave. We bring people who have run large, hard programs themselves, find where your work actually hurts, fix it around those real problems, and hand a stronger team back to you.
Advisory works for any organization in Nigeria and West Africa that needs its work, money and people run with clear ownership: contractors, manufacturers, retailers and distributors, owner-led businesses, professional and service firms, and groups. Bring us in for one problem or the whole operation.
We strengthen your team. We do not replace it.
Our advice is led from experience, not theory. The people who work with your team have run complex delivery themselves, across contracts, margins, and several businesses reporting to one set of numbers. So we work with the grain of how you already operate, not against it.
We come to make your processes work better and your people stronger, then step back. Your team keeps the credit, the capability, and the system after we step out. We are here to remove the friction in delivery, not the people who run it.
The same people who ran those programs are the ones who would work on yours.
Help wherever the work is breaking
Bring in one line to fix a specific problem, or several together to run the whole thing. They work inside the framework you already run, so the pieces fit what is there.
OutcomeYou know where you will land, early enough to change it
How you know the truth about cost and time. Earned value management leads: we set the baseline, measure progress against it in money and time, and show where you will land, not just where you have been. Around it, planning, cost control, and change control.
What we put in place
- Earned value management
- Baselines and estimating
- Schedule risk analysis
- Cost control
- Change control
- Forecasting
OutcomeDecisions get made, and they stick
A project office that runs on decisions, not paperwork. We build it around the methodology you already use, or help you define one where there is none, then set the reporting, decision rights, and sign-off points that keep work honest and make sure they are actually used.
What we put in place
- Alignment with your existing methodology
- Governance structure
- Reporting and decision rights
- Decision and sign-off gates
OutcomeRisk sits with the party who can carry it
Getting the deal right before it is signed, and holding it afterwards. Contract strategy, supplier selection, and the terms that decide who carries which risk. For businesses that buy and hold stock, the same discipline runs through suppliers, lead times, landed cost and inventory, so cash is not trapped in the wrong stock.
What we put in place
- Contract strategy
- Supplier selection
- Evaluation and award
- Contract administration
- Supplier management
- Landed cost and lead times
- Stock and inventory control
OutcomeYou win the right work at a price that holds
Winning the right work at the right price. We run the bid with your team, from the pursuit decision to the submission, and build the cost and delivery case that stands up to scrutiny.
What we put in place
- Pursuit decisions
- Bid strategy
- Submission management
- Compliance and document QA
OutcomeEveryone knows what they own
Organizing the business to deliver. How teams, roles, and reporting lines are drawn, so accountability is clear and work does not fall between the gaps.
What we put in place
- Roles and reporting lines
- Accountability mapping
- Interface management
- Delivery, commercial and finance handoffs
OutcomeThe parts pull toward one result
Running many moving parts as one effort instead of separate silos, whether that is engineering, procurement, and construction, or design, build, and launch. We help your team hold the whole thing together, so the parts do not optimize themselves at the expense of the result.
What we put in place
- EPCM coordination
- Interface and scope control
- Integrated planning
- One reporting line across disciplines
OutcomeMoney and people go where they matter most
Seeing across many projects at once, so leadership can decide where money and people do the most good, and stop the work that no longer earns its place. Where you already have an investment or value framework, we work within it.
What we put in place
- Prioritization and sequencing
- Stage gating
- Benefits realization
- Portfolio monitoring and reporting
What this looks like in practice
Client names, project identifiers, and figures that would identify a counterparty are withheld. That is deliberate and it is the same discretion we bring to the work. The situations are real.
Three reporting lines, three different percentages
On a multi contractor capital project, subcontract reporting and program reporting disagreed every month, and reconciling them by hand consumed the first week of every cycle. We set one baseline, measured progress against it in money and time, and moved every party onto a single source.
What changedThe monthly meeting became a decision forum instead of an argument about whose number was right.
A program with a lender watching the drawdown
A capital program was funded on a drawdown schedule, so reporting had to satisfy a lender as well as the project team. We built one baseline that served both, put earned value against it, and made the funding pack a byproduct of the controls rather than a separate monthly exercise.
What changedDrawdown requests stopped being rebuilt from scratch every cycle.
A group with projects but no project office
A group running concurrent contracts for major clients had no PMO, so governance lived in individual managers' heads and left when they did. We built the function: structure, charter, role definitions, and the decision and escalation points that make governance something people use rather than something they report into.
What changedOne way of governing now runs across the business units.
A commercial position that had drifted
A works contract had accumulated correspondence, variations, and disputed dates over a long period, with no single record of what had actually been agreed. We rebuilt the chronology from source documents, separated what the records supported from what they did not, and set the position out in a form senior people could act on.
What changedThe client went into the conversation knowing exactly where it stood.
We start with your real problems
Advice from a template changes nothing. We take the time to understand how your organization actually works and where it hurts, then build the controls and the fix around those real pain points, not a generic playbook.
We work inside your methodology rather than replacing it, and use CLARITY to find where it is not holding. When you are ready, the platform can be set up around the same stage gates and reporting lines you already use.
Diagnostic
We learn how your work really runs and where it gets stuck. Fixed scope and fixed fee, agreed in writing. No obligation beyond it.
Set up
We build the fix around those pain points, starting where it hurts most.
Hand over
The way of working moves into your team. For a year after handover, we keep measuring the outcomes with you.
Discretion, built in and put in writing.
Least-privilege access
Our people see only what the engagement needs, at the level it needs. Nothing wider, and only for as long as the work needs.
Handled under a data processing agreement
Processing is governed by a signed data processing agreement, in line with the data protection laws that apply to you. Your data remains yours and is exportable on request.
Written into every engagement
Confidentiality terms are named in the engagement agreement, not left to trust. The obligations are on paper before the work begins.
Clean offboarding
When the work ends, our access ends with it. For the year after, we measure outcomes from the figures you choose to share. Handover is documented, so your team can run it.