Capital project advisory · Houston, Texas
Independent due diligence, lender's engineering, project setup, controls and delivery leadership for major energy and industrial capital projects — at any phase, from concept selection through construction and into operations. Twenty-five years and more than $20 billion of it run from inside the client's organization, accountable for the outcome — not reviewed 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 earlier you look, the more you can still change — an honest read on whether a project is actually ready to pass the gate in front of it, and the discipline to say so before the money is committed.
When a project is already past that point, the work is different but not smaller: get an accurate picture fast, rebuild a baseline that can be defended, and run it out. That is the half of this most advisers have never done.
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 program 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 organization 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 program 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 judgment 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, from due diligence to training, 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.