Personal practice · Port Alberni, BC
Al Myatelsky
Project controls and commercial delivery for Canada’s capital projects
Project management consulting · Project controls · Management advisory
Contact Sphuratta Project Capital
Personal practice · Port Alberni, BC
Project controls and commercial delivery for Canada’s capital projects
Project management consulting · Project controls · Management advisory
Contact Sphuratta Project Capital
A mechanical engineer who became a project manager — and made control systems his profession.
Engineer by first education, project manager by second. The Specialist Diploma in Mechanical Engineering (1996) gave me the technical foundation; the Master’s in Project Management (2011, Kyiv National University of Construction and Architecture) gave it management discipline. More than thirty years of industrial and construction practice connect the two.
My method base is PMBOK 8 and IPMA standards — I am an IPMA Level D certified project manager — applied with PRINCE2, Agile and Lean where the project demands it. The commercial side rests on investment project analysis and financial modeling. I practice through Sphuratta Project Capital Inc., the corporation I founded and direct.
An engineer who plans, controls and de-risks capital projects — from schedule baseline to close-out.
I am a mechanical engineer with more than thirty years of practice, and a founder of Sphuratta Project Capital Inc., a Canadian corporation delivering project controls and commercial advisory for capital projects. My work connects the technical side of a project with its commercial logic: a defensible baseline, controlled cost and schedule, and decision points surfaced in time.
I am based in Port Alberni, British Columbia, and work across Canada, the United States and worldwide, in English, Russian and Ukrainian.
The corporate practice behind the personal one — black and gold, built on the same standards.
I founded and direct Sphuratta Project Capital Inc., a Canadian corporation delivering project controls and commercial advisory for capital projects. The corporate service line spans project management (PMBOK), investment packaging and equity analysis, business planning, tender and proposal documentation, M&A and transaction support, and AI implementation consulting.
The identity is deliberate: black and gold, the engineer’s discipline and the owner’s standard — clarity, structure, value, delivered.
Before I managed projects, I engineered them. The engineering habit of mind runs through all my project work.
Machines, equipment, construction technology. I read a project the way an engineer reads a machine: a system of interacting parts, with inputs, outputs and failure modes.
Drawings, specifications, technical risk. I speak the language of the site and the shop floor — so engineering reality reaches the decision table undistorted.
Quantify before you decide, verify before you close. The same discipline stands behind a defensible baseline: every claim checked against evidence.
Three forms of engagement. Every one ends in a named artefact — a document you can defend in front of a board, a lender or a regulator.
Standing up governance and delivery systems: project management offices, planning and reporting frameworks, decision calendars and controlled change. The work defines who decides what, on which evidence, and by when.
Integrated planning, cost control, risk, change and executive reporting for capital programmes. I establish a defensible schedule and cost baseline, connect schedule and cost evidence, and maintain a controlled route from mobilization through commissioning and close-out.
Decision-grade commercial and investment advice for project owners and finance leaders: investment theses, project evaluation, commercial structures and scenario-tested forecasts — with a stated basis, horizon and condition for revision.
Five domains organize the work, following the Sphuratta Project Capital strategy.
Integrated planning, cost control, risk, change and executive reporting for capital programmes.
Decision-grade financial models, project evaluation and commercial structures — without crossing into regulated legal, tax or securities advice.
Programme matching, eligibility evidence, budgets and submission control for non-dilutive funding.
Scenario models, leading indicators and monitored assumptions for decisions under uncertainty.
PMIS design, end-to-end process automation — from configurator through proposal and e-sign to payment, with the project creating itself in the PMIS — Microsoft ecosystem integration (Power Platform, Azure, Power BI), portfolio management, investment analytics, and standards-based management reporting and BI.
Projects are delivered by people. Schedules slip and budgets move for human reasons — so I treat the people dimension of a project as a control system, with the same rigor as schedule and cost.
Leadership. Direction the team can follow. Authority through competence and clarity: decisions explained, expectations stated, accountability visible.
Team dynamics. Roles, ownership, and the honest friction every team passes through before it performs. RACI matrices and clear accountability remove ambiguity before it becomes conflict.
Stakeholder psychology. Owners, lenders, contractors and regulators read the same data differently. Communication is designed per audience — what each party needs to decide, in the form they trust.
Communication. Transparent, decision-grade reporting. Bad news early, options attached, no surprises — trust is the cheapest control on a project.
Methodology first, then tools. Built on PMBOK 8 and IPMA standards: performance domains, a defensible baseline, and evidence behind every decision.
Baseline. Scope, schedule and cost are fixed as a controlled reference point — the single version of the plan everyone works from.
Control. Schedule and cost evidence are connected; variances, risks and changes are surfaced with named owners and thresholds.
Decide. Decision points are brought to owners and executives with options, downside cases and a stated basis for the call.
Close out. Delivery is verified against the baseline; lessons and records are captured so the next project starts ahead.
My project work follows the Sphuratta Project Capital strategy: defined scopes across practice domains, applied to industrial and energy capital projects. Each engagement ends in a named artefact.
A defensible rationale linking opportunity, evidence and capital.
An auditable model with assumptions, sensitivities and decision cases.
Named exposures, ownership, thresholds and treatment actions.
A sequenced route to market with gates, owners and evidence needs.
A concise view of scenarios, signals and leading indicators.
A working governance system for decisions, reporting and control.
Direct line — no forms, no intermediaries.
Corporate practice: sphuratta.com — Sphuratta Project Capital Inc.
Working languages: English, Russian, Ukrainian.
Delivery scope: Canada · United States · Worldwide.
