Case 1: Structural framing contractor (S) had walked out mid-way through the build programme citing payment and logistical issues. I represented the developer (D) on this to resolve the matter. There were additional issues of dilapidating half-built steel frame structure. Contract value £14.8m, result: resolved with building now occupied.

Case 2: Drylining contractor (DC) was slowing down progress citing supply and storage issues. This was negatively impacting overall programme with knock-on effects. I represented the Main Contractor (MC) to resolve this. Contract value: £8.7m, result: resolved with programme acceleration.

Case 3: Cladding contractor (C) not performing. Quality was poor with leaking joints, and poor pointing in other parts. C cited payment and supply-chain issues. I represented the Main Contractor to resolve with. Contract value: 21.4m, result: resolved with remediation actions for C.

Case 4: Groundwork contractor (GC) first non-performing then went into liquidation. I acted for the developer and MC to resolve. As this was on the critical path, acted swiftly to procure a new GC and brought some tasks within the scope of MC. Renegotiated terms and contract conditions. Contract value: £9.2m, result: delay to the overall programme minimised with quality of the output improved.

Case 5: Scaffolding contractor (SC) non-performing and sabotaging other trades by misaligning scaffold and acting out of sequence of works. I acted for D and MC to resolve this, clearing old payment issues and renegotiating the programme and timelines with other trades. Contract value: £1.8m, result: resolved via timely payment and re-baselined programme with other trades.

The above is a short summary of a few of the cases I have been involved with. In addition, I have also worked to manage design team conflict with D and MC.