Gwendolyn Tian

Led strategic advisory engagements for public and private sector clients within the Global Infrastructure Advisory practice, specializing in complex, early-stage, and ambiguous transformation initiatives. Directed cross-functional teams to design and implement impactful organizational changes, identifying and addressing critical gaps in oversight and alignment to drive value-added deliverables and support high-stakes investment decisions.

• Facilitated strategic workshops with cross-functional finance, legal, and technical teams, defining guiding principles for robust governance and service delivery models.
• Developed comprehensive organizational analysis and impact studies, securing critical funding for clients to establish and launch new arms-length entities.
• Directed the design of operational and governance models for high-impact organizations, encompassing program structure, stakeholder engagement, and delivery planning for large-scale transformational projects.
• Identified and capitalized on critical governance and oversight opportunities by developing key performance indicator (KPI) frameworks and comprehensive reporting mechanisms.
• Formulated a strategic plan ensuring short- to medium-term financial sustainability for a pilot arms-length organization, effectively managing trade-offs, mitigating risks, and aligning initiatives with overarching corporate objectives.
• Provided strategic recommendations that enhanced capital project delivery capabilities for major public sector organizations and institutions, navigating complex provincial funding timelines and constraints.
• Conducted annual assessments of the federally contracted national shipbuilding program, identifying prioritized risks and recommending process improvement opportunities to optimize management and delivery.

Provided strategic advisory services within the Infrastructure Advisory Group, translating complex challenges into actionable insights for executive decision-making. Cultivated strong relationships to secure buy-in from steering committees and executive teams, while proactively developing proposals and scoping new engagements to drive business growth.

• Advised a major international oil company on its electric vehicle and energy strategy for Middle Eastern and global markets, identifying key value drivers across the energy value chain.
• Guided an oil and gas supermajor in developing its renewable energy business strategy, including a sustainable mobility offering for municipalities and forging strategic partnerships.
• Authored a comprehensive Information Memorandum (IM) for a Mobility-as-a-Service startup, significantly contributing to its Series C funding round despite global COVID-19 challenges.
• Executed comprehensive market analysis and sizing for a Mobility-as-a-Service solution for a sub-national transport agency, informing strategic investment decisions.
• Designed a large-scale target operating model to modernize the UK rail industry, driving process standardization and efficiency through function-specific transition plans.
• Established and led a transformation office for a 50-100 person team, developing a strategic entity for the rail industry with robust governance tools and risk assurance plans.
• Advised on the Target Operating Model for the redevelopment of Euston Station, a critical UK intercity passenger terminal, successfully navigating a complex stakeholder landscape.