Conmetis America embeds senior project leadership inside your capital program and connects your model, your schedule and your costs into one live picture. Software gives you the data. Our people turn it into control.
Cost, quantity and progress data living in parallel files that nobody can reconcile without a week of effort.
Geometry that never reaches the schedule, so durations are estimated and padded instead of derived.
Percentages of completion supplied by the parties whose performance they describe.
"By the time you see the loss, it has been compounding for weeks."
For an owner, we embed with your team and help steer the project. For an investor or a lender, we are an independent set of eyes on that same project. Both are true — but they are different jobs, so we keep them on separate pages.
We put senior project management inside your execution workflow, secure the schedule, and validate every invoice against what was physically installed.
See the owner case →An independent execution-intelligence layer that reconstructs project reality without relying on sponsor or contractor reporting.
See the capital case →Twenty years of capital-project execution experience, consolidated into a working method and a shared digital workspace. It is not a software product we are asking you to buy. Most of the tools you already run stay exactly where they are.
Design geometry, quantities, schedule, field progress, changes and cost held in one environment instead of five.
Durations derived from real quantities and productivity rates. Deviations surface as they emerge, not when they are written up.
Experienced project directors who own escalation, forecasting and the defensible record — not data collation.
Conmetis has delivered across heavy industry, energy and the built environment. The approach is sharpest where projects are mission-critical and schedule-driven, and a month of delay is measured in lost revenue rather than carrying cost alone.
We run a live walkthrough of the framework on a real project. Register and the joining link reaches you immediately.
Conmetis is an international advisory firm in engineering, procurement and construction. In the United States we sit in the owner's representative, program manager and construction manager seat — the role where our approach delivers the most owner value.
Site control, sequencing and constraint removal on a weekly cadence — with the field record captured as it happens rather than reconstructed later.
Owner's representative and program management across the delivery lifecycle, configured to your contract: design-bid-build, design-build, CM-at-risk, CM-agency or IPD.
Change events assessed for cost and time impact before they are executed, so the guaranteed maximum price is protected and every change traces back to its source.
Submittal registers tied to the schedule, long-lead exposure made visible, and turnaround measured against contractual terms.
Delay analysis built on a contemporaneous record — decision log, risk register, RFI history and monthly schedule updates — assembled as it accumulates, not after the dispute starts.
The operating system underneath all of the above: one connected environment, a defined method, and senior experts who convert it into decisions. See the framework →
Conmetis has run capital projects across heavy industry, energy and the built environment for years. In the United States the same approach carries into the schedule-driven facilities now drawing the most capital.
Upstream, midstream and downstream facilities, including the Gulf engagements run out of Abu Dhabi and Dammam.
Process plants where sequencing, shutdown windows and commissioning drive the whole programme.
Generation, transmission and the reshoring-driven clean energy build-out.
Assembly and supplier facilities, including EV and battery plants on compressed schedules.
Large commercial and mixed-use development, where carrying cost is the clock.
Commissioning-heavy, regulated facilities. Speed to first patient.
Hyperscale and colocation. Extreme schedule pressure, highly repeatable sequences.
Cleanroom sequencing, complex coordination, export-control overlay. Speed to first wafer.
Reshoring-driven industrial facilities. Speed to first unit.
Software creates transparency. In a market where delay and change claims are won or lost on the contemporaneous record, that transparency has to be converted into timely decisions and a defensible file by experienced people. That conversion is the work.
A shrinking pool of experienced superintendents, planners and controllers. Expertise has to be leveraged, not spread thin.
Under GMP and shared-savings structures there is no room for late-detected schedule or cost deviation.
Driven by reactive control and fragmented tools rather than by any shortfall in engineering.
Outcomes decided by the record: RFIs, submittals, change orders and schedule updates.
The root cause is disconnection. Models, schedules, spreadsheets, cost data and field updates all exist. They are simply not joined into one decision-ready, defensible picture.
A project execution framework that reduces complexity on demanding, fast-moving projects through complete information transparency and structured information management, built around a shared digital workspace.
"If only we knew what we already know."
On most projects the knowledge required already exists. It is fragmented, inaccessible, or it arrives too late to change a decision. openPEX™ makes that knowledge available where and when it is needed — and where it is missing, the framework systematically fills the gap.
openPEX™ is built on commercially available tools, not proprietary lock-in. Most of what you run today gets consolidated into the framework rather than thrown out. Rather than replacing your existing systems, the framework unlocks what they were already capable of.
Static truth — systems, quantities, zones, model information — joined to dynamic truth: scheduling, field execution, progress, requests for information, risk.
A delivery lifecycle with defined phases, gates, cadence and deliverables, configured to the contract that actually governs your project.
Senior project people who own decisions, escalation, forecasting and the defensible record. This is what separates the framework from a software rollout.
Geometry drives the schedule, and the schedule drives the cost. Change one thing and you see where it lands — while it is still on the screen instead of on the job site.
| Dimension | The fragmented approach | The connected environment |
|---|---|---|
| Data architecture | Siloed files, offline spreadsheets and flat PDFs requiring labour-intensive duplicate maintenance. | A centralised, open database with structured integration from all design files, eliminating redundancy. |
| Schedule control | Static charts requiring manual, lagging updates that fail to reflect reality on the ground. | Model-based planning cycles with real-time target-versus-actual performance. |
| Field coordination | Scattered emails, unverified site photographs and verbal, untrackable coordination notes. | Model-linked issue routing, tracking and resolution integrated into the master plan. |
| Financial validation | Subjective progress estimates and unverified percentages of completion supplied by contractors. | Validation driven by exact quantities extracted from the physical model. |
Engineering files aggregated into one version-controlled hub with quality checks on completeness and integrity. A specification change is traced through to the schedule and the commercial baseline before procurement begins.
Durations derived by cross-referencing model quantities against proven productivity rates. Field deviations pinned to their exact location and routed to whoever owns them.
Commissioning mapped by operational system rather than by disconnected physical zones, with test results and sign-offs linked back to specific asset tags.
Handover of a live, searchable asset database — equipment files, vendor data sheets, spatial registers — so that operations start with the record rather than rebuilding it.
On the projects where this framework was built, most contractors welcomed it — the shared picture let them plan and execute with more confidence, and the feedback was strong. A minority resisted from the outset, and almost always for the same reason: their own deliverables were already late, and a transparent environment would have shown it.
That is worth saying out loud. Early resistance is usually a signal, not an obstacle.
You own the asset. We embed senior project management directly into your execution workflow and use live data to secure the schedule, validate what you are being billed for, and give you real certainty on your capital asset.
Every major capital project bleeds capital through the same hidden fractures: disconnected spreadsheets, isolated design files, and subjective progress reports.
We solve this by deploying a completely open, flexible data ecosystem. We connect your design geometry directly to lean execution cycles — a single, transparent environment where schedules and costs are driven by exact physical quantities rather than guesswork.
But an open software ecosystem is only as effective as the people steering it. The technology provides the data; it does not resolve critical-path conflicts on its own.
That is where we set the standard. Our senior experts use live project data to conduct delay analysis, manage schedule variance and enforce operational governance.
You are scheduling recovery, expediting materials and resequencing crews to catch up to a delay that started before you ever saw it. The framework is built to flip that timeline.
Move from tracking what already happened to seeing what is about to happen, while you still have options.
Run and optimise the sequence in the model before the crews mobilise, so the plan is proven rather than assumed.
Execution judgement that usually lives only in your most senior people, built into how risk gets evaluated.
Owner, contractor and vendors working from the same live picture, which cuts the uncoordinated firefighting that eats schedule and budget.
The bottom line in the field: fewer surprises and earlier warnings — because you are solving problems while they are still on the screen, not on the job site.
Schedule slips discovered weeks late, change orders that arrive after the work is committed, and uncoordinated rework all hit the same place: the bottom line. The framework is designed to protect it by replacing reactive management with forward-looking control.
Earlier risk detection means smaller, cheaper corrections instead of late, expensive recovery — and fewer expedite premiums.
A single real-time source of truth gives finance dependable inputs for cash flow, draw schedules and lender reporting.
Coordinated execution across owner, contractor and vendors cuts the duplicated effort that quietly inflates project spend.
Proving the sequence before execution lowers the probability of the surprises that erode margin and return.
Most investment losses in infrastructure don't come from unknown risks. They come from risks that were known too late to still change the outcome.
Monthly progress reports, engineer certifications, contractor updates, earned-value dashboards. On paper this is a control ecosystem. In practice it creates a lag between execution failure and financial visibility — and by the time an overrun is formally reported, the underlying problem has been building on site for weeks or months.
This is not a contractor problem. It is a systemic information problem: reporting is retrospective, reporting is stakeholder-dependent, and reporting is often optimised for approval rather than accuracy.
The earlier a deviation is identified, the more options remain available.
The later it is identified, the more capital is already locked into loss.
Rather than validating what has been reported, the framework rebuilds what is actually happening — continuously, and without relying on sponsor or contractor reporting as the primary source of truth.
| Traditional monitoring | With openPEX™ | |
|---|---|---|
| Frequency | Periodic. | Continuous, in a live data environment. |
| Source | Dependent on stakeholder input. | Independent rather than stakeholder-driven. |
| Basis | Focused on validating reports. | Reality-based rather than report-based. |
| Effort | Time consuming to develop and maintain. | Automated insight rather than manual reporting effort. |
| Timing | Outdated by the date of issue. | Early-warning signals rather than late surprises. |
Deviations are detected when they emerge — not when they are reported.
Completion dates and cost-at-completion built on execution reality rather than optimistic reporting assumptions.
Time to restructure, renegotiate or intervene before value erosion becomes irreversible.
The answer is structural. It does not compete with your existing monitoring — it closes the visibility gap those systems inherently cannot eliminate. Independent senior interpretation of execution status, high-frequency physical progress capture, and continuous tracking of cost, schedule and procurement deviation signals sit alongside what you already have.
openPEX™ did not start as a product idea. It started as a conclusion that a group of engineers kept arriving at, project after project, on some of the largest industrial and pharmaceutical builds in Europe.
Across large-scale industrial construction and, more recently, pharmaceutical facilities, the same finding kept surfacing: projects do not become more expensive or take longer because of a lack of technical expertise, insufficient engineering knowledge, or inadequate project teams. As complexity increases, the root cause is the inefficient distribution, availability and processing of information.
The response was to connect the technical world of models and engineering drawings with the contractual and scheduling world — and to do it from the planning phase, not once execution was already underway. Layered on top came automated clash detection, centralised management of engineering changes, digital quantity surveying and fully digital billing.
Efficiency improved and staffing requirements came down. Traditional claim management fell to a minimum. Forecasting of completion dates and final costs became materially more reliable. And after onboarding, contractor feedback was strong — shared transparency let them plan and execute their own work with more confidence.
The framework was consolidated on a €1.3 billion pharmaceutical investment in southern Germany, where it was used to plan and manage every discipline in fine detail. One example among many: scaffolding planned centrally and shared across trades, which took real cost and time out of the job. The major contractors on that project told us the detailed, collaborative planning was the difference.
Master's in industrial engineering earned alongside two apprenticeships and a career at Linde Engineering. Built and led the construction department executing a €1.3 billion pharmaceutical investment. Moving to openPEX™ full time.
Led the technical team that turned commercially available tools into a working execution system alongside the project organisation — and remains a central pillar of the framework.
Chairman, Conmetis AG. Drove the decision to develop the approach beyond Europe and into the United States, and shaped it into the framework as it stands today.
Expertise from procurement, legal, engineering and project management is built into the framework as thoroughly as the practical needs of owners, contractors and everyone else involved in delivery. Roughly twenty years of accumulated execution experience, consolidated.
Conmetis America, LLC
Houston
Conmetis AG
Switzerland
Conmetis Gulf Oilfield Services, LLC
United Arab Emirates
Conmetis Singapore
If you have a project in planning, or one that is already drifting, the fastest way in is a short call about where it actually stands.
A working session, not a slide deck. We take one change and follow it through the model, the schedule and the cost, then open it up for questions.
11757 Katy Freeway, Suite 1300
Houston, TX 77079
United States
Aaron Moss, Managing Director
aaron.moss@conmetis.com
+1 (281) 773-6205
Conmetis works from Houston, Barcelona, Zug, Dammam, Abu Dhabi and Singapore. These are the three you are most likely to need.
The Offices, World Trade Center
Al Markaziya, Abu Dhabi