We Develop and Coach Teams to Deliver Projects Quicker, More Profitably and Safely

Traditional project management consultancies focus on the technical, structural and process side of projects — schedules, resources, contracts, and risk registers. All of which are vitally important. HIP addresses the human factors that determine whether a project succeeds or fails. We work with the cultures, leadership behaviours, alignment and collaboration patterns across owner and contractor teams — dissolving silos, retiring counter-productive practices, and building shared commitment to breakthrough outcomes. As the Society of Petroleum Engineers, PMI and Independent Project Analysis have all documented, most of what makes a capital project succeed is human, not technical.

Both, and they reinforce each other. Our Leadership Development practice works with executive teams to transform individual leaders into a unified coalition with shared commitment and breakthrough goals. Our High Performance Projects practice mobilises owner and contractor delivery teams to produce industry-leading results on specific capital projects. Engagements can start with one and extend to the other once the value is clear.

Engagements vary widely based on scope. Short interventions can be 2 to 3 days of intensive workshops — for example, executive alignment sessions or project team activations. Larger programmes — aligning multiple teams across a major capital project to deliver high performance outcomes — typically run from a few months to over a year, with structured ongoing coaching. Many clients re-engage HIP for separate projects over the course of years.

In capital projects, "Human Performance" refers to the human factors that determine whether teams actually deliver — the mindsets, cultural norms, communication patterns, perceptions, and alignment that shape how individuals and groups think, decide, and act. Culture is invisible meaning you cannot touch the culture. What we see are the actions and behaviors that the culture allows. Industry bodies including the SPE, PMI, Independent Project Analysis, Ernst & Young and the Offshore Technology Conference have documented that most factors making a project successful are not technical — they're human - cultural. Capital projects are built by people, yet most project management focuses on technical, resourcing and structural elements. HIP works on the human side to unlock the performance the technical work alone cannot deliver.

Most leadership development focuses on developing individual leaders — through coaching, training programmes, or 360 feedback. HIP starts from a different premise: that organisational performance comes from leadership coalitions, not individual leaders. We work with executive teams to transform them into a true coalition — designing an "Inspiring Strategic Frame" that galvanises the organisation, then building shared commitment, aligned decisions, and a common behavioural framework. The result is a leadership team that moves as one inspired force, not a set of competent individuals with their own priorities.

Results are measurable and substantial. Examples from our case studies include: first oil delivered 9 months ahead of schedule with 20% Capex savings on an offshore EPC project; 43% aggregate cost savings across multiple EPC build programmes; FDA approval accelerated by 4 months on a major oncology compound worth $1.3 million per day in sales; a 20% sales breakthrough on a pharmaceutical franchise in Hong Kong despite a blockbuster recall; and a 6-month schedule recovery on a major offshore pipeline. Every HIP engagement is structured around specific, measurable and quantifiable breakthrough outcomes.