Weekly insights on how to perform when it matters | High-stakes decisions. Real situations. No BS. | 👇JOIN +2k readers 👇
You know how it usually goes
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PPP = Prolonged, Painful, and Pointless. But not this time. Somehow, against all odds, cultures, and acronyms… The New Royal Adelaide Hospital in South Australia didn’t just avoid disaster — it delivered. Let me break it down for you:
The predictions? “Too complex.” But guess what? They finished it. And not just finished — they pulled off a clinical-grade, digitally-integrated, energy-efficient mega-hospital that actually works. The secret sauce?
Crazy, right? How couldn’t I have thought about it? A PPP that respected scope, handled conflict like grown-ups, and even came out functional on the other side. How could it be possible… Anyway. Some still say it was luck. I say it was proof that PPPs can work… if you don’t staff them with saboteurs. Do you want some blood? Take a look to the lessons below?
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Vicente Valencia
Weekly insights on how to perform when it matters | High-stakes decisions. Real situations. No BS. | 👇JOIN +2k readers 👇
Look. Saying “Now is not the right time” can be perfectly reasonable. Sometimes… Although not many times. When I hear it from clients, I wonder… What exactly are you waiting for? A dispute? A claim? To have given away rights costing millions “by accident”? I don’t know… Not my personal money, so no comment. But… Of course… At one moment they come asking for help. I know that they’ll come. With some contracts, with some projects, I even have a calendar bid on when the bomb will explode…...
Look. The phrase “It’s only a letter” can be the most dangerous in PPP language. Sometimes, it genuinely is only a letter. An update. A clarification. Something routine. But sometimes, that letter gives away a position worth millions. Or… It accepts a risk nobody intended to accept. Or… It creates a precedent that will be quoted back to you two years later by someone charging $900 an hour. Or it says something perfectly reasonable… In precisely the wrong way. The problem is that you normally...
Yeah. This is what I was told recently at a networking event. “Too expensive for a poor contractor like me.” I reckon. I can be very expensive… and, on top of that… invisible. For someone managing a multibillion-dollar project, spending $500k, $1 million or $2 million to prevent problems can feel very expensive. Yeah. Until they have a $100–500 million problem. A problem that could have been prevented, or at least minimised, with the right strategies in place. Suddenly, that “expensive...