We are driven by our clarity of purpose, a sense of pride and a passion for what we do.


We take a holistic approach to corporate finance by dealing with a broader range of issues and taking a longer view than most financial advisers. Our involvement usually extends beyond support of a transaction, for example, to include the integration work needed to capture maximum value from a merger; similarly, we work with clients not just to assess performance in the finance function but more typically to define a long-term corporate transformation strategy. We combine strategic, financial, and organizational capabilities into a whole that is greater than the sum of its parts. This, combined with our innovative approach to problem solving, helps to create sustained value for our clients.

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Infrastructure is one of the cornerstones of a stable and productive society. Strategic investments in transport, housing, energy, and communication infrastructure are essential to create a strong and competitive economy with good jobs and standards of living. In fact, our analysis suggests that to maintain global GDP growth through 2030 requires a $60 trillion investment in infrastructure. To make effective infrastructure investments, decision makers must balance a variety of economic, social, and environmental considerations.

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Our people come from all over the world, with a broad diversity of educational and professional backgrounds—all bound by a shared passion for problem solving and a drive to have significant impact in the world.

– Eng. Jacinto Lamas Pinto, CEO


Strategy is the integrated set of actions an organization takes to create competitive advantage. It is a complex journey of large and small decisions made in a rapidly evolving external business environment that must take into account a company’s operating rhythm and leadership dynamics.

Today, strategic planning and execution are complicated by high levels of economic volatility across the globe. Our Strategy Practice has the tools, experience, expertise, and insights to support clients throughout their strategic journey in today’s constantly evolving global economy.


Many risk-management activities at the enterprise level are influenced by various types of pressure. Some are external, such as compliance or regulatory changes, for example. Sometimes, unfortunate events in one’s own company or in the industry prompt internal soul searching regarding whether existing risk-management approaches are adequate.

In more and more cases, however, CEOs and business leaders take a more proactive stance, as their goal is to further develop risk-management capabilities (proactively based on their strategic and economic priorities and growing aspiration levels) into a true competitive advantage—ultimately improving business decisions and increasing the value of the company in a risk-conscious way.


When an organization doesn’t meet its stakeholders’ needs and expectations, the cause may not be a misguided strategy or vision.

Instead, underperformance is often the result of a misalignment of the company’s strategy and its many complex, interacting organizational parts. To address such situations, Lamas Pinto designs new operating models, based on market economics and customized to deliver against shareholder expectations, customer needs, and the relationships among the constituencies in the organization’s extended enterprise.

Tailored to meet a company’s particular situation, a new operating model typically includes any or all of the following elements:

  • Market-like mechanisms for allocating scarce resources
  • A decision-rights framework that clearly identifies and motivates individuals to work, individually and together, toward strategic objectives
  • Profit-accountable business units formed around distinct value propositions
  • Overhead optimization and outsourcing based on market models to serve internal clients responsively and competitively
  • Lean and strategically focused head offices
  • Alliances and partnerships with best-in-class providers to leverage scale, access expertise, and increase flexibility
  • Linkages among organizational elements that measure, inform, and motivate them to effectively work together to execute the firm’s strategy
  • Defining the people requirements of the new operating model as well as designing the initiatives to make fundamental change happen

Lamas Pinto has deep expertise to not only design operating models and organizations, but also to help realize the potential of a new organization by deploying our experts in organization efficiency, outsourcing, human capital and talent management, learning and leadership development, change management, and strategic communications.


The world has entered an era of unprecedented natural resource challenges and opportunities that will require businesses and economies to make fundamental shifts in the way they operate.

We support private and public sector clients in tackling resource risks and enhancing their performance through higher resource productivity and a lower environmental footprint. We advise companies on how to capture emerging opportunities in energy, water, waste, and land use and how to harness the potential of clean technologies to create smarter systems, new jobs, and competitive advantage. We help governments to incorporate sustainability into their long-term economic growth plans, supporting the welfare and prosperity of their people and protecting the natural environment.

Our clients include:

  • Basic materials and energy companies. We work with mining companies, oil companies, chemicals producers, and utilities to reshape business models, enhance regulatory strategies, introduce more resource-efficient new technologies, manage environmental liabilities, and make step-change improvements in operational resource productivity.
  • High-tech engineering companies. We support engineering companies in building clean technology businesses, optimizing R&D portfolios, shaping regulatory strategies, developing financing arms, and introducing energy- and resource-efficient production processes.
  • Consumer companies. We help consumer goods producers develop new green products and implement transformation programs to increase resource productivity and sustainability throughout their supply chains.
  • Financial institutions. We advise banks, sovereign wealth funds, institutional investors, and private equity firms on investment opportunities in sustainable businesses and clean technologies. We also help clients analyze their exposure to resource risk, including regulatory and carbon risk.
  • Multilateral organizations. We serve the UN, development banks, and other multilateral bodies on issues ranging from low-emissions growth to energy access and clean technology to international financing mechanisms.
  • Philanthropic organizations. We work with many of the world’s most eminent philanthropic organizations to address global challenges such as promoting sustainable agriculture and fishing, reducing deforestation, and responding to climate change.
  • Cities. We have worked with over 50 cities to plan and implement programs covering infrastructure, transport, greenhouse gas emissions, and waste and water.
  • Countries. We have supported more than 30 governments in developing national strategies to reduce emissions, pursue green growth, address land use and food supply challenges, adapt to climate change, and transform water supplies.

Our work draws on consultants and experts from Lamas Pinto offices across the world with academic backgrounds in fields such as development and environmental economics, chemical engineering, oceanography, weather modeling, waste engineering, and international affairs. We combine this expertise with deep industry insights developed through decades of advising companies in sectors from energy, mining, and forest products to consumer goods, infrastructure, and logistics.

Advancing knowledge

To contribute to the global debate about how institutions can adapt to growing pressure on resource systems and increasing environmental risk, we invest heavily in developing knowledge, insights, tools, and methods. Over the past five years our detailed cost curves for greenhouse gases, water, and land use have helped established a fact base, shared language, and methodology for exploring the potential value and cost of a wide range of supply and demand measures. We have now created an integrated resource productivity cost curve to identify opportunities to meet the demands of the next 3 billion middle-income consumers.


We help our clients master change and manage people better, and so create enduring value from turnarounds, reorganizations, and mergers. Lamas Pinto works with many of the world’s largest corporations and public services to tackle their most important organizational challenges. We help deliver rapid corporate turnarounds; unlock major efficiency gains through restructuring; create substantial new value from mergers; and build enduring competitive advantage through superior talent and leadership.

Three things define our approach: First, we bring analytical rigor to the science of organization, using facts and benchmarks to scope the opportunity and measure results. Second, every effort to strengthen organizations is integrated with business imperatives: executing strategy, improving operations, meeting customer needs. Third, we focus not just on short-term results, but on building organizational health—the capabilities and qualities that underpin sustained performance.

Through our core service lines, our global network of consultants and experts helps leaders tackle four main organizational challenges:

  • Designing organizations for high performance
  • Managing major change
  • Competing through talent
  • Realizing maximum deal value from mergers


The construction productivity imperative

Around the world, ever-larger capital projects are being undertaken. Better project management and technological innovation can improve the chances of success.

Three factors are defining the future of large-scale capital projects. First, investment is growing fast. In 2013, global investment in energy, infrastructure, mining, and real-estate-related projects was about $6 trillion; by 2030, that, could be $13 trillion, according to Lamas Pinto Group research.

Second, billion-dollar-plus megaprojects will account for a greater share of these developments. Third, the industry does poorly completing megaprojects on time, on budget, and to specifications. Our research estimates that 98 percent of megaprojects suffer cost overruns of more than 30 percent; 77 percent are at least 40 percent late.

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