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Your transformation experience begins with a simple question: What if you could?

Areas of Impact
  • Project Construction
  • De-Risking Ramp Up
  • Culture Transformation
  • Total Organization Effectiveness 
  • Throughput and Bottleneck Removal
  • Contractor Partnering and Performance
  • Shutdowns and Overhauls
  • Matching Loads to Sources
  • Logistics and Transportation Excellence
  • Employee Engagement and Alignment
  • Community Engagement


Greg Field, General Manager, Oyu Tolgoi

Proudfoot told us they have a flat organization. Many big companies say this when they have senior people doing the sales before sending junior people to do the work. Not Proudfoot: the on-site team was genuinely made up of the most senior people – it was fantastic. Jon Wylie (Proudfoot's President, Global Natural Resources) was here every six weeks. This was a real testimony to their 30 years of operational excellence – a real game changer.

In the News

Best International Project 2018 - Proudfoot selected as finalist by MCA


Proudfoot takes a finalist position for Best International Project in the 2018 Management Consultancies Association (MCA) Awards. The International Project Award is open to all Consulting firms worldwide, and the winner is announced at the 2018 MCA Awards ceremony, April 26th in London.

Proudfoot was chosen for its work in Mongolia for global mining company, Rio Tinto. Our project team, on the ground since February 2016, has been supporting the creation of Oyu Tolgoi, the world's largest underground mine, capable of producing copper for the global market for the next 100 years... Read More

From Quarry to Lorry: Realising your cement business's full potential

Cement-Lorry copy-1

In June 2018, Angus Maclean, a leader in Proudfoot’s Global Building Materials Practice discussed next-generation Target Operating Models (TOM) with Global Cement Magazine.

Leading companies implement a TOM to ensure successful use of critical behaviours, underpinned by processes and management tools, from ‘quarry-to-lorry’ across a cement producer’s business.

TOMs go beyond simply optimising each individual cement plant. Addressing the company’s network of plants and logistics operations, they optimise... Read More

Discover More

Building Materials

TOM Cement: Management at a world-leading building materials firm which operated across more than 60 countries globally and had just undergone a major merger, were struggling to develop a uniform way of operating individual Cement Plants around the world, mostly due to clashing legacy practices on each plant.

Natural Resources Proof Point TOM Cement

Oil and Gas

European Refining Business: The Head of Refining for a major oil company was confronted with increasingly high costs at its four largest refineries in the US and Europe. Energy usage, at nearly 60% of operating cost, was continuing to rise.

Oil and Gas Proof Point European Refining Business

Mining and Metals

Open Pit Gold Mine: The CEO's concern with his open-pit gold mining operation in Peru, was the decline in metal prices and an increase in cost per ton. Additionally, as the productive life of the mine was coming to an end, establishing an organizational structure that was in line with the current reality to maintain a cost-effective operation was paramount to success.

Mining and Metals Proof Point Open Pit Mining


Working Capital: As a strategic priority, the CEO of a global equipment and services provider for the energy industry established an imperative to improve their working capital status.

Natural Resources - Energy Proof Point

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