Caprivi Solutions

Caprivi Solutions Caprivi Solutions is a leader in the Capital Management (CapEx) Software. Driving the automation of CapEx requests, approvals, workflows and reports.

Having implemented the CapEx 360 solution in businesses around the world, Caprivi is always innovating Caprivi uses a “Best of Breed” approach to achieve workflow automation solutions without writing code. This ensures a high degree of reusability both in software licensing and hardware infrastructure. The CapEx Mangement Solution Software is the front runner in Caprivi's solution offerings and u

ses workflow automation to track and record capital expenditure requests and approvals with automated CapEx budget reports that monitor projects from creation to completion. The formal class room training provided during implementation allows customers not only to modify and support the solution themselves, but also to reuse components and techniques to automate other business processes.

CapEx360® for Mining is now available.Our purpose-built, out-of-the-box capital governance software for mining organizat...
06/23/2026

CapEx360® for Mining is now available.

Our purpose-built, out-of-the-box capital governance software for mining organizations has officially launched.

Built for the way mining teams actually manage capital, CapEx360® for Mining supports complex portfolios across multiple sites, long asset lifecycles, evolving approval structures, and leadership transitions.

Unlike tools designed around individual projects, CapEx360® for Mining was built for mining capital portfolios.

It brings together:

✅ AFE lifecycle governance
✅ Portfolio-level visibility
✅ More credible forecasting
✅ Post-investment accountability
✅ Actuals integrated directly from existing financial systems
✅ No manual reconciliation

The impact is already being seen in the field. Macmahon Holdings reduced its CapEx approval cycle from five to six weeks to under one week, and Kinross Gold's enterprise deployment was completed in 4.5 months across multiple international sites.

For mining organizations managing complex capital portfolios, this is what purpose-built capital governance looks like.

Learn more:https://www.capex360.com/capex360-for-mining

06/12/2026

Most capital teams know their spreadsheets were never built for portfolio-level governance.

They keep using them anyway.

Not because Excel is bad.

Because Excel is flexible, familiar, available, and easy to justify.

Every finance team knows how to build a model in it. Every project manager can update a forecast without waiting on IT. It does not require a new system, a new budget, or a change-management plan.

For one project, that works.

The problem starts when one spreadsheet becomes forty.

Forty active projects means forty different files, forty different structures, forty different version histories, and usually forty different people who understand “their” model best.

At that point, Excel is no longer just being used for analysis.

It has quietly become the system of record for capital governance.

And that is where things break down.

A project spreadsheet does not roll up cleanly into a portfolio view.

A forecast change in one file does not automatically update the assumptions another team relied on months ago.

A version saved to a shared drive does not tell you whether it is the version the Investment Committee actually approved.

So teams compensate manually.

They pull numbers from each file.

They reconcile formats.

They chase updates.

They rebuild portfolio views.

They prepare IC decks over several days, often while hoping nothing changed between the last update and the final presentation.

This is not a people problem.

It is not even an Excel problem.

Excel does what it was designed to do: support individual analysis.

The issue is asking it to also manage approvals, assumptions, audit trails, forecasts, portfolio rollups, and governance across millions or billions in capital spend.

Most organizations do not consciously choose this operating model.

It happens gradually.

One spreadsheet becomes the template.

Then another project copies it.

Then another team modifies it.

Then reporting depends on it.

Before long, the capital process is running on a network of files no one fully owns and no one fully trusts.

The trigger point usually comes later.

An IC meeting where the numbers do not reconcile.

A post-investment review where the original assumptions cannot be found.

A new finance leader inheriting dozens of spreadsheets with no clear documentation.

By then, the workaround has been accumulating cost for years.

Not loudly.

But steadily.

This past Sunday, 24 high school teams showed up to the University of Waterloo's Electric Vehicle Challenge with cars th...
05/28/2026

This past Sunday, 24 high school teams showed up to the University of Waterloo's Electric Vehicle Challenge with cars they designed, built, and drove themselves. From scratch.

We had the privilege of sponsoring one of those teams - the GWSS EV Team (aka the Chargers from Garth Webb Secondary School). They finished 7th out of 24 teams, and they didn't stop there.

🏆 Best Fabrication: Toyota Fabrication & Manufacturing Award
🏆 Best Engineering Design: Multimatic Engineering Design Award (in memory of Dennis Weishar)

Two awards. One team. A whole lot of grit.

The Waterloo EV Challenge isn't a science fair. It's an endurance race. Students compete in heat races and a feature race, judged not just on speed but on how well they engineered and built their vehicle. Winning both the fabrication and design awards in a field that size means the Chargers didn't just show up - they showed up.

At CapEx360, we believe in backing people who build things with intention. Watching this team do exactly that, on a race track, with an electric car they made themselves, is the kind of innovation worth celebrating.

To the Garth Webb Chargers: you've earned this. We couldn't be prouder to have your name next to ours.

📰 CTV News covered the event - link in comments.

Before CapEx360®, Macmahon's capital teams were managing complex project workflows across multiple sites with disconnect...
05/01/2026

Before CapEx360®, Macmahon's capital teams were managing complex project workflows across multiple sites with disconnected tools and manual approval chains.

That's not a unique problem.

It's the standard starting point for most enterprise capital teams.

What changed when they made the move:

• A single system of record for capital requests, approvals, and actuals across sites
• Automated approval workflows that match their delegation of authority - without the email chains
• Real-time visibility into project status without chasing down project managers
• A post-investment review process that actually closed the loop on outcomes

The result wasn't just efficiency. It was a governance model that could scale with the business.

For capital-intensive operations, that's the difference between managing projects and governing a portfolio.

This is where capital governance starts to become visible.

If you’re working through this shift internally, it’s worth seeing how teams are structuring it in practice, including with CapEx360® for Mining.

Budget cuts don’t create pressure. They expose it.Most capital decisions are presented as governance, but they often fee...
04/28/2026

Budget cuts don’t create pressure. They expose it.

Most capital decisions are presented as governance, but they often feel like politics. You can see the difference when priorities tighten.

Some teams move quickly because they already know what stays and why. Others get pulled into debate, then delay, and eventually cut what is easiest to justify.

This carousel breaks down five questions worth pressure-testing before any budget review:

• Which projects are actually strategic versus just carried forward?
• Which are deferred maintenance being framed as discretionary?
• What does the portfolio look like if the budget drops to 80%, 70%, or 60%?
• Where does risk increase if something is paused mid-cycle?
• Which approvals can stand on their own without a spreadsheet?

This is where capital discipline shows up. Not in what gets approved, but in what still holds up when decisions are challenged.

Save this for your next review cycle.

AI is accelerating how quickly capital plans can be built. It is not improving how well they are governed. Faster modeli...
04/23/2026

AI is accelerating how quickly capital plans can be built.

It is not improving how well they are governed.

Faster modeling does not solve:

Unclear approval logic.
Shifting assumptions.
Lack of ex*****on visibility.

In some cases, it amplifies the issue.

More scenarios.
More outputs.
Same underlying constraints.

Speed without governance creates noise.

The challenge is not generating better plans.

It is ensuring those plans hold up as capital moves through the portfolio.

*****onVisibility

Most capital reporting treats underspend as a non-issue.That assumption creates blind spots.Underspending is often frame...
04/22/2026

Most capital reporting treats underspend as a non-issue.

That assumption creates blind spots.

Underspending is often framed as discipline.
In practice, it can signal something else.

Delayed initiatives.
Ex*****on bottlenecks.
Returns pushed into future periods.
Gaps between plan and reality.

The cost is not just what was saved.
It is what was never realized.

This is where capital programs start to lose credibility at the portfolio level.

When capital does not move as planned, timing and expected outcomes drift.
That drift compounds.

Most teams can see the variance.
Fewer can explain it.
Very few can trace it back to decisions.

That is the gap.

If underspend is a pattern in your portfolio, it is worth examining what sits behind it.

Full breakdown:
https://bit.ly/4e1Jix1

Most variance reporting stops at the number.That is where it breaks down.A Project Post Mortem captures why the variance...
04/17/2026

Most variance reporting stops at the number.

That is where it breaks down.

A Project Post Mortem captures why the variance happened.

Was it estimation error?
Scope change?
Ex*****on issues?

That insight becomes powerful when it is tracked across projects.

Post Investment Reviews extend that discipline further.

They test whether the original assumptions behind the investment held up.

Did the expected ROI materialize?
Did the operational benefits show up in reality?

One explains delivery variance.
The other validates investment assumptions.

Together, they create a closed loop for capital performance.

Without both, you are only seeing part of the picture.

This is exactly the gap many teams are trying to close as they move beyond spreadsheets and disconnected processes.

Worth a closer look if this is something you're working through.

04/09/2026

Standardizing AFE approvals across mining sites sounds straightforward.

In reality, it rarely plays out that way.

Each site operates within its own context:

• Different asset profiles
• Different cost structures
• Different operational priorities

Over time, that shows up in the process:

• Approval thresholds shift
• Business case formats evolve independently
• Assumptions are built on different baselines

At the portfolio level, the impact is harder to ignore.

Comparisons lose clarity. Prioritization becomes less visible. Governance starts to rely on interpretation rather than structure.

This is where most approaches break down.

Standardization is not about forcing everything into the same mold. It is about putting a consistent structure in place

…so decisions can be compared, understood, and defended, while still allowing each site to operate as it needs to.

CapEx360® for Mining provides that structure.

It connects AFE approvals to a consistent framework across sites, so capital decisions can be evaluated on a like-for-like basis while preserving operational context.

In mining capital programs, that balance is where control starts to return.

If you are working through how to bring consistency across sites without losing operational context, it is worth taking a closer look at how this can be structured.

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2275 Upper Middle Road E Suite 101
Oakville, ON
L6H0C3

Opening Hours

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Tuesday 9am - 5pm
Wednesday 9am - 5pm
Thursday 9am - 5pm
Friday 9am - 5pm

Telephone

905 491 6814

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