What changed?
Lead with the movement in cost, schedule, scope, risk, cash flow, and dependencies. Do not make the reader search for it.
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Cody Plante
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Capital program controls for mission-critical, energy, and institutional infrastructure
See the program clearly. Decide before the cost lands.
I work where the budget, schedule, procurement plan, and field conditions stop agreeing. PlanteAhead is about bringing those pieces back into one operating picture.
What changed. Why it changed. What needs a decision.
PLANTEAHEAD / PROGRAM VIEW
FICTIONAL EXAMPLE
01 / FIELD
What is actually happening?
Forecast at completion
$1.24B
+1.8% vs. baseline
Committed
68%
$843M placed
Capacity at risk
24 MW
2 gating decisions
Decision queue
6
3 due this week
Cash flow
Plan, forecast, actual
Forecast Actual
Decision debtOpen owner decisions
6
SWGR-04 award3 days$410K cost to wait
Utility option B8 days17 MW dependency
Phase 2 release12 daysEscalation exposure
02 / CONTROLS
What changed, and what needs a decision?
$1B+capital program experience
10+ yearsacross infrastructure and operations
One viewcost, schedule, risk, and decisions
Vermonta base, not a limit
THE STANDARD
A report should make the next decision easier.
Most owner reports are long. That does not make them useful. The first page should tell leadership what moved, why it moved, and what happens if the decision waits.
Why did it change?
Every material variance needs a cause. The number is only useful when the reader understands what produced it.
What needs a decision?
Name the recommendation, the owner, the due date, and the cost of waiting. That is where reporting becomes control.
WHAT I WORK ON
The difficult space between the plan and the field.
The budget says one thing. The schedule says another. Procurement changes the order of operations. The field usually sees the problem first. My work is to bring those pieces together before leadership is forced to make a decision from fragments.
01
Capital program controls
Program budgets, forecasts, change control, cash flow, reconciliation, and executive reporting across large portfolios.
Controls that hold together02
Mission-critical infrastructure
Power, MEP systems, utility dependencies, long-lead equipment, and the projects that gate operational capacity.
Report the system, not one building03
Decision-ready reporting
Clear variance narratives, owner decisions, forecast confidence, and the practical cost of waiting.
Signal before volumeA PLANTEAHEAD FIELD NOTE
The most expensive way to save money.
Underfunding reporting does not remove the cost. It moves the cost into late decisions, rework, escalation, and weaker forecasts.
Read the latest field notesBranded reporting reel. Illustrative content only.
SELECTED EXPERIENCE
Built inside programs where the numbers have to hold up.
These examples are intentionally generalized. They show the scale, systems, and operating problems behind the work without disclosing confidential program information.
Institutional energy and MEP infrastructure
Forecasting, cash flow, reconciliation, change controls, and executive reporting across a complex, multi-year capital portfolio.
Multi-institution research operations
Program management and reporting for a $6 million NSF consortium spanning four institutions, complex funding requirements, and distributed delivery teams.
International energy infrastructure
Budget controls, field verification, compliance reporting, and scope documentation for renewable energy work across Kenya, India, and Vermont.
RECENT WRITING
Field notes on capital, controls, and the built world.
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ABOUT CODY
I did not arrive here through a straight line.
My work sits between construction, finance, infrastructure, and executive decision-making. I build cost controls and reporting systems that help teams understand what is changing before it becomes an expensive surprise.
I have worked across renewable energy, research operations, construction finance, and institutional capital programs. The common thread is practical: make the information useful enough that people can act on it.