Our project faced a culture of blame, excuses and denial leading to reactive work. The engineering function was unorganized and tasked with non-value delivery activities. Engineers were frustrated and considering resignation, while the customer was unhappy with missed objectives. Asset performance had fallen below acceptable thresholds, and cashflow was negatively impacted by performance penalties.

• Created an engineering vision and strategy with clear role definition
• Reorganized team structure leading to internal promotions and improved diversity
• Increased job satisfaction and organizational citizenship through targeted changes
• Transformed culture from blame to ownership, accountability and responsibility
• Reversed negative performance trends and restored customer confidence