Our work approach is based on the values of proximity, transparency, flexibility, and mobilization. Each project, each mandate has its own characteristics, and working in conjunction with our clients with due attention to risk we select the work approach considered to be most appropriate in the circumstances.


Whether working onsite or remotely, we strive to build a close relationship with our clients. This enables us to quickly develop a relationship of mutual trust.

We make sure to be onsite regularly to have a clear sense of what’s happening and to ensure that we get the facts right.

Where geographic constraints make onsite presence impossible, we use conference calls and/or videoconferences to run these activities.


Regardless of the context of our mandates, we make sure to communicate what we’re doing, and the challenges and risks involved, clearly and transparently.

We believe it is our duty to ensure that our clients realistically understand the stakes and challenges involved in the situations facing their organization.


In carrying out any mandate, we are always flexible in our approach. Although we rely on a project management methodology, we adapt our approach to the context and the identified risks.

We keep our clients informed of our approach and involve them in selecting the right execution strategy for the mandate.


We exercise clear leadership in mobilizing the necessary resources to accomplish our mandates. We make effective use of the expertise of the resources involved in our projects and give them clearly defined assignments and responsibilities. We make sure that the resources involved clearly understand their roles.


For most of our mandates we use the classic “waterfall” approach. For others, we may use an alternative “agile” approach.


Our projects start with a clear and precisely documented schedule, set out in a project charter. The charter specifies the scope (what is included, excluded, etc.), as well as the recommended execution approach for the project. A highly detailed project plan sets out the various tasks involved, along with their implications and dependencies.

Before any work can start, the charter is approved by the various stakeholders.


The progress of our mandates is checked weekly by comparing it against the schedule set at the start of the project.

Team meetings are held at intervals defined at the start of the project (once a day, once a week, twice a week, etc.).

A progress report is prepared on a weekly basis, and submitted to and discussed with our client. It documents the progress of work, the state of the budget, the timeline, as well as the project’s challenges and risks along with solutions to resolve them.

Depending on the context and oversight method agreed with the client at the start of the project, a management committee meeting may be held on a regular basis.

Project close/Post-mortem

Various administrative tasks have to be completed for a project to be closed. One such key task is a post-project assessment or “post-mortem”, especially for major projects.

A post-mortem is a report of key events during the project and the lessons to be learned from them for the future.

Feel free to contact us with any questions about our methodology and work approach.