About

Experienced judgement. Independent perspective.

Envisioning Advisory is built around the value of experienced, independent counsel: close enough to understand the business, but sufficiently detached to challenge assumptions and improve decisions.

Jonathan Chapman
Jonathan Chapman CEng
Founder, Envisioning Advisory
Chartered Civil Engineer
Vice-Chair & Finance Director, CIGRE UK
Jonathan Chapman

Engineer, business leader and board adviser.

Jonathan combines an engineering background with senior business leadership, commercial development and governance experience.

Before establishing Envisioning Advisory, Jonathan spent eight years building and leading Burns & McDonnell's UK business. Working within a major US-headquartered engineering organisation gave him first-hand experience of what it takes for an international business to establish itself credibly in the UK: understanding the market, adapting the proposition, building a local team, developing senior client relationships and navigating the practical differences between a successful home-market business and a sustainable UK operation.

He now operates a portfolio career through Envisioning Advisory, supporting boards and leadership teams through advisory and non-executive roles. This model is deliberately hands-on enough to understand context while preserving the independence required to challenge constructively.

Jonathan is particularly active across the UK electricity, energy and infrastructure sectors. He also serves as Vice-Chair and Finance Director of CIGRE UK, the UK national committee of the international power systems organisation.

What clients can expect

  • Clear thinking about the real issue, not simply the presenting symptom
  • Pragmatic advice informed by commercial and delivery realities
  • First-hand experience of establishing and growing an international engineering business in the UK
  • Constructive challenge without consultancy theatre
  • Support that moves from discussion to decisions and action
Working principles

A practical advisory model.

01

Start with the decision

Define what actually needs to be decided, changed or improved before commissioning more analysis.

02

Stay commercially grounded

Keep customers, value, cash, capability and execution in view rather than treating strategy as an abstract exercise.

03

Challenge constructively

Bring an independent view while understanding stakeholder, organisational and delivery constraints.

04

Make it executable

Turn direction into priorities, ownership and practical next steps that a leadership team can act on.