Rethinking Governance in EPC Projects

Most EPC projects don’t fail because of poor engineering, they fail because governance is disconnected from delivery.

We build elaborate frameworks: steering committees, escalation paths, risk logs. But they rarely reflect how work actually happens across disciplines, contractors, and changing priorities.

Governance becomes a tick-box exercise, focused on compliance, not control/direction.
And when things stall? We add more layers, more reports, more noise.
But rarely do we ask: is any of this helping delivery?

At Panta Rhei, I aim to do governance differently.
I design systems with your teams that connect senior leaders’ decisions to site execution,  with clear roles, timely escalation, and real accountability.

Because in complex EPC environments, flow doesn’t just happen.
It needs structure that works, not just one that looks good.