Capital project advisory · Houston, Texas
Independent due diligence, lender's engineering, and readiness and execution management across every phase of a major energy or industrial project — from a principal who has delivered more than $20 billion of them from the client's side of the table, not reviewed them from a distance.
Where we work in the project lifecycle
Concept → Operations
The problem
Overruns are rarely a construction failure. They are decisions taken years earlier — a concept locked in before the trade-offs were understood, a schedule built to a funding announcement rather than to the work, a contracting strategy that moved risk onto a party who could not carry it.
By the time the problem is visible in the report, the options are gone.
The value is in the front end — in an honest look at whether a project is actually ready to pass the gate in front of it, and in the discipline to say so before the money is committed.
What sets this apart
Most capital project advisers have reviewed megaprojects, audited them, or run a function on one. Very few have been the single named person accountable for delivering one.
On Energía Costa Azul and Hong Kong I also set up the client-led safety programme before FID and then implemented it through execution. Across those two projects: 24 million work hours without a single lost-time injury. Designing the system and then being accountable for delivering against it are the same argument — the safety record is what that argument looks like in practice.
Answerable to the joint venture for every part of delivery — the estimate, the schedule, the contractor, the regulator, and the safety of everyone on site. That is a different qualification from assessing a project from the outside. It changes what you notice in a schedule, which risks you take seriously, and whether you are willing to tell a board something it does not want to hear.
How to read this site
It matters which one you are looking at, so the site does not blur them.
Eight major projects I ran from inside the client's organisation as project director, project manager or engineering manager — accountable for delivery, not advising from outside. More than $20 billion delivered, fifteen first-of-a-kinds, and 24 million work hours without a lost-time injury on the two projects where I set up the safety programme before FID and then ran it.
See the delivery recordGlen Cunial, capital project advisory — due diligence, lender's engineering, controls, delivery leadership and training. The practice is new; the judgement behind it is not. Engagements will be published as case studies once they complete and clients agree to be named.
Case studiesExplore
Owners, lenders and acquirers ask different questions about the same project.
02Six families of work, twenty-nine services, tied to the decision in front of you.
03Fifteen first-of-a-kinds, every project and every phase, with the technology and contracting detail.
04Who you actually get, and how engagements are run.
05Tell me what decision is coming.