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Advisory · Boards · Expert Engagements
Work with me directly.For boards and executives where sustainability decisions have become too consequential to leave to a junior consulting team. The person who wrote the standards your auditors and regulators are already using, working on your situation directly. |
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I'm not asking leaders to believe in anything. I'm asking them to govern.
Joel Carboni, Forbes Business Council · Accountability Is the New Sustainability
I take on a small number of personal engagements each year alongside my work as Founder and President of GPM, my role as a Sustainability Subject Matter Expert at PMI, and my teaching at SKEMA Business School. Board briefings. Executive advisory. Expert testimony and witness work. Named advisory board seats. The organizations I work with directly need access to me, not to a junior team.
When organizations call me.
Five situations where I do my best work. If your situation reads here, I would like to hear from you.
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01
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"Our disclosure exposure has changed and our projects are not ready."The Omnibus rewrite of the ESRS, the rolling adoption of ISSB standards in 21 jurisdictions, and shifting CSRD thresholds have put boards in a position where what they will be required to disclose in 2027 is not what they instrumented their projects to capture. The reporting team cannot solve this alone. The data lives in projects. Where I help: governance-grade disclosure architecture, board briefings on regulatory exposure, expert testimony, audit-readiness assessments of project portfolios against revised disclosure frameworks. |
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02
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"Our capital project decisions are too consequential to make on the current sustainability data."Infrastructure, energy, real estate, and industrial capital projects make decisions at the front-end design phase that lock in environmental and social outcomes for decades. When that goes wrong, the costs are measured in stranded assets, regulatory penalties, and reputational damage that outlasts the executives who approved the project. Where I help: P5-based front-end loading reviews, sponsor-level decision support on materiality and threshold conditions, stop-and-pause governance for high-stakes capital programs. |
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03
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"Our PMO has sustainability in the strategy deck but not in the project gates."Most PMOs treat sustainability as something that lives in the annual report, not in scope, risk registers, procurement decisions, or stage-gate approvals. The result is a portfolio that delivers projects on time and on budget, then discovers at handover that none of them generate the data the disclosure team will need. Where I help: PMO sustainability integration audits, governance architecture redesign, project-gate retrofits, advisory board seats during multi-year sustainability transitions. |
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04
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"We have committed to regeneration and we do not know what that means operationally."Regenerative commitments are easy to announce and difficult to deliver. "Net positive," "nature positive," and "regenerative" mean nothing without baseline data, defined indicators, and the governance architecture to measure system capacity enhancement over time. Without that, the commitment is a marketing claim that an auditor or litigant can dismantle. Where I help: regenerative strategy translation into operational governance, baseline architecture for system-capacity claims, leadership team alignment on what regeneration actually requires. |
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05
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"Our executive sponsors do not yet understand what they are approving."Project sponsors approve commitments they cannot operationally evaluate. The result is sponsors who later cannot defend their decisions to the board, the auditor, or the regulator. A short, intense workshop with the sponsor cohort fixes this faster than any training program. Where I help: half-day and full-day executive sponsor workshops, board education sessions on sustainability governance and disclosure liability, leadership team retreats on regenerative practice. |
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PMI-GPM
Joint venture · standards architect
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P5 Standard v4
137 pages · 52 elements · 2026
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GRI · UN SDG
Working group contributor
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30 yrs · 7 standards
Direct project & advisory work
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How I work.
Engagements range from a single board briefing or executive workshop to multi-year advisory board seats. Some clients need a one-time intervention from the person who wrote the standard they are being measured against. Some need ongoing counsel during a regulatory transition or capital program. Either is welcome.
All work is governed by the same principle that runs through the standards I have written. If an idea cannot survive contact with a real project team under pressure, it does not belong in the recommendation.
Start a conversation.
Tell me a little about the situation. I read every inquiry personally and respond within five business days. Conversations that look like a fit move to a 30-minute discovery call. Conversations that are not a fit get a direct answer and, where I can, a referral.
Looking for something else?
GPM organizational consulting, P5 tailoring, certification, or training is delivered through the GPM-PMI joint venture, not by me personally. For those engagements, visit gpm.org.
Keynote and conference speaking follows a separate process. For event inquiries, write to
Media interviews, press, and journalist inquiries are handled through the press kit. View press kit →