The consulting industry has earned itself a reputation: arrive, present, invoice, vanish. Here is how our underground capability is built to be the opposite of that.
Managers who sit inside your operation
Underground managers and superintendents in your meetings, on your systems, taking your four in the morning phone calls. Not advisors on the other end of an email.
Drill and blast, end to end
Development, production and raise design. Charging practices and timing. The entire QA/QC process that makes a design practical and repeatable rather than theoretically correct. Always with an eye to optimisation that realises value across the mining chain, not just at the face.
Plans that can actually be mined
Planning and scheduling are two different disciplines, and conflating them is where a lot of underground plans come undone. Planning is what is mineable. Scheduling is the sequence that respects how the operation actually performs.
What comes out of that is a mine plan, not a Gantt chart of wishes.
Ventilation
Primary and secondary ventilation design modelled in Ventsim. Airflow balancing, heat and diesel loads, and the auxiliary strategy that keeps development advancing instead of waiting on air. The aim is to find the capacity already sitting in your circuit before planning around one you do not have.
And the one thing we will not do
If we have not added value to a client’s operation, we have failed. That is the standard, and we would rather be measured against it than against a deliverables list.
The carousel
This piece began as a LinkedIn carousel. The full deck is below — use the arrows, or click any slide to enlarge.
