Infrastructure AdvisoryMost infrastructure problems that reach a director’s desk are not purely technical or purely commercial. They are problems where a technical reality and a contractual reality are in conflict, and where the organisation has no single senior person who can hold both. Three practices, and the intersection between them.
A senior-led practice for decisions that are commercial and technical at the same time. The work is done by senior principals, not by a team assembled around them.
Maintenance regimes designed around how the asset actually behaves and what it actually costs.
View practice02Commercial control across the whole contract lifecycle.
View practice03The handover from delivery to operations, done deliberately.
View practiceThe intersection
Independent Review and Second Opinion is not a fourth practice. It is a mode: a short, senior, independent view on a specific question, delivered to a board, funder or executive.
Client types
National and metropolitan rail infrastructure managers, transit authorities and asset owners who need independent senior judgement on maintenance regimes, asset strategy and contract performance without building the capability internally.
Passenger and light-rail operators, O&M joint ventures and concession operators who need commercial and engineering support at bid, mobilisation and in-life performance stages.
Main contractors, systems integrators and rolling-stock and systems suppliers who need contract and commercial control on complex technical scopes, and independent challenge.
Next step
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