What I do.
Four core service lines, each built around the real challenges facing operating companies, suppliers, and investors today.
Strategic Advisory
Who it's for
Suppliers ready to scale. Operators building their next phase of growth. Companies entering new geographies or segments.
Growth strategy and go-to-market planning for companies and suppliers. I help you define your market, understand your customers, and build a plan you can actually execute — not just present to the board.
- Market sizing and customer segmentation
- Go-to-market strategy and channel planning
- Growth roadmap with clear priorities and milestones
- Executive alignment and field adoption support
Operational Transformation
Who it's for
Operational executives who need more than a slide deck. Organizations going through significant change who need someone who can lead from the front.
Strategy that doesn't make it to the field is just a document. I design the integrated operational plans that bridge the gap between what the board approves and what the workforce adopts.
- Integrated transformation roadmap
- Capital decision frameworks with field-level buy-in
- Stakeholder alignment from C-suite to frontline
- Hands-on execution support — not advisory from a distance
Operational Due Diligence
Who it's for
PE firms, family offices, and capital allocators evaluating heavy-industry, manufacturing, or mining assets or management teams.
Financial models can't tell you if a cost structure is real or if an operational plan will succeed. I provide the operational layer of diligence that investors and capital allocators need to make decisions with confidence.
- Independent assessment of operational cost structures
- Management team credibility and capability review
- Identification of operational risks not visible in financials
- Clear, direct reporting grounded in site visits, interviews, and benchmarking
Every diligence engagement is independent and confidential. I do not hold positions in, take success fees from, or accept referral arrangements from the assets I assess — and I will not advise a target's management on a deal I am diligencing. Niyongabo Consulting is fully insured ($2M commercial general liability).
Indigenous Development Corporation Advisory
Who it's for
Indigenous development corporations operating across drilling, maintenance, logistics, services, and equity interests.
You've built a real business on the foundation of an IBA relationship. Now you want to diversify revenue, win in open competition, and build the management systems to grow rapidly — on a timeline and in a way that respects community ownership and governance. I understand the procurement landscape around major resource and industrial projects and the realities of an IBA-anchored business.
- Growth strategy that builds on the anchor relationship and diversifies beyond it
- Competitive positioning for open-bid procurement
- Operational systems and management infrastructure to support scale
- A long-term roadmap aligned with community accountability and benefit
Strategic Advisory
What a growth engagement looks like.
Growth at scale isn't a slide deck — it's a sequence. Here's how I typically run a growth-strategy engagement.
Market sizing
First, we get honest about the size of the prize. I size the market from the bottom up — by segment, geography, and application — so you know where the real, winnable revenue is, not just a big top-line number. The output: a clear view of your addressable market and the two or three segments worth attacking first.
Target identification
A market isn't a customer. I turn the priority segments into a named target list — specific accounts, ranked by fit, value, and how winnable they actually are — and map the buying unit inside each one: who specifies, who approves, who signs.
Account plans
For each priority account, we build a plan — the entry point, the value case in that buyer's language (cost, uptime, ROI), the proof they'll need, and the sequence of moves from first conversation to signed work.
Cadence to scale
A plan only compounds if it's run with rhythm. I put in place the operating cadence that turns strategy into repeatable growth — weekly pipeline reviews, a monthly refresh of the target list, and quarterly checkpoints to reset priorities as you learn. That's how a handful of wins becomes a growth engine.
Every engagement starts with a conversation.
Tell me what you're working on, and I'll tell you straight whether I can help.