Independent Owner-side Governance Assured
Forward insight that keeps governance aligned, adaptive and decisive
TMA is TacminMadini’s independent, AI-enabled governance intelligence capability, delivering predictive insight across complex, long-life assets. Operating above execution, it strengthens owner-side governance by analysing governance-critical signals across the asset lifecycle to assess how current conditions are likely to translate into future outcomes. Using AI-enabled pattern recognition alongside governance judgement, TMA highlights where approved intent, authority or assumptions are most likely to diverge as conditions evolve, enabling owners to act early, intervene proportionately, and govern with confidence while optionality remains intact.
TMA Across the Asset Lifecycle
TMA applies predictive governance intelligence across the full asset and project lifecycle, recognising that different forms of owner exposure emerge at different stages. These stages provide the context within which predictive insight is formed, not service offerings. Each stage is explored in more detail within its own page.
Predictive insight before capital is committed
Why it matters | Feasibility approval establishes the case for proceeding, but it does not guarantee that the capital, cost, schedule and production outcomes assumed at approval will ultimately be delivered. Once commitments escalate, the ability to correct foundational assumptions reduces rapidly. |
What TMA provides | TMA maintains forward visibility over whether the approved feasibility case is likely to hold as conditions evolve, highlighting emerging divergence between approved intent and downstream decisions while options remain available. |
What this enables | Earlier recognition of governance exposure, allowing owners to refresh decisions, adjust commitments or strengthen controls before capital commitment becomes difficult to unwind. |
Predictive insight as commitments become binding
Why it matters | Design development and procurement convert approved feasibility assumptions into binding technical, commercial and contractual commitments. At this stage, flexibility reduces rapidly and early decisions can lock in cost, schedule and risk exposure long before delivery performance is visible. |
What TMA provides | TMA maintains forward visibility over whether design choices, procurement strategies and contracting structures are likely to preserve approved intent, or introduce pressure that will surface later during execution. |
What this enables | Earlier recognition of emerging governance risk, allowing owners to intervene before commitments harden and downstream options narrow. |
Predictive insight as control is tested
Why it matters | During execution, complexity increases and responsibility becomes decentralised across contractors, operators and advisors. At the same time, owner visibility and direct control often reduce, while exposure to cost, schedule and performance outcomes accelerates. |
What TMA provides | TMA maintains forward visibility over whether delivery behaviour, coordination and decision pathways are likely to remain aligned with approved intent, highlighting early signals of emerging loss of control or directional drift. |
What this enables | Earlier recognition of emerging governance risk, allowing owners to intervene before commitments harden and downstream options narrow. |
Predictive insight as performance is normalised
Why it matters | As projects transition into operations, unresolved delivery issues, latent defects and governance gaps can undermine safety, reliability and long-term performance. This stage often carries hidden exposure as accountability shifts and operational expectations begin to solidify. |
What TMA provides | TMA maintains forward visibility over whether the asset is stabilising as intended, or whether unresolved delivery assumptions, governance overload or dependency concentration are likely to affect operational predictability. |
What this enables | Earlier recognition of emerging fragility, allowing owners to address governance and accountability issues before they become embedded in long-term operating performance. |
Predictive insight as long-term obligations crystallise
Why it matters | Closure and transition decisions carry long-term environmental, social and financial obligations that extend well beyond active operations. These obligations often accumulate gradually and can remain under-governed until accountability becomes difficult to reassign or remedy. |
Our focus | TMA maintains forward visibility over whether closure assumptions, rehabilitation pathways and post-closure responsibilities are likely to be met as intended under evolving conditions. |
Outcome | Earlier recognition of future accountability exposure, allowing owners to address closure readiness, residual obligations and legacy risk while options for intervention still exist. |
Sarel Blaauw
senior partner
+61 498 785 165