When companies prioritize safe, healthy operations, they enable their people to bring their best to work.
The latest in operational and digital transformation through people.
Last year, Proudfoot worked with five of the top mining construction companies worldwide. Jon Wylie, President of Global Natural Resources at Proudfoot, and Paul Batten, Vice President of Operations, share insight into the processes that lead to successful contractor management – from contract to performance measurement systems to project completion -- on large-scale, complex projects in this brief informative video.
What if you could make significant headway on your most pressing goals, delivering tomorrow’s results, today? With Proudfoot, you can. Jon Wylie, President of Global Natural Resources at Proudfoot, and Paul Batten, Vice President of Operations, discuss the benefits and flexibility of both short- and long-term engagements, including a project that started as a 6-month engagement and expanded to a 2-year engagement, ultimately bringing in over $184 million in annualized benefits for the client. At Proudfoot, we take pride in providing measurable financial benefits to our clients.
Proudfoot has a long history of working with top global mining companies on some of the most interesting and challenging developments in the world. We’ve learned a few things in our 73 years of putting our boots on the ground, including how to quickly and thoroughly assess complex operations and provide specific, measurable, actionable solutions. Jon Wylie, President of Global Natural Resources at Proudfoot, and Paul Batten, Vice President of Operations, discuss our work in this brief engaging video.
What if you could develop an ambitious new project safely, on time and on budget? With Proudfoot, you can. Jon Wylie, President of Global Natural Resources at Proudfoot, and Paul Batten, Vice President of Operations, discuss the three key priorities that create an aligned, sustainable, safe operations environment.
Jon Wylie, President of Global Natural Resources at Proudfoot, and Paul Batten, Vice President of Operations, discuss keeping risk out of projects by having a plan, and working the plan. When safety improves, productivity improves as well. Find out more in this brief, informative video.
Jon Wylie, President of Global Natural Resources at Proudfoot, and Paul Batten, Vice President of Operations, discuss Proudfoot’s unique “boots on the ground” approach, which allows us to become intimately familiar with our clients’ operations at every level, from the C-suite to the front lines, and how that approach equips us to better serve our clients. Learn more in this brief informative video:
Jon Wylie, President of Global Natural Resources at Proudfoot, and Paul Batten, Vice President of Operations, discuss how Proudfoot applies over seven decades of expertise to create innovative, effective solutions for our clients. How did the manufacturing sector inspire a custom product for a mining client? Learn more in this brief informative video:
Jon Wylie, President of Global Natural Resources at Proudfoot, and Paul Batten, Vice President of Operations, discuss how to effectively and safely accelerate growth in large scale capital projects. Do you have organization-wide alignment? Are your people leading at all levels? Is your leadership approach instructive? Learn how to effectively accelerate growth in these informative videos.
As businesses get smarter and operations more efficient, we’ve seen many companies install a wide variety of business intelligence (BI) tools, all meant to improve systemwide performance management.
It's a great trend, and at many of our clients, these tools and techniques are yielding great results. But as teams adjust to these smarter ways of working, senior management often becomes over-reliant on their tools, leading to a self-perpetuating system that works only for the sake of providing insights to senior managers. Insight is important, of course, but helping the people who turn the wrenches achieve their targeted results is always the ultimate goal.
As the 6-month mark approaches for my time leading the MRO Americas practice at Proudfoot, I wanted to follow up on my previous post outlining some of the key takeaways I’ve gotten from moving out of the aviation industry and back into the consulting world. As a former US Marine Aviator, and with 10 years’ experience at leading aviation MROs, seeing all of the advancements from other maintenance-heavy industries has given me new insights that I’ve been able to share with our Proudfoot clients.
April 15th, an inauspicious day for many, was a great one for me. After 10+ years in the US Marine Corps followed by eight years in the aviation MRO industry, I was given the opportunity to lead Proudfoot’s MRO Practice. I arrived viewing maintenance strategy from 30,000 feet and at 500 knots, and I was certain that I would be bringing “best practice” from the aircraft industry to spread across its “less developed” brethren.
Market pressures, new opportunities and organizational drift have compelled you and your leadership team to transform the company. You have laid the groundwork – clarified strategy, identified differentiating capabilities and assessed gaps. Yet you know, both from studies and in your gut, that most transformation efforts fall far short of expectations. For most firms much of their investment in transformation proves wasted.
In a business world beset by change and surprise, bedrock truths remain. When properly built and maintained, machines – including IT systems – do what they were designed to do. But those machines or systems only create value when interacting with people: specifically, your customers and your employees.
Are your front-line leaders enabled to excel in their expanding role?
Supervisors and foremen – your front-line leaders – work day-to-day with their teams developing a detailed understanding of the workplace, its daily challenges, and its opportunities. They ensure teams meet targets and enable those teams to resolve challenges. They make decisions that affect the success of your business.
Contrary to popular myth, front-line managers want to effect change and want to commit to making it happen. Unfortunately, they feel helpless. Senior leaders risk losing their greatest advocates – the lynchpin players in transformation.
In recent weeks, I have been involved with two customers regarding Operational Excellence at two different stages of their deployment. I was thrilled to see the ambition and vision these organizations demonstrated in order to pursue a plan to achieve.