Global Project Advisory

Insights

Perspectives from the work.

Notes from our directors on the decisions that determine whether projects get financed, built and operated as intended.

  • Feasibility

    The feasibility study that gets ignored

    A base case nobody can interrogate is not a decision tool. We look at why assumptions must be sourced, sensitivities must target the variables that move returns, and who in the room should own each number.

  • Capital

    Structuring before financing

    Jurisdiction, shareholding and governance determine which lenders and investors can participate at all. Choosing capital first narrows the structure to whatever is left.

  • Delivery

    Where infrastructure programmes lose their margin

    Claims exposure rarely begins on site. It begins in a baseline schedule that never reflected ground conditions, and a contract administered reactively.

  • Market entry

    Entering a new market as a project business

    Access is not the constraint it is assumed to be. Credibility, sequencing and the right counterparty mandate determine whether an entry strategy converts.

Longer-form papers and market notes are published to clients and partners. To be included in that distribution, write to the firm.

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