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Procurement · Capital · Operations

Advisory that executes.

Whether you are developing infrastructure, deploying capital into a portfolio company, or building the procurement capability to compete for larger contracts — Hyperion Advisory LLC provides the leadership to make it happen.

Advisory that Executes PMP Certified 50+ SME Network Domestic & International Founded 2014 New York City
What we do

Procurement is the center of gravity
in every capital-intensive business.

What gets sourced, how it is financed, and whether it arrives on time determines whether a project stays on budget, an investment thesis holds, and an organization can scale. Hyperion Advisory LLC was built to manage that function — at the strategic level and at the execution level.

Most firms our clients have worked with are either advisors who stop at the recommendation or operators who lack the financial depth to understand the capital implications of what they're executing. Hyperion does both. That is not a common combination — and for organizations managing complex, capital-intensive work, it is the one that matters.

Procurement PMO

For EPC contractors & project developers

Engineering and construction firms compete against fully integrated EPC companies every time they bid for a major contract. The difference is usually the P. Hyperion provides embedded Procurement PMO leadership — managing sourcing, supplier governance, and delivery discipline so the P stops being your vulnerability and starts being your advantage.

Learn more

Capital Projects Advisory

For corporations & project developers

Large-scale infrastructure and capital development projects involve multiple financial stakeholders, complex procurement structures, and governance requirements that have to hold up to institutional scrutiny. Hyperion provides the financial advisory and stakeholder alignment to move the project from evaluation to execution.

Learn more

Operating Partner

For fund sponsors & portfolio companies

When a fund deploys capital into a company that needs operational infrastructure built alongside its product, the gap between the investment thesis and the operational reality can erode returns quickly. Hyperion steps in as an embedded CFO, COO, or CPO — building the systems, the governance, and the financial controls that protect the investment.

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Track record
$250M

Capital project financial advisory — West Africa infrastructure development

$25M

Financial structure designed for a Caribbean manufacturing capital project relocation

$6.5M

Secured in financing across capital project procurement engagements

4+

Portfolio company operating partner engagements across technology, fintech, and industrial sectors

Who we work with

Built for organizations with the capability to do more — and the need for a partner to help them get there.

Hyperion's private sector practice is not oriented toward the largest, most resourced organizations in any market. It is oriented toward the capable ones that are underserved by the advisors and operators available to them.

Engineering & Construction Firms

Standalone firms with the technical capability to compete for larger EPC contracts — but without the procurement depth to make the P function match the quality of their E and C.

Capital Project Sponsors

Corporations and developers with active infrastructure or industrial capital programs that need financial advisory and procurement structure — not just project management.

Fund Sponsors

GPs and fund managers — particularly in infrastructure-focused and capital-intensive strategies — whose portfolio companies need embedded operational leadership that matches the sophistication of the investment.

The right advisory relationship starts with an honest conversation.

We will assess the fit directly — and tell you if we are not the right match.

contact@hyperionadvisory.llc
About

Hyperion Advisory LLC

An advisory firm built at the intersection of procurement, capital finance, and operations — with the discipline to execute, not just advise.

Why Hyperion exists

Procurement, finance, and operations are interconnected. They rarely operate that way.

The gap between those three functions is where projects overrun, returns compress, and governance gaps surface at the worst possible moment.

In every capital-intensive organization — whether it is an EPC contractor bidding on a $500M infrastructure project, a corporation developing a new facility, or a fund's portfolio company trying to scale — procurement decisions have capital implications, capital deployment has operational dependencies, and operational performance determines whether the investment thesis holds.

When those three functions are siloed, the friction shows up in the numbers. Hyperion Advisory LLC was founded in New York City in 2014 to stand at that intersection — not as a firm that produces recommendations, but as one that executes them alongside the client.

Our private sector practice serves engineering and construction firms that need the P in EPC managed properly, corporations and developers with active capital projects that require financial advisory and procurement structure, and fund sponsors whose portfolio companies need operational infrastructure built from the ground up. What they share is a need for a partner with the depth to understand all three functions — and the discipline to execute across all of them.

Three capabilities. One integrated firm.

Three capabilities. One integrated firm.

Procurement PMO

Embedded procurement leadership for EPC contractors and project developers — managing sourcing, supplier governance, and delivery discipline as a function within your project structure.

Capital Projects Advisory

Financial advisory and stakeholder alignment for corporations and developers with active infrastructure or capital development programs — from project evaluation through execution.

Operating Partner

Embedded CFO, COO, or CPO leadership for fund sponsors and their portfolio companies — building the operational infrastructure, financial controls, and governance systems that protect and enhance returns.

Ready to explore a partnership?

The most productive engagements start with a direct conversation. We will assess the fit and be direct about what Hyperion can and cannot deliver.

About

The Team

Built on direct sector experience across alternative investments, infrastructure, and procurement — with the operational and financial depth to execute at scale.

Archel G. Desir
PMP Certified · PMI #2858207 President & Founder New York, NY
President & Founder

Archel G. Desir

PMP-Certified · President & Founder

Archel G. Desir is the President and Founder of Hyperion Advisory LLC. His career spans alternative investments and asset management, public utilities, and renewable infrastructure — giving him equal fluency in how capital is structured and how the operations that capital funds actually run.

On the deal side, Archel has worked alongside institutional investors, fund sponsors, and project developers on capital raising, financial structuring, and stakeholder alignment across infrastructure, energy, and industrial development programs. On the delivery side, he has led procurement and operational engagements for organizations ranging from Fortune 100 corporate innovation programs to growth-stage portfolio companies — building the governance, controls, and procurement discipline that protect investment returns and enable scale.

That combination — understanding both the investment thesis and the operational reality required to execute it — is what Hyperion brings to EPC contractors, capital project sponsors, and fund sponsors who need a partner with depth on both sides of the table.

Archel holds a Project Management Professional (PMP) certification from the Project Management Institute (PMI).

The network behind every engagement

50+ subject matter experts.

Hyperion's engagements draw on a network of specialists — sector-specific engineers, alternative finance professionals, procurement operators, and logistics coordinators across the US, Europe, Asia, and Africa. This network is what enables a lean advisory firm to execute at the complexity level of organizations many times its size.

Want to connect?

Offerings

Procurement PMO

Embedded procurement leadership for EPC contractors and engineering firms — managing the P so it matches the quality of your E and your C.

The problem worth understanding

The P in EPC is where most standalone firms lose the bid — or lose the margin.

Engineering and construction firms are often technically excellent. The gap that keeps them from competing for larger, more complex contracts — or that compresses margins on the ones they win — is almost always the procurement function. Sourcing decisions made without financial context, supplier relationships that don't hold under delivery pressure, and documentation that doesn't satisfy institutional governance requirements are procurement problems. They show up as project problems.

Hyperion's Procurement PMO practice is built for firms that want to close that gap — not by hiring a procurement department, but by bringing in an embedded partner who manages the function as part of the project team and leaves it stronger than they found it.

What a Procurement PMO does

What we actually manage.

Procurement governance

  • Designing the sourcing, contracting, and supplier management processes the project requires
  • Establishing documentation standards that satisfy institutional investors, government partners, and regulators
  • Building the reporting cadence that keeps project sponsors and lenders informed without creating overhead
  • Ensuring procurement decisions are made with full awareness of their capital and schedule implications

Supplier management

  • Identifying, vetting, and contracting the suppliers the project depends on
  • Managing supplier performance against delivery commitments throughout the project lifecycle
  • Coordinating multi-supplier, multi-location delivery for complex project scopes
  • Maintaining chain-of-custody documentation and audit readiness at every stage
The competitive case

Why EPC contractors engage a Procurement PMO.

Fully integrated EPC firms — the ones your firm competes against on major bids — manage procurement as a core competency. It is staffed, systematized, and priced into their overhead. For standalone engineering and construction firms, procurement is often handled ad hoc, which means it is a vulnerability on every bid and a margin risk on every project.

You are bidding on a contract where the procurement scope is complex enough that your current capability is a risk — and you know it

You have won a contract and need a procurement partner who can execute the delivery scope without you having to build the function from scratch

You are entering a new market — domestically or internationally — and need procurement governance that satisfies requirements you have not navigated before

Your current procurement approach is producing margin compression on repeat contracts and you need to understand why and fix it

Past Performance

Where we have managed the P.

Fortune 100 · Corporate Innovation

Anheuser-Busch InBev — $100M Corporate Innovation Incubator

Hyperion provided PMO governance of the procurement function within AB InBev's corporate innovation arm and technology incubator, operating out of the company's NJ production facility. The mandate included delivering an operational plan, designing the co-investment framework, and managing the procurement structure for the incubator's inaugural cohort.

26 technology companies recruited · Co-investment framework delivered · Inaugural cohort launched
Offerings

Capital Projects Advisory

Financial advisory and stakeholder alignment for corporations and developers with active infrastructure and capital development programs.

What this means in practice

Large capital projects do not stall because of bad engineering.
They stall because the financial structure was not right.

Infrastructure and capital development projects involve multiple financial stakeholders — institutional investors, government partners, corporate sponsors, and project developers — each with different objectives, risk tolerances, and information requirements. The advisory process that aligns them is as critical as the capital itself. Without it, projects that should execute get delayed, restructured, or abandoned.

Hyperion's Capital Projects Advisory practice provides the financial advisory and stakeholder alignment that moves a project from evaluation to execution. We are not project managers. We are financial advisors with deep procurement expertise — which means we understand not just how to structure the deal, but how the procurement function within the project affects the deal's viability.

What we do

The advisory scope.

Financial advisory

  • Financial due diligence on the project's structure, risk profile, and investment thesis
  • Deal structuring — designing the financial instruments and governance frameworks that satisfy all parties
  • Procurement advisory within capital projects — providing expert input on sourcing structure, supplier relationships, and delivery governance
  • Investor reporting and documentation structured for institutional governance requirements

Stakeholder alignment

  • Managing the interface between government sponsors, external financial partners, and project developers
  • Identifying and facilitating connections with institutional investors and co-investment partners
  • Coordinating multi-party structures when a single financing partner is insufficient
  • Cross-border advisory for international capital projects — with particular experience in infrastructure development in Latin America and the Caribbean
Sectors

Where we work.

Transportation & Port Infrastructure

Domestic and international port and transport development — including public-private partnership structures where procurement governance must satisfy multiple institutional stakeholders simultaneously.

Energy & Power Generation

Renewable and conventional energy infrastructure — capital programs where procurement of generation and transfer equipment is both the largest cost center and the most governance-sensitive component.

Defense & Aerospace-Adjacent

Defense-adjacent capital programs where procurement compliance, export controls, and supplier governance are non-negotiable — and where the cost of getting it wrong is institutional, not just financial.

Industrial Manufacturing

Cross-border manufacturing capital projects — facility relocations, capacity expansions, and new market entries where the financial structure has to account for multi-jurisdictional risk and procurement complexity.

Past Performance

Representative engagements.

Infrastructure · West Africa

$250M Sports Tourism & Infrastructure Development

Financial advisory and stakeholder alignment for a capital project involving the transformation of a historic West African shipping port into a sports entertainment and infrastructure development. Hyperion managed the interface between the government sponsor, European financial partners, and project developers.

Full stakeholder alignment achieved · Phase 1 advanced
Manufacturing · Caribbean

Diesco — $25M Manufacturing Facility Relocation

Financial due diligence and institutional investor identification for a Caribbean plastics manufacturer relocating its factory operations to a US territory. Hyperion designed the financial structure and managed the investor facilitation process.

$25M senior subordinated note structure designed · Risk framework established
Aerospace · Asset Monetization

Jet Engine Securitization — $1M

Financial and operational due diligence for a jet engine securitization opportunity — putting underutilized capital assets into operation. Hyperion brought sector expertise, assessed price and lifetime value, and facilitated investor connections while maintaining FAA and DOT compliance alignment.

75% of required investment committed in 7 business days
When to reach out

When does Capital Projects Advisory make sense?

You are evaluating or planning a capital project and need the financial structure and investor relationships to support it before committing to execution

Your project involves multiple stakeholders whose financial interests need to be aligned before capital can be deployed

Your existing advisors understand the financial structure but lack the procurement expertise to assess delivery and supply chain risk embedded in that structure

You are working on a cross-border project and need an advisor with international capital market relationships and the compliance discipline to execute cleanly

Offerings

Operating Partner

Embedded executive leadership — CFO, COO, or CPO — for fund sponsors whose portfolio companies need operational infrastructure built alongside the investment.

The gap this addresses

The investment thesis assumed an operational maturity the company does not yet have.

When a fund deploys capital — particularly in capital-intensive, infrastructure-adjacent, or growth-stage strategies — the portfolio company frequently lacks the operational infrastructure to execute at the level the investment requires. Procurement is informal. Finance and operations are not communicating. Governance is founder-dependent. These are not fatal conditions. But they compress returns and create exposure that compounds as the company scales.

Hyperion's Operating Partner practice is designed for fund sponsors who recognize this gap and need a partner who can go into the portfolio company and build what's missing — with the financial and procurement sophistication to understand what the fund actually needs, and the operational discipline to deliver it.

We step in with a clear mandate. We do the work. We step out when the system runs without us. That transition is part of the engagement design from day one.

What we build

The operational infrastructure a scaling portfolio company needs.

Financial controls & governance

  • Revenue and cost monitoring — measuring and reporting what the fund needs to evaluate performance
  • Treasury and spend controls — managing cash deployment against agreed budgets
  • Investor reporting — producing the documentation that gives the fund confidence in capital deployment
  • Financial Health Survey — a structured diagnostic of the company's financial position and operational risks

Procurement & operations

  • Procurement procedures — building sourcing, supplier management, and purchasing governance at the portfolio company level
  • Finance and operations alignment — ensuring the CFO and COO functions work from the same data toward the same objectives
  • Post-merger integration — inventory reconciliation, system migration, and operational consolidation for acquired entities
  • Scale-up execution — implementing the operational tactics that move a portfolio company from product to enterprise
Who engages Hyperion as Operating Partner

The fund sponsors and organizations we work with.

Hyperion's Operating Partner practice serves fund sponsors and organizations that are capable but underserved by the advisors and operating partners available to them. This typically means:

Private equity and growth capital sponsors — particularly in infrastructure-focused and capital-intensive strategies — whose portfolio companies need operational leadership that matches the sophistication of the investment thesis

Fund managers who have deployed capital into a company with a strong product but an operational foundation that has not kept pace with the capital

Founding teams that have built something worth investing in but need CFO or COO-level leadership to scale it without the fund taking on unnecessary governance risk

Middle-market CFO advisory firms — such as Virtas Partners-type relationships — whose clients require embedded operational support across procurement, finance, and post-merger integration

You have deployed capital and the operational infrastructure has not kept pace — procurement is informal, reporting is incomplete, or controls are founder-dependent

Your portfolio company is approaching a capital event and operational readiness is a condition of the raise or the exit

You have completed an acquisition and need the integration work — inventory, systems, governance — executed cleanly before the value synergies can be realized

You need CFO or COO-level expertise embedded in a portfolio company on an interim or transitional basis — not a full-time hire, not a remote advisor

Past Performance

Where we have operated.

Fintech · Seed Stage

ExploreX — Indian Fintech, $4M Seed Capital

Hyperion conducted a Financial Health Survey for investors, implemented revenue and cost monitoring at both the US parent and Indian subsidiary, developed investor reports detailing founder adherence to cash budgets, and deployed treasury and spend controls.

Finance and operations aligned · $10M Series A conversations active
Drone Technology · Mining

Overhead Intelligence — Capital Raise Preparation

Hyperion supported Overhead Intelligence — a drone technology firm serving the mining industry — on financial preparation for its capital raise, including refinement of investor materials and contribution to board advisory selection.

Investor materials refined · Board advisory structure improved
Life Sciences · Finance Operations

Theragen, Inc. — Finance Operations Streamlining

Hyperion worked alongside Theragen's VP of Finance to streamline the company's finance operations — improving reporting processes, tightening financial controls, and building the operational foundation for scale.

Finance operations streamlined · Controls implemented
Post-Merger Integration · Private Equity

BrandFX — Post-Merger Integration via Virtas Partners

Engaged through Virtas Partners, Hyperion supported BrandFX in executing post-merger value synergies identified between acquired firms. The work involved auditing inventory across multiple warehouse facilities, reconciling raw, WIP, and finished goods records held in disparate information systems, and migrating the consolidated inventory into unified systems for the merged entity and its private equity owner.

Multi-site inventory reconciled · Systems consolidated · PE governance requirements met
Track Record

Case Studies

Representative engagements across Procurement PMO, Capital Projects Advisory, and Operating Partner — full tombstones in development.

Procurement PMO

PMO engagements.

Fortune 100 · Corporate Innovation

Anheuser-Busch InBev — $100M Corporate Innovation Incubator

PMO governance of the procurement function within AB InBev's corporate innovation arm and technology incubator at the company's NJ production facility.

26 companies recruited · Co-investment framework delivered · Inaugural cohort launched
Capital Projects Advisory

Capital advisory engagements.

Infrastructure · West Africa

$250M Sports Tourism & Infrastructure Development

Financial advisory and stakeholder alignment between a West African government sponsor, European financial partners, and capital project developers.

Full stakeholder alignment · Phase 1 advanced
Manufacturing · Caribbean

Diesco — $25M Manufacturing Facility Relocation

Financial due diligence and investor facilitation for a Caribbean manufacturer relocating to a US territory.

$25M note structure designed · Risk framework established
Aerospace · Asset Monetization

Jet Engine Securitization — $1M

Financial and operational due diligence on a jet engine securitization opportunity. FAA and DOT compliance alignment throughout.

75% of investment committed in 7 business days
Operating Partner

Operating partner engagements.

Fintech · Seed Stage

ExploreX — Indian Fintech

Financial controls implementation, investor reporting, and treasury management for a $4M seed-stage Indian fintech.

$10M Series A conversations active
Drone Technology · Mining

Overhead Intelligence

Financial preparation and investor materials for a drone technology firm serving the mining industry.

Investor materials refined · Board advisory improved
Life Sciences

Theragen, Inc.

Finance operations streamlining alongside the VP of Finance.

Finance operations streamlined
Post-Merger Integration

BrandFX via Virtas Partners

Multi-site inventory reconciliation and system migration following a private equity-backed merger.

Inventory reconciled · Systems consolidated

Full Case Studies — In Development

Detailed tombstones — situation, Hyperion's role, and outcome — are in development and will be published here in a subsequent phase.

The right conversation
starts here.

If you are evaluating a capital project, managing procurement complexity in a portfolio company, or need an embedded executive operator — let's assess the fit directly.

Schedule a Call

Use the calendar to book a time directly. No sales pitch — a direct conversation about whether Hyperion is the right fit for what you are working on.

Direct Contact

contact@hyperionadvisory.llc +1.646.543.6126

228 Park Avenue South, #37193
New York, NY 10003

Credentials

PMP Certified · PMI #2858207 SAM Registered UEI: X1WAKKA9L143 CAGE: 8HXR8 Founded 2014 · New York City

Public Sector Procurement

For government procurement and export management inquiries, visit hyperionadvisory.co.