Project turnaround & recovery
Independent assessment and hands-on intervention when schedule, cost, governance or execution has drifted off plan.
- Rapid project diagnostic
- Recovery planning
- Leadership & team alignment
- Execution stabilization
When a project loses control, leadership becomes the critical path.
I step in when schedule, cost, execution or commercial position has started to break down—helping owners, contractors and project teams restore control and build decisions or claims positions that stand up to scrutiny.
195Projects on the career record
35+Years in construction and capital projects
15Sectors, from mining and metals to transit and ports
$24B+Combined capital value of projects worked — nominal, mixed currency
Retained directly by the owner, on programmes from CA$50M to US$1B.
Each entry shows the year, the role I held and the capital value of the programme. Work delivered through employers and EPC/EPCM primes sits in the project record below, described separately.
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ArcelorMittal / Nippon Steel
Calvert, Alabama, USA
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City of Montreal
Montréal, Québec
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Pembina Pipeline
Calgary, Alberta
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ArcelorMittal Dofasco
Hamilton, Ontario
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Sibelco
Spruce Pine, North Carolina, USA
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These are engagements contracted directly. His full career record runs to 195 projects across 15 sectors, much of it delivered through EPC and EPCM primes.
See selected experience
Senior intervention for projects that cannot afford another bad month.
The schedule is delayed, the forecast no longer reflects site conditions, and disputes are arising faster than they can be resolved. I anticipate and address issues before they escalate. Below are four strategies I use.
Claims & counterclaims strategy
Commercial and technical support that connects contract facts, project records, causation and practical negotiation strategy.
- Entitlement review
- Delay & disruption analysis
- Claim preparation
- Negotiation support
Executive project assurance
A direct, independent view for owners and executives who need to know what is real, what is exposed and what must happen next.
- Governance review
- Schedule & cost challenge
- Risk intervention
- Decision support
Initiating a project correctly
Plan a new project, programme or portfolio effectively from the start. Practical mentorship, training and hands-on support for your start-up team — a strong framework for success, at any stage of the project lifecycle.
- Project & programme set-up
- Start-up team framework
- Mentorship & training
- Support at any stage
35+ years, on the record.
The career record comprises 195 projects. This selection of 32 projects presents assignments by year, sector, scope, role, and capital value, with the most recent listed first. Client names are omitted pending permission. The complete record is available upon request.
Showing all 32 programmes. Values are as recorded at the time, in the currency of the contract, and are not converted.
| Year | Sector | Scope | Delivery | Role | Capital value |
|---|---|---|---|---|---|
| 2024 | Mining & metals | Open Pit Mining - Full Metallurgy Facilities Upgrade | EPCM | Area and Projects Manager | US$50M |
| 2023 | Industrial facilities | Major Recycling / Steel fabrication Facilities | EPCM | Construction Director | US$1.0B |
| 2021 | Industrial facilities | Waste Water Ozonation Plant + Accessory Services | EPCM | Construction Director | CA$700M |
| 2020 | Utilities & power | Boiler & Steam Generator | EPCM | Construction /Execution Expert | CA$150M |
| 2019 | Oil & gas | Refinery Pipeline Works | EPCM | Construction Consultant | CA$400M |
| 2018 | Rail & transit | Subway - Tunneling - Concrete & Rebar | Construction | Construction Specialist & Claims | CA$180M |
| 2018 | Buildings | Major Hospital Project - Concrete | EPCM | Construction Specialist & Claims | CA$150M |
| 2017 | Utilities & power | Two HVDC Substation | EPCM | Project Consultant | CA$25M |
| 2016 | Oil & gas | Major Pipeline Facilities Upgrade | EPCM | Construction Manager | CA$250M |
| 2015 | Utilities & power | Substation Upgrade | EPCM | Construction Manager | CA$50M |
| 2014 | Rail & transit | Specialty Rail/Port Mining Support Project | EPCM | Sr. Program Manager | R2.2B |
| 2014 | Ports | Container Terminal | EPCM | Sr. Program Manager | R1.0B |
| 2014 | Ports | Revamp of a major Port Holding Facility | EPCM | Sr. Program Manager | R520M |
| 2013 | Mining & metals | Joint Feasibility for Special Mining Project | EPCM | Project Manager | CA$800M |
| 2012 | Oil & gas | Major SAGD Project | Construction | Consultant | CA$700M |
| 2012 | Oil & gas | Module Construction to support a SAGD Project | EPC | Consultant | CA$45M |
| 2011 | Mining & metals | Major Open Pit Mining and Metallurgy Project | EPCM | Country Manager | US$3.5B |
| 2011 | Mining & metals | Underground Mining Project | EPCM | Sr. Construction Manager | CA$900M |
| 2010 | Rail & transit | Major Rail Project Passenger and Freight | EPCM | Chief Auditor | US$6.0B |
| 2010 | Rail & transit | Speciality Subway Works | EPCM | Project Manager | CA$800M |
| 2008–2010 | Ports | Three Jetty Port Complex - Earthwork Concrete and Piling | EPC | Portfolio - Area Manager | US$400M |
| 2008–2010 | Civil infrastructure/Building | Main Gate Development | EPC | Portfolio - Area Manager | US$38M |
| 2008–2010 | Civil infrastructure | Port Main Roads Development | EPC | Portfolio - Area Manager | US$35M |
| 2008–2010 | Multi-discipline | Infrastructure/Institutional/Commercial/Industrial Complex | EPC | Portfolio - Area Manager | US$30M |
| 2008–2010 | Buildings | Concrete Multi Storey Office Tower | EPC | Portfolio - Area Manager | US$28M |
| 2006–2007 | Multi-discipline | District Cooling Plants - Building-Pipeline-ETS | EPCM | Program Manager | US$1.0B |
| 2006–2007 | Multi-discipline | District Cooling Plants - Building-Pipeline-ETS | EPCM | Program Manager | US$600M |
| 2006–2007 | Multi-discipline | District Cooling Plants - Building-Pipeline-ETS | EPCM | Program Manager | US$400M |
| 2006–2007 | Multi-discipline | District Cooling Plants - Building-Pipeline-ETS | EPCM | Program Manager | US$200M |
| 2006–2007 | Multi-discipline | District Cooling Plants - Building-Pipeline-ETS | EPCM | Program Manager | US$200M |
| 2005–2006 | Oil & gas | Hazardous Waste Treatment Facilities | EPCM | Sr. Construction Manager | US$90M |
| 2000–2002 | Utilities & power | Hydro Electric Power Station | EPC | Director of Groupment | US$400M |
From the field · STM tunnel works, MontréalClient-supplied photograph
From the field · Substation programme, NewfoundlandClient-supplied photograph
From the field · Substation & site works, NewfoundlandClient-supplied photograph
From the field · Sibelco brownfield programme, North CarolinaClient-supplied photograph
From the field · Crusher & conveyor, Sibelco, North CarolinaClient-supplied photograph
From the field · Drum filter commissioning, Sibelco, North CarolinaClient-supplied photograph
From the field · Belt filter, process building, Sibelco, North CarolinaClient-supplied photograph
Field archive · Nigeria port & industrial programme, 2008–2010
The 7-day project recovery review.
Most engagements start here: one week inside the project — contracts, schedule, cost, organization, records — ending in a written brief on what is actually wrong, what it is costing, and what to do about it. Then you decide whether the mandate continues.
Ask about the reviewDiagnose
Review contracts, controls, schedule, cost, organization, changes and the quality of project information.
Separate signal from noise
Identify the small number of issues driving commercial exposure, delay and operational instability.
Set the recovery path
Providing an executive findings brief and a practical 30/60/90-day action plan, along with recommended immediate decisions.
Agostino Giagnacovo, P.Eng.
I have worked from all sides of the project table—as an employee, contractor, construction-company owner and consultant.
That range is the point. A recovery mandate needs someone who has priced the work, built it and defended it commercially—not another layer of reporting. It lets me see quickly whether the real problem sits in the plan, the people, the controls or the contract.
I do the assessment myself, I put my findings in writing, and I stand behind them. If the issue sits outside my scope, I say so on the first call.
- Experience
- 35+ years in construction and capital projects
- Languages
- English, French and Italian
- Base
- Canada · United States · Internationally
Questions owners ask.
What does a construction management consultant do on a troubled project?
I step in when schedule, cost, execution or commercial position has started to break down. I assess the project independently, find the small number of issues driving delay and commercial exposure, and work hands-on with owners, contractors and project teams to restore control and build decisions that stand up to scrutiny.
What is a project recovery review?
Most engagements start with a 7-day project recovery review: one week inside the project, covering contracts, schedule, cost, organization and records. It ends with an executive findings brief, recommended immediate decisions and a practical 30/60/90-day action plan. Then you decide whether the mandate continues.
When should an owner bring in outside help?
When the schedule is delayed, the forecast no longer reflects site conditions, or disputes are arising faster than they can be resolved. I anticipate and address issues before they escalate, so the right time is as soon as control starts to slip.
Do you prepare and defend construction claims?
Yes. Claims and counterclaims strategy connects contract facts, project records, causation and practical negotiation strategy: entitlement review, delay and disruption analysis, claim preparation and negotiation support. 1STOPCMC does not provide legal advice.
What kinds of projects do you work on?
Capital projects across 15 sectors, including mining and metals, oil and gas, utilities and power, rail and transit, ports, civil infrastructure, industrial facilities and buildings. The career record runs to 195 projects over 35+ years, delivered under EPC, EPCM and construction contracts.
Can you help set up a new project?
Yes. Initiating a project correctly covers project and programme set-up, a start-up team framework, and practical mentorship and training: a strong framework for success at any stage of the project lifecycle.
Who leads 1STOPCMC?
I do: Agostino Giagnacovo, P.Eng., with 35+ years in construction and capital projects. I have worked from all sides of the project table, as an employee, contractor, construction-company owner and consultant. I do the assessment myself, put my findings in writing and stand behind them.
Where do you work, and in which languages?
Canada, the United States and internationally. I work in English, French and Italian.
How does an engagement start?
Call 403-852-4280, email agiagnacovo@1stopcmc.com, or describe the situation in the form below. It is treated as confidential. On the first call I'll tell you whether I can help, what information is needed next, or if the issue sits outside my scope.
Tell me where the project has lost control.
Share the situation below—it is treated as confidential. I’ll tell you whether I can help, what information is needed next, or if the issue sits outside my scope.