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Leadership · Practitioners leading practitioners

Leaders who have run the numbers.

Under Founder and Chief Executive Officer Yusuf Balogun, KonradBeck is led by people who have built baselines, run updates and defended forecasts in front of boards. They lead from the data as much as from the office.

See how we are organized Our values
Our approach

How leadership works here.

Three principles shape how decisions get made, from the CEO to the analyst running this week’s update.

01

Practitioners leading practitioners

Our leaders have built CPM schedules, run earned value and sat through delay negotiations. They ask the right questions because they have had to answer them.

02

Data first

Decisions start with what the schedule, the cost report and the risk register actually say. Opinions come second and are labeled as opinions.

03

Accountable by name

Every engagement, report and open risk has one owner. When something goes wrong, the answer to who is responsible is never a committee.

How we are organized

The leadership structure.

The executive team sets the standards. Practice leaders own the methods. Engagement managers own each client relationship.

Yusuf Balogun, Founder and Chief Executive Officer of KonradBeck
Founder & Chief Executive Officer

Yusuf Balogun

Yusuf founded KonradBeck in Newark, NJ in 2021 and has led it for five years as a project controls and advisory firm for construction, infrastructure and capital projects. His philosophy is simple: strategic insight, operational discipline, technical excellence and lasting value for every client.

His background spans construction scheduling, project controls, program management and enterprise business operations. He is an expert in Primavera P6, CPM scheduling, cost and schedule forecasting, earned value management, risk assessment and executive performance reporting.

He leads with accountability, analytical precision and innovation, and builds trusted relationships through proactive decisions, effective risk management and the integration of people, process and technology. His vision is to make KonradBeck a recognized leader in project controls and strategic advisory.

“Exceptional project delivery goes beyond schedules and budgets. It is about transforming complexity into clarity, uncertainty into confidence, and strategic vision into measurable results.”

Strategic Vision. Precision in Execution. Excellence in Delivery.
ybalogun@konradbeck.com
Executive

Director of Project Controls

Sets controls standards across every engagement, from baseline structure to update cadence, and makes sure each team has the right people and tools.

Standards · Staffing · Delivery
Executive

Director of Finance & Operations

Keeps the firm financially sound and well run, from contracts and insurance to paying associates and partners on time.

Finance · Contracts · Operations
Practice leader

Planning & Scheduling Lead

Owns CPM scheduling and schedule assurance, so every baseline and update passes DCMA 14-point checks before it reaches a client.

Primavera P6 · CPM · Assurance
Practice leader

Quality & Integrity Lead

Runs the QA/QC review of every deliverable and holds the authority to stop any report that is not ready. Reports directly to the CEO.

QA/QC · Data integrity · Ethics
Practice leader

Cost & Earned Value Lead

Leads estimating, cost management and earned value, so budgets, commitments and forecasts tie out every period.

Cost · EVM · Forecasting
Practice leader

Risk & Claims Lead

Leads quantitative risk analysis and delay analysis, from Monte Carlo QSRA to time impact and windows analysis.

QSRA · TIA · Claims
Practice leader

Controls Technology Lead

Builds the dashboards, data pipelines and reporting tools that turn schedule and cost data into decisions.

Power BI · Data · Reporting
Practice leader

Program Advisory Lead

Leads program and portfolio management and owner’s representation for clients running many projects at once.

Programs · Portfolios · Owner’s rep
On every engagement

Engagement Managers

Senior controls professionals who own each engagement day to day and stay with it from kickoff to the final report.

One per engagement
How decisions get made

Close to the data, fast and on record.

  1. L1

    The analyst decides the update

    Progress, logic fixes and data-date checks belong to the person who knows the schedule best. Leaders review those calls instead of rewriting them.

  2. L2

    The engagement manager decides the engagement

    Scope, reporting cadence and what goes in front of the client sit with one senior professional who knows the project from kickoff on.

  3. L3

    Practice leaders decide the method

    How we build baselines, measure earned value, run QSRA and analyze delay is set by practice leaders and applied the same way everywhere.

  4. L4

    The executive team decides the firm

    Which work we pursue, which capabilities we add and which standards never bend. Decisions are written down and explained.

Growing the next leaders

Tomorrow’s leaders are on engagements today.

Most of our future leaders are already here, running an update, reconciling a change log or preparing an executive report. We move people across sectors and capabilities on purpose, pair them with senior practitioners and give them real responsibility early. Controls leadership is learned on the job.

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