Our track record
Experience that creates confidence.
The Lawneds is a young firm built on experience that is not.
Our leadership team has spent more than a decade and a half delivering complex engineering, capital investment and operational improvement programmes across the public and private sectors. That experience is what clients are buying, and we would rather be specific about it than make claims we cannot yet evidence.
What the work looks like in practice
- Challenge
- A live acute hospital needed its ageing ventilation plant replaced across three wards without closing a single bed.
- What we did
- We built the phasing plan around clinical operations rather than around the contractor programme, and agreed the sequence with ward managers before it was priced. We chaired a weekly technical review that kept the clinical, estates and contractor teams working from one set of assumptions. Where the design and the live environment disagreed, we escalated it in the same week rather than at the next monthly report.
- Outcome
- All three wards were handed back on programme with zero unplanned clinical downtime, and 100 per cent of the works were completed within the agreed decant windows.
- Challenge
- A university estates team held a decarbonisation target it could not evidence a route to, and a capital plan written before the target existed.
- What we did
- We surveyed the building stock against the target rather than against the existing plan, which is what showed that four buildings accounted for most of the gap. We rebuilt the capital plan around those four and staged the rest. We then set out what each stage would cost and what it would actually save, so the business case could be defended to the finance committee.
- Outcome
- The revised plan reached the target two years earlier than the original and moved roughly 40 per cent of the forecast spend out of the first funding period.
- Challenge
- A multi site estate was spending more on reactive repairs each year than on its entire planned maintenance programme.
- What we did
- We analysed two years of job data to find where the reactive spend was actually going, which turned out to be a small number of asset types rather than a general decline. We rewrote the planned programme around those assets and changed how the contract measured success, so the supplier was paid for availability rather than for attendance.
- Outcome
- Reactive spend fell by around a third in the first full year, and planned work rose from 45 to 70 per cent of the total maintenance budget.
- Challenge
- A capital programme had passed three successive gateway reviews and was still slipping, with no single owner able to say why.
- What we did
- We mapped the handovers between the design, delivery and commissioning teams and found that most of the delay was sitting in the gaps between them rather than inside any one of them. We put a named owner on each interface and a single decision log across all three. We reported against the interfaces, not against the disciplines.
- Outcome
- The programme recovered 11 weeks against the baseline over two quarters, without additional resource.
Where our experience comes from
Lawrence Ojogwu
Executive Principal
More than fifteen years delivering complex engineering, capital investment and operational improvement programmes across public and private sector organisations.
Infrastructure, engineering, facilities management, public estates, building services and major capital programmes, in environments where delivery depended on technical expertise, stakeholder engagement and commercial leadership in equal measure.
Engr. Feyi Soyannwo
Technical Lead
Extensive experience in mechanical systems, HVAC, building services procurement and technical project delivery.
Practical engineering knowledge applied with commercial awareness and operational realism.
Tracy Osemwinge
Head of Operations & Client Success
Operational coordination and client engagement, ensuring that every interaction reflects the professionalism, responsiveness and attention to detail on which long term relationships are built.
Our professional experience spans
- Infrastructure
- Engineering
- Facilities Management
- Building Services
- Public Sector Estates
- Energy
- Education
- Healthcare
- Commercial Property
- Decarbonisation Programmes
- Capital Investment
- Contract Administration
- Programme Governance
This breadth allows us to understand both the technical and the organisational challenges that determine whether delivery succeeds.
Success is never defined by programme, cost and compliance alone
It means helping organisations become stronger. Helping leadership teams make better decisions. Helping projects create operational value that lasts. Helping clients move forward with more confidence than they had when they first came to us.
Projects come to an end. The value they create should not.
Projects may come to an end.
The value they create should not.
Our commitment is to deliver outcomes that strengthen organisations today while preparing them successfully for tomorrow.
Let's build something that lasts
Every meaningful partnership begins with a conversation. Tell us what you are trying to achieve and we will listen carefully.