Roger Farish
Owner & Principal Consultant
ROMAN Consulting Group
United States
Owner & Principal Consultant
ROMAN Consulting Group
United States
Roger Farish is the owner and principal consultant of ROMAN Consulting Group, a firm that partners with clients to bring structure, alignment, and discipline to the early stages of capital projects. ROMAN specializes in front-end estimating, scope validation, and risk management, helping owners, developers, and EPC contractors make better-informed decisions from the outset. The firm supports clients through early-stage project definition, independent estimate reviews, project maturity assessments, and risk management facilitation, ensuring that scope, cost, and execution strategies are integrated, unbiased, and realistic.
Roger has more than 25 years of leadership experience in the execution of complex EPC projects across LNG, refining, petrochemicals, gas processing, mining, and power generation. He has held senior and executive roles at Fluor, Bechtel, Kiewit, and Linde, leading both project and functional teams on multibillion-dollar domestic and international capital investments. At Kiewit, Roger spearheaded the enterprise-wide implementation of Aspen Capital Cost Estimator (ACCE), enhancing estimate quality, standardization, and governance across the company. His portfolio includes front-end engineering and design (FEL 1–3), detailed estimate development, cost risk analysis, contract negotiations, and dispute resolution on high-profile projects.
An active contributor to the profession, Roger participates in AACE International at both the national and local levels through the Houston Gulf Coast Section. He is also involved with the Construction Industry Institute (CII) and the Engineering and Construction Contracting (ECC) Association. He is a licensed Professional Engineer, fluent in English and Spanish, and holds an MBA from the University of Chicago Booth School of Business along with BS and MS degrees in Mechanical Engineering from Tulane University.
Originally from Chile, Roger is married to his wife, who is from Peru. They have two sons and reside in the Houston, Texas area, where he remains passionate about advancing project
execution and project controls excellence and mentoring the next generation of industry professionals.
To connect with Roger, please check his LinkedIn profile.
Early project decisions drive final outcomes, yet they are often made under high uncertainty and subtle bias. Optimism, anchoring, and confirmation bias frequently influence scope, estimate, and schedule assumptions, creating a gap between perceived and actual project readiness. Once construction begins, these early misjudgments become costly and difficult to correct.
This session examines the issue head-on: how front-end bias leads to significant cost and schedule growth. Drawing on three real-world cases from mining, power, and petrochemical sectors, we’ll reveal how advancing projects with immature technology and incomplete front-end definition undermined decision quality, despite strong technical execution efforts later on.
The discussion highlights proven mitigation strategies that work: independent estimate reviews, structured scope maturity assessments (PDRI), and integrated risk analysis. When applied consistently, these tools expose bias, improve transparency, and strengthen investment decisions.
You’ll see how disciplined, unbiased front-end planning enables project teams to achieve greater predictability and control, ultimately reducing cost uncertainty and improving project success rates.
Here’s what you’ll gain by attending this session:
Presentation Category: Risk Analysis / Management
Competency Level: Beginner