Infrastructure

Capital was being committed project by project with no portfolio view.

Built a portfolio lens across asset life, delivery risk, and operating margin.

Clearer criteria for what gets funded, scaled, or exited.

Schedule and cost had drifted. No owner was accountable end to end.

Re-baselined the delivery plan with named owners, weekly cadence, and decision rights.

Project back on a credible path, with a control room that the board trusted.