Engineering-led companies with real assets and real projects — energy, construction, infrastructure, cleantech. You build things. I make sure the financial and operational side keeps up.
Projects look fine until they aren't. Margins disappear late. Leadership finds out too late. Everyone has data, nobody trusts it. Growth has outrun the systems meant to support it.
We come in for a defined scope, fix the specific problem, and hand off a clear operating model. No retainer treadmill. Concrete deliverables. A decision or a system that actually works.
You're busy. But you're still getting surprised.
Projects look fine on paper until they suddenly aren't. Margins erode in the final stretch. Leadership finds out about problems after the window to act has closed. Everyone has data but nobody trusts it.
This is the most common pattern in engineering-led companies scaling their project portfo
You're busy. But you're still getting surprised.
Projects look fine on paper until they suddenly aren't. Margins erode in the final stretch. Leadership finds out about problems after the window to act has closed. Everyone has data but nobody trusts it.
This is the most common pattern in engineering-led companies scaling their project portfolio. It's not a people problem. It's a visibility problem.
What we do: We review your current project reporting, identify where false confidence is being created, redesign your WBS, forecasting, and governance structure, and define the leading indicators that give you time to act, not just account for what already went wrong.
You walk away with: A clear operating model, defined ownership, and a reporting structure your team will actually use.
Timeframe: 4–6 weeks
You either picked the wrong system, or you're about to.
The integrator is blaming the client. The client is blaming the software. Leadership doesn't know who's right. Or you're about to sign a contract for a new platform and something feels off but you can't articulate it.
ERP mistakes are expensive — not just in software costs, but in the
You either picked the wrong system, or you're about to.
The integrator is blaming the client. The client is blaming the software. Leadership doesn't know who's right. Or you're about to sign a contract for a new platform and something feels off but you can't articulate it.
ERP mistakes are expensive — not just in software costs, but in the months of operational chaos that follow a bad implementation.
What we do: We assess your readiness, validate your assumptions, define what actually needs to be configured versus ignored, reset scope and expectations with your integrator, and build a survivable implementation plan.
You walk away with: A clear recommendation to proceed, proceed with conditions, or stop — plus a written rationale your leadership team can stand behind.
Timeframe: 3–5 weeks
You scaled. Your infrastructure didn't.
Reporting feels fragile. There are too many spreadsheets doing jobs that software should be doing. Forecasts get revised constantly. Finance and operations are working from different numbers and arguing about whose are right.
This is what growth without structural investment looks like. It's not a cri
You scaled. Your infrastructure didn't.
Reporting feels fragile. There are too many spreadsheets doing jobs that software should be doing. Forecasts get revised constantly. Finance and operations are working from different numbers and arguing about whose are right.
This is what growth without structural investment looks like. It's not a crisis yet — but it becomes one faster than most leadership teams expect.
What we do: We diagnose the gaps across your finance and operations functions, identify where risk is quietly accumulating, and build a sequenced roadmap that separates what needs to be fixed now from what can wait.
You walk away with: A clear picture of where you're exposed and a prioritized plan to stabilize — without over-engineering a company that still needs to stay nimble.
Timeframe: 4 weeks
Big project. Real risk. No room to find out you were wrong halfway through.
Your first truly scaled project — whether it's a FOAK deployment, a major EPC contract, or an anchor client with reputational stakes — is not the place to discover that your assumptions were wrong. Funding is involved. Delivery is exposed. And the cost of being wro
Big project. Real risk. No room to find out you were wrong halfway through.
Your first truly scaled project — whether it's a FOAK deployment, a major EPC contract, or an anchor client with reputational stakes — is not the place to discover that your assumptions were wrong. Funding is involved. Delivery is exposed. And the cost of being wrong compounds fast.
What we do: We review your commercial structure, stress-test your funding and delivery assumptions, identify the failure points you haven't accounted for, and give you a clear go / no-go recommendation before you're committed.
You walk away with: A decision memo, a risk register, and a mitigation plan — so whatever you decide, you've decided with open eyes.
Timeframe: 2–4 weeks
You know something is off. You just can't get traction on it.
There's a decision that keeps getting deferred. A problem that's hard to articulate but expensive to ignore. A question that your team keeps circling without landing anywhere useful.
This is where most of my client relationships start.
What we do: We take one high-stakes decision,
You know something is off. You just can't get traction on it.
There's a decision that keeps getting deferred. A problem that's hard to articulate but expensive to ignore. A question that your team keeps circling without landing anywhere useful.
This is where most of my client relationships start.
What we do: We take one high-stakes decision, work through it with you over two to three weeks, and deliver a clear recommendation with the analysis behind it. One decision. One output. No implementation, no ongoing engagement required.
You walk away with: Clarity. A defensible recommendation you can act on or bring to your board.
Timeframe: 2–3 weeks
SheerPower's work spans the full commercial and operational lifecycle of engineering-driven organizations — from early-stage cleantech startups securing their first non-dilutive funding, to mid-market infrastructure companies managing multi-entity ERP implementations and major EPC contracts.
Our principal, Jon Sheeran (CPA, CMA, PMP), brings nearly 20 years of experience bridging finance, contracts, and project delivery — including senior roles at ATCO Infrastructure Services and John Holland, and fractional executive work across a portfolio of high-growth energy and cleantech companies.