Contract strategy
I treat claims, variations, EOT, evidence, programme and negotiation as elements of one decision process — not as separate streams of correspondence.
Contract strategy and risk management for major projects
Recognise risk earlier. Preserve the ability to act.
I combine delivery experience, contract strategy and organisational design to organise fragmented project information and turn it into decisions, evidence and actions that protect project value.
24+years from project delivery to contract strategy
17+years in contract, claims and risk management
50+infrastructure, construction and energy projects
4countries of operational experience
Profile
Major projects lose value not only through adverse events, but also when organisations recognise their significance too late.
I specialise in contract strategy, claims and risk management. I combine construction delivery and production leadership with more than 17 years in contract, claims and risk management.
Scope
Three layers of one project-value protection system
Functions and expert teams
Clear roles, independent challenge, escalation paths, standards and cross-project knowledge transfer reduce dependence on a single information filter.
AI-enabled expert work
Contract-specific AI assistants and structured expert workflows support document and correspondence analysis, strengthen team autonomy and improve the quality of material submitted for expert review.
Selected experience
The value of this work lies in a system that performs across projects — not in a single opinion.
From a correspondence function to an early-risk system
I designed and led the implementation of a model that moved the team from reactive letter drafting to direct participation in information flows, risk qualification, event documentation and escalation of critical matters.
Scaling the team and multi-project model
I built and led a team of up to 14 specialists and a multi-project operating model, retaining direct oversight of strategic matters, shared standards and knowledge transfer between contracts.
Scaling an international delivery organisation
I managed production and organisational growth in Spain and projects in Belgium and Algeria. Within two years, I grew the operational team from approximately 80 to 170 employees.
Operational AI deployment in a contract team
I designed contract-specific AI assistants used in the daily work of a five-person team. Instructions, updates and the error-reporting mechanism are managed centrally.
Working logic
Information must pass through a controlled process before it can support a decision.
01Signal
02Qualification
03Contractual basis and evidence
04Options
05Decision and monitoring
Insights
Perspectives on risk, information and the organisation of expert work.
Claims management starts before the claim
Contractual position is usually lost earlier — when a signal is misclassified, left undocumented or never reaches the right function.
Read →Who decides that information is not a risk?
The most serious gap may arise not in the analysis itself, but in the invisible filter that decided what would never be analysed.
Read →AI does not replace expert judgement. It changes where that judgement creates the most value
Good automation moves expert attention from preparatory work to exceptions, strategy and high-risk decisions.
Read →A long letter is not evidence of a sound contract strategy
Length can create an impression of completeness. The value of correspondence comes from logic, evidence and the decision it is meant to support.
Read →About
Delivery experience makes it possible to judge how contract decisions operate in project reality.
I am an engineer and director specialising in contract strategy and risk management for major infrastructure, construction and energy projects.
I have worked in Poland, Spain, Belgium and Algeria. I have built delivery and expert teams, designed claims and risk functions, and worked with project organisations and boards on matters of strategic significance.
I have also contributed to expert work on model contract conditions and standards for public investment.
I currently develop practical applications of AI in contract work. Technology should increase a team’s ability to analyse information and prepare decision-ready material — not replace accountable human judgement.
Contact
A conversation about major projects, risk and the organisation of expert work.
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LinkedIn profile