Senior delivery leadership for major projects in energy and the sectors around it. We tell you exactly where your project stands, then work alongside your team to put the structure, controls, contract discipline and ways of working in place to hold its course.
Programme and progress reporting has lost touch with what is happening on site, offshore or in the supply chain, so leadership hears about slippage when it's already expensive.
Project controls, risk or interface lead roles are vacant or covered part-time, just as the client's scrutiny peaks.
Extra scope is agreed offshore or on site, but the notice, the record and the variation never follow. Margin leaks out one instruction at a time.
Projects are sold on one set of assumptions and delivered on another. Without a clear link from estimate to actual cost, the same losses repeat on the next job.
Each service stands alone, or we combine them around your project. Every engagement is led personally by Matt Stanley.
Experienced leadership alongside your project director, or in the seat while you recruit.
The governance and reporting that give leadership a true picture, week by week.
Protect entitlement and cash flow without souring the client relationship.
Lean, data-led improvement of how your business delivers projects, so margin sold is margin kept.
Our experience was earned on some of the largest and most closely watched energy projects of the last two decades. The disciplines behind it carry to any project with many parties, tight contracts and real consequences for getting it wrong.
Since 2025 Sirrah has supported the cable supplier and installer on the Sea Link project, in interim project controls director and project risk manager roles.
Short, priced up front, and useful on their own. Most clients start with one of these before deciding on ongoing support.
An independent read of where your project really stands. We review the contract, programme, risk register, commercial position and key interfaces, and talk to the people doing the work.
A focused look at where your projects lose money: unrecorded change, missed notices, slow invoicing, and the gap between what was sold and what was delivered.
A selection of the largest projects from nearly two decades of delivery. Alongside these sit many smaller and mid-sized projects across pipelines, process plant, power and industrial facilities.
| Project | Scope | Role | Period |
|---|---|---|---|
| Sea Link HVDCUK · Suffolk to Kent | 2 GW, 525 kV link with about 140 km of subsea cable; support to the cable supplier and installer | Interim Project Controls Director; Interim Project Risk Manager; PMO lead | 2025–present |
| TurkStreamRussia, Turkey, Black Sea | Twin offshore gas pipelines; pre-commissioning across two landfalls and vessel spreads | Major Projects Operations Manager, then Project Manager | 2017–2019 |
| Nord Stream 2Russia, Germany, Baltic Sea | Twin offshore gas pipelines; pre-commissioning scope | Major Projects Operations Manager: team set-up, FAT, P&L | 2017–2019 |
| Kashagan, Island DNorth Caspian, Kazakhstan | Topsides hydrotesting and leak testing | Operational, contractual and commercial support from Aktau | 2011–2013 |
| Nord Stream 1Russia, Germany, Baltic Sea | Twin offshore gas pipelines of about 1,224 km; hydrotesting and drying | Project Engineer: offshore hydrotest, Russian landfall, German drying spread | 2009–2011 |
Plans, procedures and registers built from two decades of major project delivery. Preview two pages of any pack, then buy the full set in native Word, Excel and PowerPoint formats.
The 40-point checklist we use in the first 30 days of a major project: contract, team, controls, risk, interfaces and reporting. One page, free to download.
Matt spent 18 years at Baker Hughes, from Project Engineer on Nord Stream 1 to Major Projects Operations Manager on TurkStream and Nord Stream 2, then Global Contracts Manager and Operational Excellence PMO Lead for the Process & Pipeline Services business.
He has led multi-site operations onshore and offshore, run incident investigations under close client scrutiny, negotiated six-figure claims and built a global project management framework, introduced a Cost of Poor Quality system and halved the gap between sold and delivered margin. Since 2025 he has held interim project controls and risk leadership roles on the Sea Link HVDC project. There he built the PMO team, advises senior leadership on project management and delivery best practice, and mentors client teams who are new to a major project environment.
Based in Dubai, Matt works with clients across the Middle East, the Caspian, Asia, Europe and the UK.
A 30-minute call, no obligation. If we're not the right fit, we'll say so and point you to someone who is.
