Impact
Selected work across two decades. Client names are withheld for confidentiality, but every figure below reflects real delivery on real capital programs.
One of the largest capital programs of its kind — an effort to modernize an aging bulk power system while integrating new renewable generation. I led integrated controls across cost, schedule, document management, and risk, and previously owned contingency planning and change control as Risk & Change Manager.
The program was delivered on time and under budget despite an aggressive baseline schedule and a large, multi-contract environment. Rigorous construction trend forecasting kept the program on budget — and the risk framework I built became the model for how the team institutionalized a proactive risk culture.
"He was indispensable in leading both project controls and risk & change for the billion-dollar program. His expertise was truly critical to the project's success."
A major U.S. utility needed a single, reliable view across its entire transmission investment portfolio. I led the development and rollout of a portfolio management solution across its regional divisions — centralizing data, enabling prioritization, and giving executives real-time visibility into the performance of every project.
The solution combined portfolio reporting, an executive dashboard, and automation built using tools such as Power BI and Power Automate, alongside advanced analytics. It moved the organization from fragmented monthly reporting to strategic, data-driven capital decision-making.
"Tushar has been a singular resource for our organization. His leadership lets us centralize data, support strategic decision-making, and see the performance of every project."
Project controls for a compression-enhancement program adding firm transportation capacity to a Northeastern gas network — a federally regulated project where schedule discipline and reporting rigor carry regulatory as well as commercial weight. I ran the controls function and the monthly cadence with client leadership.
Long before AI made data centres a headline, I was delivering them. I worked civil and drainage design on a major bank's mission-critical data centre program under a tight construction schedule where a week's delay carried serious cost. The facility achieved a BREEAM "Excellent" sustainability rating — a demanding target — earning rare praise from the client.
A decade of UK and international delivery: a national rail operator's multi-site buried-services survey program, major London regeneration schemes, defence estate redevelopments, an oil & gas complex in the Middle East, and airport masterplanning work across Europe — including a major airport in Russia. The breadth built the instinct for how very different programs still share the same delivery risks.
Twenty years spent making sure complex programs actually deliver — on cost, on schedule, and on the promises made to the people who fund them.
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