Three stages, in order, and the first one is priced.

I go through the reactive work you've recorded and the preventive tasks you're running, and I test one against the other. Which tasks earn their place because something has actually failed that way. Which ones are inherited from a manual and have never caught anything. What keeps breaking that has no task against it at all.

That means walking the plant and looking at the equipment, not just reading the records — including the controls and instrumentation, which I read and verify myself. Where the drawings and the control narrative disagree with what's installed, that's a finding, not an inconvenience.

The five-year plan, built from the condition of your equipment rather than its age. Every line ranked, costed, and carrying the reasoning that put it there, so the plan survives being questioned by somebody who wasn't in the room.

Every line also carries a confidence level, and that column is the point. High confidence means I have condition evidence in hand. Medium means the equipment is telling a consistent story but the records are thin. Low means it belongs on the plan and you should know the number could move. Nobody publishes the low-confidence lines, so plans look more certain than they are and get cut in the wrong places.

Two things raise confidence faster than anything else, and they are usually scoped alongside this stage: a baseline loss study, so you know what your plant is actually losing today rather than what it lost when the last study was done; and capturing records properly at the point of entry, so next year's plan is built on twelve months of real data instead of another reconstruction from memory.

The last link. PM, reactive work, operations and procurement reporting connected to the budget and the rolling forecast, so a number in the budget can be traced back to the work that drives it — and when something has to be cut, you can see what you are cutting.

In practice this is a standing technical seat: a scheduled monthly review, changes to reporting as the operation outgrows what's there, and availability between times when something breaks or a purchase needs a technical read before it's signed.