Three real industrial projects, owner and chemistry held back for confidentiality. The PMI score before commit, the PHI score during execution, and the result each one delivered.
| PMI | PHI | Outcome | |
|---|---|---|---|
| Alpha | 82 | 76 | On schedule, under FEL-3 |
| Beta | 86 | 91 | Market window held |
| Gamma | 49 | 44 | ~2.5× estimate, ongoing |
Every score on screen is the score that landed.
A bulk aromatic into a chemistry the parent had not made before. Anti-dumping duty on the import opened a 5–7 year window.
A surplus by-product converted into a previously-imported solvent, with an electronic-grade variant for semiconductors. Same playbook as Alpha — the discipline was repeated.
A low-cost feedstock in the USA at one-third the India price. The plant was sized for one primary product plus two downstream by-products that made the business case work.
PMI above 80 at commit. PHI above 75 through execution. Strong development, strong organisation. Both delivered.
PMI 49 at commit. PHI dropped to 44 during execution. Weak development carried into a weak organisation. The overrun was foreseeable.
Two indicators, used in sequence, are the most reliable predictor of outcome — on every project we have run them against.
Tell us where the project is. We will score it — before, during, or both — and walk you through the read.