Project Development is the basis for a good evaluation. If an opportunity requires further refinement, we walk the opportunity through the project development gates: options definition, gate-package authoring, portfolio governance to FID. The economics that ranked the opportunity carry through to sanction.
Concept, feasibility, definition, and Gate 3 readiness. Engineering depth scales with the decision the gate is making. We run gates as working design reviews, where assumptions get tested before they get blessed.
Engineering options, configuration alternatives, and technical risk evaluated against the decision the gate is making. The analyses that move the answer go in the package. The rest stay out.
Writing the package, defending it through gate review, and providing owner's representative oversight on engineering deliverables. Boards need a defensible case to sanction. We build packages that hold up under the questions sponsors actually ask.
Directing project development managers and project managers across a multi-project portfolio. We set the gate cadence, the technical standards, and the risk-review posture that hold capital programs to their commitments.
We engage before engineering is locked. The sponsor and the team define what the gate is deciding, the assumptions the decision turns on, and the data the package needs to bring forward.
Engineering, options, economics, and risk get assembled into a single gate-ready document. The package speaks to the decision the gate is making.
Owner's representative posture through the gate meeting itself. Pressure-test the assumptions, answer the hard questions, and walk the project to sanction.
A multi-billion in-situ portfolio covering upgrading, midstream, tailings, and in-situ technology programs, taken through Gate 0 to Gate 5 across multiple capital projects. Owner's representative posture on engineering deliverables. The gate package standard, technical risk reviews, and cost-schedule-value framework held portfolio commitments through multi-year delivery.
Solvent-assisted SAGD moved from R&D toward commercial deployment across Gate 0 to Gate 2. Technical risk was systematically isolated. Partner-engagement and information-exchange strategies reduced scale-up risk. Regulatory and Indigenous community paths aligned to a field-scale economics case.
Gas-fired cogeneration in Alberta, taken from investment-grade business case through regulatory approvals to commercial operations in a volatile merchant power market. Economics, regulatory, and operations sequenced as a single development pathway.
Our flagship engagement evaluates your project pipeline, gate discipline, and decision packages, and delivers a board-ready roadmap for improvement.
Learn About the 90 Day Assessment