To meet the demands of a fast-evolving sector, we push our infrastructure clients to become performance-driven businesses. Despite a skills-shortage and company cultures that are traditionally unfamiliar with change, we coach teams  on how to mobilise contracts effectively, prioritise the customer experience and adapt through continuous improvement.

Here's how we do it.

Infrastructure Services

Infrastructure Services





Waste Management

Waste Management


Mobilisation and Contract Management

Setting the platform and mindset for operational efficiency is overlooked at the early stages of the contract life-cycle despite being core to the win strategy.

Resource Model

Having the right person, in the right place with the right skills and resources at the right time, every time.

Customer Experience

The end user wants the right solution delivered when you committed and within a single visit. Customer satisfaction doesn't have to be at odds with operational efficiency.


Supply Chain Management practices are poor, and the lower tiers of the supply chain are lacking investment and capability.

Supply Chain Co-ordination/Collaboration

Disjointed supply chains with limited understanding of each others role and requirements and ineffective hand-offs.


Optimise Each Step

When do our contracts assume for efficiencies to be realised? Do mobilisations go to plan? Is there a clear plan and execution strategy in place between bid, mobilisation and operation teams?

Empower Workforce

How do we measure workforce efficiency? Are we seeing the full picture? Am I enabling my workforce to be as efficient and effective as they can or am I driving the wrong measures and attitudes?

User Experience

How are you interacting with the end user, is it a positive experience for them? What are the principles you are leading by example with that will ensure every experience is a good one?

Raise The Bar

Do your people know what is expected of them in the role? Have you looked at how your leadership team (or your own behaviour) is setting the tone?


£4.8m cost savings identified and implemented as part of
next-generation contract mobilisation.

£0.5m penalty charges avoided through the implementation of lead
KPI measures across the contract.

50% increase in repair and maintenance gang productivity.

£1.2m saved in supply chain redesign and re-structure of a
loss-making contract.

Increased customer satisfaction through a ‘Right First Time’ and
‘taking positive action’ employee awareness programme.


Process Standards and Continuous Improvement

Every construction site isn’t wholly unique but is approached as though it is. It is difficult to improve a moving target.

Managing Change

Good governance processes like ‘lessons learned’ aren’t timely, aren’t read across projects frequently and tend to fall away towards the end of the project.

Skills Shortage

Less young people are coming into the sector. Now is the time to look at traditional roles like estimating, surveying, site & project management to understand how to mitigate against this challenge.

Right first time

Snagging is common practice and erodes the customer experience and net margins.

Programme Management

Lack of capability amongst programme management. The understanding of requirements on a week by week basis is vague, and schedule adherence is poor.


Core Principles

How do you train and equip your teams to apply standard processes? What are your non-negotiable core principles that you lead from the front with and are applied to each and every project?


Are you clear about who is responsible for driving a site culture that represents your company values? Do you lead by example? How do you create a culture where delays, defects and issues are OK to be called out?

Move Forward

How quickly can we tell whether a programme is on track or not? Is it clear what the key issues are that are restricting progress and the plan for these?

Plan Ahead

Do you understand your capability and capacity in core skill areas? Do the plans you have in place protect you against an ageing workforce and skills shortage?


100% of all site managers trained on new planning and control

X4 reduction in order variation through better formal partnerships
and relationship management processes.

30% more projects being managed with the same amount of
commercial surveyors.

50% reduction in construction handover through the introduction of
collaborative working methods across internal functions and supply
chain partners.


Organisation Structure

Getting the balance between spend and overhead right while ensuring regulation and compliance are met.

Performance Culture

Not accepting the norm and traditional ways of working.

Supply Chain

Getting the best people, best results and a collaborative culture with a traditional supply chain.

Production Line Thinking

The management structure is in place, but the routines and rituals of production management are missing for various reasons.

Intelligent Use Of Data

The data exists but isn’t being used effectively to inform decisions and drive the business.


Break Through

How are our targets set and measured? Did we achieve some breakthrough change in the last 12 months?

Partner Relationships

How do we contract with and compensate our partners; is this aligned with the values and behaviours we are trying to deliver collectively on? Are we managing our partner’s performance and providing formal structured feedback?

Production Line Thinking

Do we have a holistic understanding of the ‘production line’ and it’s pinch points? Do we connect the experienced people and teams that we employ together with operating and management systems?


Have are we measuring capital efficiency? Does our current structure enable delivery while holding them to account? Are we confident we are getting the most we can for our money?


75% reduction in the requirement for mini competitions through
improved future demand planning.

100% employees educated in department process and their role
in the business leading to greater collaboration and more efficient

New PMO and Capital delivery operating model and structure
defined, improving organisations ability to deliver on time, cost,
quality and achieve greater capital efficiencies.

KPI’s defined and implemented for consultant and contractor


Data Driven Decisions

Data is lacking and challenges seem obvious, but the results aren’t forthcoming.

Establishing Company Values

Local site based cultures with no common ‘way.’

Cost of Quality

Complex commercial models trying to balance incoming ‘gate fee’ with the quality impact on the end product.

Fleet Management

Maximising the return and maintaining an expensive and critical asset base.

Cost to Operate

Achieving process efficiencies with variable inputs.



What are the key measures we drive our business through? Are these easily influenced? Do I as a leader lead with data or gut?


What are the core values we expect from the leadership team? How are we as a leadership team instilling these at a local level and enabling our people to live by these?


Do we understand the cost of sub-standard quality to our business? Have we determined the influences on output quality and refined our input criteria?

Manage Costs

Do we understand how to achieve the most efficient route planning? Do we manage transport costs effectively within customer service levels and do we know we aren’t over-delivering?


Have we identified the commonality in our processes regardless of what comes through the door? Do we know the bottlenecks within our processes? Are we managing and maintaining critical assets? How do we set and improve on ‘production’ targets?


€2.6m benefits delivered across 3 Waste Management sites ranging from hazardous waste to SRF production.

Established a ‘Company Way’ which was simple, bespoke, and practical.

100 employees trained in Lean tools and techniques.

>€ 10m savings identified in a company wide diagnostic