Six ways I am brought in.

An independent, evidence-based view of whether a project will deliver what its sponsors are promising — for boards, investment committees and acquirers.

• Technical and design maturity against the stage of development claimed
• Cost estimate and schedule realism, benchmarked and pressure-tested
• Contracting and risk allocation review; contractor capability and capacity
• Client team readiness, governance and decision quality

Technical support to project financing — from pre-close review through construction drawdown and completion certification.

• Pre-financial-close technical due diligence and IE reports
• Review of EPC contracts, completion tests and performance guarantees
• Monthly construction monitoring and drawdown certification
• Technical input to the base case, contingency and sensitivity assumptions

Building the assurance framework itself, for organisations moving from one-off projects to a repeatable capital delivery system.

• Stage-gate model design: gate definitions, decision rights, deliverable maps
• Assurance and peer review process, sized to the organisation rather than copied from a major
• Rollout, training and facilitation of the first live gate reviews
• Independent gate review chairing on request

FID readiness — the work between the decision and mobilisation that determines how the next three years go.

• Project execution plan, contracting strategy and package breakdown
• Organisation design, resourcing plan and key role specifications
• Controls baseline: WBS, cost and schedule structures, processes and procedures, reporting and change control
• Interface management across EPC, marine, utilities and regulator

Senior delivery leadership on the ground, embedded in the client's team for as long as it is needed.

• Interim project director and client team augmentation
• PMO stand-up and capability uplift
• Recovery planning and reset of projects that have lost the schedule
• Commissioning, handover and close-out readiness

Training for the people who will run the next generation of megaprojects — built from what the job actually demands above a billion dollars, not from a body of knowledge written for projects a hundredth the size.

Very few project directors ever own a full project arc; most rotate in and out mid-execution. The knowledge is thin precisely because of that, which is why it has to be taught deliberately rather than left to be absorbed.

• Structured around the Project Director's real accountabilities, function by function — safety, quality, contracts, engineering, procurement, construction, project controls, risk, document and information management, commissioning and start-up, interface management, and the leadership and staffing of the team
• Every function taught twice: what readiness for execution looks like, and what managing execution actually involves
• Delivered as an in-house programme for a client's project team, or as a development track for an individual stepping up to Project Director on a megaproject
• Deliberately not a PMBOK derivative — at this scale the failure modes are structural rather than procedural