Strategic advisory
A boutique led by a process engineer and senior industrial operator. We bring operator-side governance discipline to how safety-critical work is outsourced, and how African markets are entered.
Two decisions carry disproportionate risk for industrial leaders: how to externalize process safety, and where to grow in Africa. Both are treated as procurement or expansion questions. Both are governance questions.
01
Outsource execution. Retain accountability.
Classify which safety activities can be externalized, design the governance model that keeps you the duty holder, select and oversee providers, and keep enough internal authority to challenge their work.
Explore the practice →02
Enter with structure. Grow with discipline.
Structured guidance from market selection through execution — where and when to enter, which partners survive due diligence, and how to build positions that are sustainable rather than opportunistic.
Explore the practice →The practice is built on two decades inside global chemical and pharmaceutical groups, where the strategy always had to land on site, under a statutory duty of care.
Top Performance Award, 2021
Externals@PPS externalization program, global chemical and pharmaceutical group
PPS EMEA Conference, 2023
Organized and presented — process and plant safety practitioners
MD, Bayer Middle Africa, 2014–2019
Founding Managing Director, Lagos — full P&L and people responsibility
Störfallbeauftragter
§ 7 No. 2 and 9, 5. BImSchV — statutory Major Incident Officer
A board-level read on the Nigerian refining and petrochemical sector, and what it means for international chemicals, energy and industrial-gas companies weighing an Africa play.
Africa remains the boardroom’s preferred next growth story. The demographics hold, demand is rising, and the long-term fundamentals are sound. Yet most initiatives underperform, stall, or quietly exit.
For many organizations, Africa market entry begins with a robust strategy, a compelling growth case, and full board approval. Yet months, or years, later, progress on the ground often feels slower and more fragile than anticipated.
In the process industry, safety expertise is increasingly bought rather than built — yet with every outsourced safety project, an invisible risk grows: the grey zone.
