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Project Advisory

When a project's progress falls short of its schedule and targets, you need an experienced advisor to analyse its processes and secure the results.

Project advisory for manufacturing, construction, service, production and distribution companies,
whether well-structured or in need of reorganisation.
30 years of experience in international projects, working with teams of up to 1,000 people...

Preliminary Check Book an initial conversation
  • 30 years of experience in Project and Program Management
  • Project size involvement in projects worth billions of dollars
  • WW experience 3 continents, multinational teams in Europe, Asia, the Middle and Far East
  • 5 core areas
    • dealing on behalf
    • trading and contracting
    • creating, implementing and supervising protocols
    • managing multi-field projects & procurement
    • VIP and VVIP hospitality protocols

When the organisation that brought the company this far struggles to take it further...

...the problem, in these cases, is almost never one of method: it is one of governance

The "critical" contract that never closes

When a single project threatens the year's margins and a reputation built over years of business relationships... the answer is not to speed up: it is to take back control.

The PMO that exists only on paper

When in-house project managers handle operations, but management has no real, integrated view of progress, risks and margins across current contracts and the contract pipeline, what is needed is a PMO and dedicated dashboards.

The continuity that was never planned

When the company works because the founder "knows how it's done" ...but that knowledge has never been codified...
Generational handover is not a bureaucratic process... it is a matter of continuity and of passing on a "codified method".

When might we not be the most suitable partner...

  • Companies with consolidated revenue or a business plan below five million euros
  • Routine administration or day-to-day executive support
  • Business owners looking for "no matter what" validation of decisions already made
  • Projects where we would be expected to carry out operational tasks

When our analysis shows that the conditions and elements needed for our involvement to produce the desired results are not there, we share it straight away.

Services

Four services at a set cost.
No tailor-made quote for the first conversation: transparency is part of the qualification.

Strategic Diagnostic

from €2,500 net
(plus any travel and accommodation) 7 days

Seven days on site to identify three systemic causes of overruns in your current projects:
the outcome is an operational intervention roadmap.

Full refund of the net fee if at least three measurable findings do not emerge.

Crisis Intervention

from €20,000 60 days, start within 7-10 days

Rapid operational takeover of a project in critical emergency. Minimal lead time, short duration, focused on restoring control.

If no recovery plan emerges within the first 14 days, the engagement ends with a 70% refund.

Project Recovery Management

from €15,000 45 days

Operational takeover of a project in a critical phase, with direct responsibility for the agreed and approved recovery plan. Full methodology, binding review on day thirty.

If the trajectory has not changed by the review, the engagement ends with no remaining fees.

Ongoing Project Management

€3,500 / month 6 months minimum

External Project Management Office, with ongoing responsibility for the project portfolio. Minimum engagement six months.

An expected 30% reduction in overruns within the first six months, or the last two months are free.

Our Method

Five codified phases, developed over thirty years of practice and adapted to the context of SMEs.

  1. 01

    Diagnosis

    Seven days of structured observation.
    Mapping of processes, roles, data and dependencies.
    Output: three systemic causes of overruns, each one quantified.

  2. 02

    Planning

    Definition of the intervention plan with priorities, dependencies, timelines and verifiable KPIs.
    Alignment with the client on trade-offs and operational scope.

  3. 03

    Implementation

    Supervision alongside the in-house teams.
    Working side by side, not remotely.
    Operational decisions documented daily.

  4. 04

    Review

    Fortnightly measurement of deviations from the plan.
    Clear, reasoned course corrections.
    Reporting to the client

  5. 05

    Handover

    Handover of tools, dashboards and skills to the in-house teams.
    Goal: the client must not depend on us for the same operations once the engagement is over.

Cases

Examples of resolved cases, anonymised in line with our confidentiality procedures. Some of the companies involved may be willing to share their experience, on reasoned request and with a signed mutual NDA.

Mechanical manufacturing
Make-to-order manufacturer, Veneto, Italy

Context

65 employees, three contracts chronically late, net margin down from 18% to 7% in 18 months. Management paralysed between client escalations and running the production floor.

Intervention

Reorganisation of the PMO, a hybrid methodology for managing parallel contracts, monitoring dashboards, KPIs verified and shared with management every Monday morning, structured coaching for contract and department heads.

Result

+11 percentage points of operating margin in six months, 92% of contracts delivered on time in the second half, and a relationship of trust rebuilt with the two most strategic clients.

Construction
General contractor, Lombardy

Context

A €12M industrial construction site at a standstill for four weeks. Operational conflict between site management, building services and the client. Contractual penalties already at 4% of the value.

Intervention

Five-day emergency audit, followed by direct responsibility for site coordination for 45 days. Rebuilding of the work schedule, documented technical mediation with the client, reorganisation of the subcontractor crews.

Result

Work restarted on day 8 of the engagement, three weeks recovered on the remaining schedule, completion with a final overrun of 8% against the 22% forecast at takeover.

Major events
International events, MENA region

Context

Set-up of an international event delivered by 950 people over 14 operational days. Coordination required across 6 international suppliers, 3 time zones and local logistical constraints, with no single point of contact appointed on the client side.

Intervention

A single operational command, a multi-time-zone escalation matrix, daily stand-ups at 7:00 local time, and central tracking of technical issues on a dashboard shared with the functional leads and the client.

Result

Delivered within the contractual timeframe, zero penalties, and a structured lessons-learned report handed to the client as a methodological asset for future similar events.

Thirty years of Project Management, working with teams of up to 1,000 people... now serving SMEs, in Italy and abroad

The founder of the firm began his career managing complex projects in the late 1990s, on assignments ranging from the reorganisation of professional practices to efficiency improvements in civil and industrial construction, and the organisation and management of major events. After an initial period in which he held assignments and interests in Italy, he went on to spend more than a decade in Qatar working for the leading local business owners, responsible for major projects involving multinational teams of up to a thousand people, on site and in the company.

Back in Italy, he chose to offer that experience to local SMEs, knowing that the discipline and tools of Project Management required by international, multi-stakeholder projects with a thousand people are exactly what a smaller company needs... and only rarely is this principle put into practice.
"Our product" is the practical translation of this conviction.

How we engage

Check the "health" of your Projects

A short structured questionnaire (about 8 minutes) gives us a first indication of the level of risk in your current projects and of the room for improvement we can achieve together.
Completing it gives access to a 30-minute qualification call — it does not generate an automatic report.

Start the preliminary check

0. Goals and visibility

  • What is the main reason you are seeking advice today?
  • What would you like to have solved or improved in 6 or 12 months?
  • Does management have weekly, qualitative and quantitative visibility of the progress of current projects?
  • Does management have qualitative and quantitative tools to assess the projects to be carried out?
    Which ones?

  1. 1. Company details and general overview

    • Company name and legal form of the company.
    • Business sector (e.g. ATECO/NACE code) and target market (local, national or international).
    • Size (number of employees, contractors and annual revenue over the last 2-3 years).
    • Ownership structure and basic organisation chart (who makes the decisions?).
    • Organisation chart by position and by function

  2. 2. Identity, Vision, Mission, Execution Plan

    • Mission and Vision: Does the company have clear long-term goals, or is it "flying blind"?
    • Perceived strengths and weaknesses
    • Distinctive features: What really sets you apart from your competitors?
    • Are execution plans regularly drawn up for company projects?

  3. 3. Market, Customers and Sales

    • Target: Who is your typical customer? Which product or service generates the most margin?
    • Sales network and Marketing: How do you acquire new customers? Which channels do you use (online, offline, agents, e-commerce)?
    • Competition: Who are your 2-3 main competitors, and why do customers choose them (or you)?

  4. 4. Organisation and Internal Processes

    • Operational efficiency: Are the processes for producing and delivering the product or service tracked and standardised?
    • Level of digitalisation: Which software and digital tools do you use (CRM, ERP, e-commerce)?
    • Bottlenecks: Where does the workflow most often slow down or get stuck?

  5. 5. Economics and Finance

    • Margins: Do you know precisely the cost of producing or delivering each product or service line?
      Are there assets currently being depreciated?
      Do you manage the obsolescence of tools and machinery?
      Do you have ongoing and/or recurring bank debt, including operating leases?
      If so, how is this integrated with budgeting and financing?
    • Liquidity: Does the company have recurring or planned cash needs?
    • Control dashboard: Is there an annual budget and a system for regularly monitoring KPIs (key performance indicators)?

  6. 6. Goals of the Engagement

    • Expected results: What would you like to have solved or improved in 6 or 12 months?
    • The main problem: What is the main reason you are seeking advice?

Frequently asked questions

Usually not, unless there is a genuine business plan, existing or in progress, and dedicated sources of funding whose existence, type and size we can assess.
To be effective, our services require an internal organisation of a certain structure and size.
For smaller companies and projects there are excellent operational consultants who specialise in them.

It depends on our current schedule, on the type and size of the project and on how urgent it is felt to be.

Beyond the example figures on this page, our services, like the results we can guarantee, are highly tailored, and so are our fees, which are clearly shared and agreed in the contract at the appropriate stage.

It depends on the confidentiality agreements we sign with each client; often the decision is not ours to make, and some clients are happy to share their experience with us. For our part we have no need for secrecy, which is a different thing from confidentiality.

Yes, and beyond, depending on our clients' needs and logistics and on the related agreements.

To start a conversation

To access the calendar for a first conversation, please fill in a short pre-qualification form.

The information collected is used solely to assess mutual fit. GDPR compliant.

Thank you. We will be in touch shortly to arrange a first conversation.
Based on what you have told us, we believe our services are not the best fit for your current situation. We suggest considering a local operational consultant.