You know how you're asked to sign off a project record you didn't build and can't fully verify.
The narrative in the record and the narrative you'd give a regulator aren't quite the same document.
Statutory audit says the numbers add up. It doesn't say the project was controlled the way the record claims.
Whoever built it has a reason for it to look fine.
We do a confidential, fixed-scope independent read of one project: what the record says, what we could verify, and where your sign-off would hold under adversarial questioning.
One project, full pass
Scope drift, evidence chain on milestones, change-order provenance and sign-off authority. No sampling on the artefacts carrying your signature.
A single-page scope letter
What is reviewed, what is not, what you receive. No embedded team, no standing meetings.
One written deliverable
Readable by a general counsel, forwardable to an audit committee, or filed unread. Your call, and you see it first.
Structural independence
We don't run the projects we review, and we don't sell the remediation. That's the product, not the positioning.
So that when you put your name to it, you can say with actual confidence that there isn't a problem — or fix the one there is, before anyone else finds it.
Forensic governance ends with evidence you hold, not a verbal assurance.
An audit file for every site reviewed, with the evidence attached to each finding
A gap list scored by severity, with the standard each gap is measured against
A sign-off record you could put in front of a regulator without rewriting it
Fifteen minutes on a call is usually enough for both of us to know whether this is a job for MCMS.
Run by our project management and cost management teams, working to your standards rather than ours, with our training team picking up any governance gaps the review turns up.
Multi-site delivery
You know how a rollout that works on one site starts falling apart at forty, and nobody can tell you which site is actually behind.
Data
You know how you collect data in multiple places and multiple documents, so nobody can give leadership a straight answer.
Contract and vendor performance
You know how you have fixed rates with your vendors, but no mechanism that actually checks what you're invoiced against them.