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Learn more about Asset Management Concepts and Principles, Risk-based optimized decision-making and reliability, Risk and Maintenance best practices, and Strategic Planning. We have made available a selection of white papers, live workshop recordings, and conference articles for your further reading and education. 

Our Topics

Asset Management Concepts & Principles

Combining the best bits of RCM, RBI, TPM, TQM, Six-Sigma and other ‘solutions’.

Nobody would deny that the tools in the title of this paper hold potential benefits, and indeed there is plenty of evidence that correctly implemented, each can yield substantial performance improvement. How do we integrate these individual ‘solutions’ and make a sustainable, growing, and home-owned suite of best practices? Read this paper to find out more about how to build a dynamic route map – one that builds the right bits of each new development into a single, cumulative improvement program read.

What is the Value of Asset Management?

This paper summarizes and clarifies the different perceptions of value and benefits associated with assets and their life cycle management. It seeks common ground of terminology and practical measurement or demonstration of impact for the varied audience of financial, technical, regulatory, customers and other stakeholders. It also illustrates some of the reported benefits (added value) being achieved by (better) asset management, such as those being generated through the introduction of PAS 55 or ISO 55000 standards.

Risk & Maintenance Best Practices

Risk-based maintenance and inspection decisions

MACRO is a multi-industry, DTI-supported joint venture (European ‘EUREKA’ project EU1488), that is developing guidance and tools for better cost/risk evaluation and Asset Management decision-making.  It is bringing together the technical aspects of reliability and risk-based analysis with the economic factors, human issues and data uncertainty.  This paper focuses on some of the resulting ‘best practice’ methods, analytical tools and the results that are being achieved.

Finding the right mix of costs, risks & performance

Most engineering, maintenance and operating decisions involve some aspect of cost/risk trade-off. Such decisions range from evaluating a proposed design change, determining the optimal maintenance or inspection interval, when to replace an aging asset, or which and how many spares to hold. Historical evidence points to what is allowed to happen – we try not to gather the data about the other side of the coin: what would happen if we did not perform maintenance?

Risk, lost opportunities and urgency workshop

This workshop shared practical tips to identify and quantify your best value opportunities in the current climate, identifying and unlocking ‘hidden potential’ and adapting your risk management to include an ‘urgency’ dimension.

Optimizing Decision Making

Building decision-making capabilities for the “Decisive Decade”

We all know that decision-making is pretty important in asset management.  And many organizations are investing fortunes in better data systems, analytics, and investment planning tools or processes.  This paper shares some of the leading international research into building better decision-makers within an asset-intensive organization.  It explores the mix of process disciplines, education, tools, and motivations/culture that are needed to establish better, and more consistent, “distributed” decision-making.  And it will share case studies of what can be achieved.

Decision-support: The proportional use of technology and people in solving problems and making better asset management decisions.

This paper shows that a toolbox approach is vital, requiring a variety of techniques and technologies suited to different problem types and decision complexities. With feedback from over 200 implementation experiences in over 25 countries following the European MACRO project (which researched, developed and shared best practices from a variety of industry sectors) it demonstrates that the level of sophistication worth applying is closely correlated to the process criticality being managed and how low technology solutions often achieve the right answer without introducing the ‘black box’ risks!

The art of decision-making in the Decisive Decade

The next 10 years have been described as the “Decisive Decade”. What we choose to do, or not do, in the next few years will have global consequences for centuries or millennia to come. So, how do we keep multiple interests happy,
with resource and time constraints, while…managing typical human tendencies when it comes to making Difficult Decisions?

Managing Aging & Obsolete Assets: Refurb, renew, or ‘just pray’?

Making a business case for re-investment can be difficult, especially in the current situation. This workshop shows how best to put hard numbers on the cost, risk and performance consequences of different options and timings. It includes live case studies of optimal lifespan decisions, such as upgrading of obsolete control systems and refurbishment or renewal of degraded equipment

Obsolescence of IT and control systems: justification & timing of renewal & upgrades

Periodic re-investment in the fast-changing world of information technology (IT) is a large and growing cost for most organizations. Obsolescence means increasing difficulty in finding spares and obtaining support, increasing risk (system unreliability and vulnerability to cyberattack) and potential missed opportunities for performance gains as new IT capabilities become available. This workshop demonstrates, with a live case study, best practice for the quantified evaluation of options and optimal timings, including building the business case for re-investment.

Which project(s) should I defer if budgets have been cut?

Faced with many projects competing for limited funds or resources, which ones can you safely defer with “least worst” consequences? We will show you how you can quickly and consistently evaluate and prioritize your projects on a ‘level playing field’, even if data is patchy and the projects have widely different motivations and benefits.


SALVO project: Innovative approaches to decision-making for the management of aging physical assets.

Aging assets and how to manage them is perhaps the most important issue facing Infrastructure Asset Managers across the world. Making decisions on what to do and when, often with limited information, whilst optimizing the trade-off between costs risks and benefits presents a major challenge. The SALVO project was an international cross-industry R&D project, with leading-edge asset owners and practitioners working together to establish best practice approaches to address this key Infrastructure Asset Management issue. This paper explores the issues and reports on progress to date. 

SALVO project: Lessons Learnt

The SALVO (Strategic Assets: Lifecycle Value Optimisation) project has been a cross-industrial collaboration project that has tried to address this problem over the last 3 years. It set out to develop people-centric decision-support processes and tools, document the ‘Must Do’ steps, and demonstrate how these can be applied in a wide range of practical circumstances. This paper highlights some of the findings, which are now published more extensively as a guidebook “Asset Management Decision-making: the SALVO Process”.

SALVO (Strategic Asset Lifecycle Value Optimization)

The SALVO Project was a multi-sector collaboration program that researched, developed, and defined best practices in asset management decision-making. In particular, it addressed the common problems encountered in the management of aging assets; decision-making in the face of risk and data uncertainty, and how to quantify ‘intangibles’ and value realization.

What Our Clients Have To Say​

“We have worked with The Woodhouse Partnership for a number of years calling them in to help with the strategic management of our assets and the optimisation of asset life cycle interventions for higher availability and extended life. Their application of the SALVO process and Decision Support Tools, along with a hands-on approach, make them stand out and deliver results which are transparent and fully understood by the business. Whenever we have worked together, we have found The Woodhouse Partnership engaging and insightful”
Jon Wright
Wessex Water

Need help or advice? Get in touch with our award-winning team

Susan Steyn

Susan Steyn is a seasoned expert with over 30 years of experience in Management, Operations, Business Development, and Supply Chain across diverse industries. Her core focus lies in spare parts management and inventory optimization. Throughout her career, Susan has held key leadership roles in multinational companies such as GE, Dow, Roche, Bayer, Lloyds Register, and Woodhouse Partnership.

With a strong background in strategic leadership, P&L management, and lean manufacturing, Susan has consistently driven business turnarounds and growth. She excels in international global business management and has a proven track record of expanding market presence and building strong client relationships.

As a Six Sigma Black Belt and PMP certified professional, Susan is adept at implementing process improvements and managing complex projects. Her expertise in data analysis, project management, and ERP systems ensures effective spare part management and optimal inventory levels.

Susan’s contributions to various companies include revenue growth, cost reduction, successful software launches, and the establishment of strategic alliances. Her commitment to diversity and inclusion, coupled with her leadership in team building and mentorship, have created a culture of excellence in every organization she has worked with.

Overall, Susan Steyn is a results-oriented leader with a passion for leveraging data-driven decision-making and innovative strategies to optimize spare parts management, reduce downtime risks, and enhance profitability in any business environment.

José Luis Perdomo R

José Luis cuenta con una experiencia exitosa en multi-industrias públicas y privadas, donde desempeñó cargos gerenciales, líder de aplicación técnica especializada, puestos operativos y en mantenimiento, así como en áreas de consultoría sustentando nivel operativo, táctico y estratégico.

Ha formado parte de proyectos de mejoramiento de gestión de activos, confiabilidad operacional, integridad y mantenimiento en Latinoamérica en diferentes empresas creando valor al negocio con resultados técnicos y económicos importantes.

Facilitador e instructor acreditado en temas relacionados con la gestión de activos, mejores prácticas, metodologías de administración gerencial y técnicas especializadas.

Robinson Medina

Mechanical Engineer with 31 years of experience. Specialist in implementation processes of activities
associated with Asset Management under the ISO 55001 approach, Implementation of diagnostic
programs and audits of management systems, Specialist in applying reliability methodologies such as
Reliability-Centered Maintenance, risk-based inspection, Cause Analysis Root, Life Cycle Cost Analysis,
Condition Based Maintenance, Failure Modes and Effects Analysis, Mechanical Integrity among others.
He has been an Equipment Mechanical Integrity Engineer, an experienced user of traditional NonDestructive Testing such as Ultrasound, Infrared Thermography, Superficial Techniques, Industrial
He has led and participated in countless applications in the field of reliability and condition monitoring,
with special emphasis on the generation and execution of policies and maintenance plans aimed at
achieving the “minimum total business impact” guaranteeing Safety, Hygiene and Environment

Damien Carter

Over his 28 plus year span in the industrial sectors with working technical backgrounds in Project & Construction Management, Asset Operations and Maintenance Reliability Management, and being certified in various courses of study; Damien has gained the knowledge and experience and has had proven successes throughout his tenure in the Oil, Gas, Petro-Chemical and Construction sectors. Establishing his-self in the various sectors, Damien’s first experience and success started in the Construction Sector in estimating engineering. This was the stepping stone for Damien and has paved the way for his passion and continued success in supporting People, Process, and Systems in an organization.

Damien has held positions in local, international and multi-national corporations and comes from a working background in the fields of environmental, operations, project and construction management, operations maintenance and reliability management, planning, supervisory management, and has proven his abilities to succeed in each field.

Richard Ardolino

Rich was an Engineer and Project Manager professional at the New York Power Authority for over 30-years. In addition to being the first Project Manager for the Niagara Project Upgrade, Rich rose to be the Vice President of Engineering having started in Operations Engineering decades earlier. Rich went on to be Vice President, Transmission and Substation at AECOM responsible for hundreds of millions of dollars in design and construction. Rich joined Woodhouse Partnership, North America and participates in aligning organization towards ISO 55000 and many reliability studies supporting DST.

Aleck Santamaría De La Cruz

Executive in Operational Excellence, Asset Management and Best Practices in Projects, Operations and Maintenance in the Energy and Industrial Sector.
Consultant, Instructor and International Lecturer on issues related to project management (risk management), operational reliability, strategic management of operations, maintenance, Asset Management in the energy sector (ISO 55001) and Applied Data Analytics.
PMP, CMRP, IAM and CAMA certifications, being recognized by the SMRP in 2019 as CMRP of the Year

George Galambos

George has over twenty-five years of experience as a consulting engineer providing design, planning, program and project management, and strategic asset management services for asset-intensive organizations in the Americas, Africa, and the Middle East. His primary focus has been in the public infrastructure sector; as a result, he has intimate knowledge of the assets, processes, and resources necessary to deliver and sustain safe, reliable services to the customers of public asset-owning organizations.

George has assisted organizations with the development of PAS 55, ISO 55000, and GFMAM AM Landscape aligned asset management systems (AMS), has performed gap analyses of their AMS against industry standards and best practices, and has guided them through the creation of strategic asset management plans (SAMPs), asset management plans (AMPs), AM policy and supporting documents. He has undertaken asset risk modelling to ascertain organizations’ capability to sustain their desired levels of service. George has performed asset health-informed lifecycle cost modelling and forecasting capital and operational expenditures over near and long-term planning horizons.

John Woodhouse

With 30 years’ experience in utilities, oil & gas, transport and other sectors, John is one of the most widely known experts in integrated asset management projects for some of the largest companies in the world.

John is a Founder and Life Fellow of the IAM; he has written 4 books, chaired the development of BSI PAS55 and represents the UK on the ISO55000 committee.

He also led the international MACRO and SALVO collaboration projects in optimised asset management decision-making.

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