Podcasts about major projects

In 1973, two seemingly unrelated murders in Toronto leave families shattered and the public searching for answers. Detectives chase every lead, but the case goes cold. Decades later, Detective Sergeant Steve reopens the investigation, armed with advanced DNA technology. But solving this case isn't just about science—it requires earning the trust of a remote Indigenous community and holding onto the hope that justice can finally be served. Detective Sergeant Steve is a seasoned investigator with 28 years of service in the Toronto Police Service, where he currently leads the Homicide Cold Case Unit—home to the largest caseload of unsolved cases in Canada. In addition to overseeing the Cold Case Unit, Steve also manages the Forensic Video Unit and played a key role in the establishment of the Missing Persons Unit, guiding its development from the ground up.Throughout his distinguished career, Steve has held various positions in specialized units, including the Drug Squad, Major Crime Unit, Major Projects, ROPE (Repeat Offender Parole Enforcement) Squad, and the Hold Up Squad. Notably, while in the Hold Up Squad, he was instrumental in solving the high-profile multi-national bank robbery series known as the "Vaulter Bandit." A graduate of Brock University, Steve holds a major in Political Science and a minor in Business Entrepreneurship. His early career interests in law enforcement were sparked by his work with the Canada Border Services Agency during his time at university. For bonus episodes, behind-the-scenes shenanigans, join the SuperFam community at smalltowndicks.com/superfam

New Brunswick Premier Susan Holt; Former senior advisor to former Prime Minister Justin Trudeau Supriya Dwivedi; former Canadian Ambassador to China Guy Saint-Jacques; The Front Bench with Sabrina Grover, Melanie Paradis, Rachel Aiello.

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This week, Prime Minister Mark Carney announced Ottawa's plans to fast-track infrastructure projects. The effort aims to bolster the Canadian economy, as our trade war with the U.S. stretches on. Provinces are also in a rush to expedite project approvals and reviews — the controversial Bill 5 is currently working its way through the Ontario legislature, and B.C. just narrowly passed Bill 15.Some Indigenous nations and leaders, along with conservation groups and civil liberty associations, oppose the fast-track efforts gaining momentum across Canada. And even as governments affirm their duty to consult, Indigenous leaders warn road and rail blockades may be coming.The Globe's Jeff Gray has been reporting on Premier Doug Ford's Bill 5. He'll explain the wave of fast-track legislation we're seeing across Canada, and how the effort to speed development up may actually slow things down.Questions? Comments? Ideas? Email us at thedecibel@globeandmail.com

Premiers meet with Carney to draft list of major projects to accelerate Learn more about your ad choices. Visit megaphone.fm/adchoices

Send us a textImagine standing in downtown Cleveland and gazing at Lake Erie just blocks away, yet feeling disconnected by an intimidating landscape of highways and parking lots. This frustrating paradox has defined Cleveland's relationship with its waterfront for decades.The Shore to Core to Shore Initiative is an ambitious and promising effort to reconnect Cleveland's downtown with Lake Erie and the Cuyahoga River. Jessica Trivisonno, Senior Advisor for Major Projects for Mayor Bibb, and Drew Crawford, Senior Director of Planning for Downtown Cleveland, give us an update on the transformative plans that will finally bridge these divides.Ready to imagine a Cleveland where you can seamlessly walk from Tower City to the riverfront, or from Public Square to the lake? Construction begins in 2027, but the vision is taking shape now. Listen in to understand how Cleveland is finally poised to embrace its greatest natural assets.

Host Sarah Burke interviews Riley Nimens, an award-winning media professional, freelance events and television producer. They discuss Riley's career from working with the CBC and CTV's W5 to her freelance work in news, live events, and documentary production. Riley shares insights on the challenges and rewards of freelancing, her work at major events like the Olympics and FIFA World Cup, and her passion for storytelling through projects like 'Dear Taliban'. The conversation also explores the evolving media landscape. More About Riley Nimens: Riley Nimens is a multi-award-winning producer, director, and business strategist known for her innovative approach and dynamic leadership in the media industry. With ten plus years of experience in producing live events, documentaries, and compelling stories, Riley captivates global audiences with her exceptional storytelling skills and unwavering commitment to delivering memorable experiences and content. https://www.rileynimens.com/ https://www.crave.ca/en/tv-shows/broken-inside-the-toxic-culture-of-canadian-gymnastics  https://www.canadaland.com/shows/dear-taliban/  https://www.runwaydanceconnection.com/  (00:00) Introduction and Background (01:11) Career Beginnings and Early Experiences (04:50) Transitioning to Freelance Work (07:51) Live Events and Major Projects (14:08) Working at the FIFA World Cup (19:13) Documentary Work: Dear Taliban (21:12) Future Projects and Aspirations (26:28) The Future of Media and Industry Challenges (29:34) Personal Ventures and Final Thoughts Learn more about your ad choices. Visit megaphone.fm/adchoices

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Today we're joined by Gayle Macolly, Principal Remediation Manager, Major Projects, of Eastman. We'll be discussing the ongoing PCB cleanup by Eastman, Anniston's ties to Air Force One, and the importance of the Youth Leadership Calhoun County and Leadership Calhoun County programs!Links to the Alabama legislative bills mentioned in this episode:HB543 – Business Personal Property Tax Threshold IncreaseSB196 – Move on When Ready ActHB163 – Decoupling from Federal TCJA R&E Amortization RuleHB386 – Food Sales Tax Reduction ActFor more information on YEE, check out our promo video on YouTube. Register today!Be sure to follow us on Spotify, Apple Podcasts, or wherever your listen to podcasts.Follow us on:FacebookInstagramYouTubeLinkedIn Hosted on Acast. See acast.com/privacy for more information.

When a 9-year-old girl vanishes without a trace in 1984, a rural Canadian town is left reeling. Law enforcement quickly zeroes in on a suspect—a quiet, socially awkward neighbor. But as the case unfolds, doubts about his guilt emerge again and again. Decades later, Detective Sergeant Steve takes on the cold case. With the power of modern DNA technology, everything once thought to be fact is suddenly back in play. Will the truth finally come to light? Detective Sergeant Steve is a seasoned investigator with 28 years of service in the Toronto Police Service, where he currently leads the Homicide Cold Case Unit—home to the largest caseload of unsolved cases in Canada. In addition to overseeing the Cold Case Unit, Steve also manages the Forensic Video Unit and played a key role in the establishment of the Missing Persons Unit, guiding its development from the ground up. Throughout his distinguished career, Steve has held various positions in specialized units, including the Drug Squad, Major Crime Unit, Major Projects, ROPE (Repeat Offender Parole Enforcement) Squad, and the Hold Up Squad. Notably, while in the Hold Up Squad, he was instrumental in solving the high-profile multi-national bank robbery series known as the "Vaulter Bandit." A graduate of Brock University, Steve holds a major in Political Science and a minor in Business Entrepreneurship. His early career interests in law enforcement were sparked by his work with the Canada Border Services Agency during his time at university. For bonus episodes, behind-the-scenes shenanigans, join the SuperFam community at smalltowndicks.com/superfam

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The entertainment industry is in turmoil, with Disney's recent "Snow White" remake being a major example of how the woke agenda is failing both creatively and financially. There is a larger trend in media that prioritizes political correctness over quality storytelling. With a lack of fresh, compelling content and a rise in remakes, the media landscape is desperate for a return to traditional, values-driven narratives. Chandler Bolt joins the conversation to discuss how we can reclaim our media from the grip of woke politics and restore artistry to the entertainment industry.Click the link to secure your spot today! http://selfpublishing.com/turley*The content presented by sponsors may contain affiliate links. When you click and shop the links, Turley Talks may receive a small commission.*--Thank you for taking the time to listen to this episode. If you enjoyed this episode, please subscribe and/or leave a review.FOLLOW me on X (Twitter): https://twitter.com/DrTurleyTalksSign up for the 'New Conservative Age Rising' Email Alerts to get lots of articles on conservative trends: https://turleytalks.com/subscribe-to-our-newsletter**The use of any copyrighted material in this podcast is done so for educational and informational purposes only including parody, commentary, and criticism. See Hosseinzadeh v. Klein, 276 F.Supp.3d 34 (S.D.N.Y. 2017); Equals Three, LLC v. Jukin Media, Inc., 139 F. Supp. 3d 1094 (C.D. Cal. 2015). It is believed that this constitutes a "fair use" of any such copyrighted material as provided for in section 107 of the US Copyright Law.

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In this episode of the Matthews Mentality Podcast, hosted by Kyle Matthews, we dive deep into the world of real estate investments and development with Laith Hermiz, founder and CEO of Ironside Realty. Laith shares his journey from being the COO and Executive Vice President at Agri Realty Corporation to founding his own firm. With a rich career spanning both public REITs and private real estate, Laith discusses his critical role in acquiring and developing over $2 billion in assets, and the importance of strategic growth, value creation, and cultivating industry relationships. They explore current market trends, particularly the net lease space, and Laith offers insights on strategies and opportunities during disruptive times. The conversation also touches on the personal anecdotes, lessons learned from navigating the commercial real estate industry, and the importance of continuous learning, networking, and mentorship. 00:00 Introduction and Host Welcome00:29 Guest Introduction: Laith Hermiz00:57 Early Career and Achievements01:58 Net Lease Market Insights06:44 Personal Anecdotes and Stories13:57 Laith's Background and Family History14:03 Education and Early Career Path32:01 Discovering the Value of Networking32:41 Transitioning from Law to Real Estate33:41 Early Career in Real Estate Development34:34 Major Projects and Career Milestones34:58 Navigating the REIT Space35:38 Balancing Career and Family37:37 Motivations and Wealth Creation39:10 Key Career Achievements40:45 The Importance of Relationships45:00 Challenges and Lessons from the GFC51:44 Building a Successful Acquisition Platform58:56 Impact of COVID-19 on Real Estate01:00:53 Founding a New Venture01:06:06 Navigating Market Shifts and Opportunities01:06:55 The Appeal of STNL Retail Space01:08:24 Challenges and Surprises as a Founder01:10:11 Balancing Passion and Hard Work01:11:25 The Art of the Deal and Building Relationships01:14:39 Advice for Aspiring Professionals01:24:10 Networking and Professional Growth01:35:00 Final Thoughts and Reflections

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In this episode of Navigating Major Programmes, Riccardo Cosentino and co-host Shormila Chatterjee sit down with Melissa DeMarco, a seasoned construction and infrastructure leader with a PhD in construction management. With over 15 years of industry experience, Melissa has led projects across industrial, institutional, mining, and infrastructure sectors. Currently a partner at Accuracy, a boutique consulting firm, she has played a pivotal role in expanding the company's infrastructure and energy practice in Canada and globally. She delves into her academic journey, including her groundbreaking PhD research on global project networks, which allowed her to work with major industry leaders and analyze the mindset shifts required for success in complex, multi-location projects."People think of construction as a hard science, but then I think the angle that you took, which is sort of the same angle that I studied on, it's a social science, because ultimately there's so many people, and as soon as you have an aggregation of so many people, it then becomes a social environment, rather than a hardcore technical environment." – Melissa DeMarcoKey Takeaways:Melissa's career path from academia to industry has shaped her unique approach to infrastructure leadership.Success in major projects relies on both technical expertise and the ability to manage people effectively.Building a business from the ground up requires a mix of strategic vision, resilience, and strong relationships.Advancing in male-dominated industries takes both hard work and the confidence to advocate for leadership opportunities.The conversation doesn't stop here—connect and converse with our community via LinkedIn:Follow Navigating Major ProgrammesFollow Riccardo CosentinoFollow Shormila ChatterjeeFollow Melissa Di MarcoRead Riccardo's latest at www.riccardocosentino.com Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.

Welcome to the CRE podcast. 100% Canadian, 100% commercial real estate. In this episode of Commercial Real Estate Podcast, hosts Adam Powadiuk and Aaron Cameron are joined by Vic Gupta, CEO of CreateTO, to discuss how Toronto manages its $27 billion public real estate portfolio. Vic shares insights into transformative projects like the Greyhound Terminal... The post Affordable Housing & Major Projects with Vic Gupta, CEO of CreateTO appeared first on Commercial Real Estate Podcast.

Former Victorian premier Jeff Kennett joined Jacqui Felgate. See omnystudio.com/listener for privacy information.

Are you constantly saying, “I don't have enough time to get everything done”? Are your employees maxed out, leaving you thinking about hiring someone new? Before deciding, listen to this episode and discover the 5-Hour Challenge.In this episode, we'll break down a game-changing process designed to help business owners and their teams free up time, eliminate unnecessary tasks, and refocus on what truly matters.You'll learn:What the 5-Hour Challenge is and how it works.How to complete a task audit and identify tasks that can be delegated, eliminated, or automated.The four types of activities—Quick Wins, Major Projects, Filler Work, and Negative ROI—and how to handle each.Two key questions to ask when evaluating tasks to maximize productivity and profitability.Why should you complete this process quarterly before hiring new employees?Implementing the 5-Hour Challenge will eliminate wasted effort, improve team efficiency, and boost your bottom line—all while freeing up your time as a business owner.Don't miss this episode! Tune in now and take the first step toward working smarter, not harder.Connect with Brian:brianm@scaleocityworks.comhttps://www.linkedin.com/in/brianmontes/Check out the E2E Coaching & Community - https://bit.ly/E2ECoachingandCommunitySubscribe to our newsletter - https://entrepreneurtoemployer.beehiiv.com/p/get-back-5-hours-per-week-with-a-task-auditAnd that's a wrap. If you love the Entrepreneur to Employer podcast, you will love the Entrepreneur to Employer Business Growth Community on Patreon. As a business owner, you're already making moves to grow your company—but what if you had access to even more tools, strategies, and exclusive content to help you scale faster and reclaim your time? That's what you'll get by joining the Entrepreneur to Employer community on Patreon! Here's what's waiting for you inside:✅ Bonus content with actionable strategies to build scalable systems✅ Exclusive templates & resources to streamline your HR and operations✅ Monthly Q&A sessions to get personalized insights for your business✅ Early access to new content before anyone else If you're serious about building a business that doesn't run you, this is your next step.

Hays Post Reporter Becky Kiser discusses projects for 2025 with City Manager Toby Dougherty and Mayor Sandy Jacobs   Listen Here

Happy New Year! Quincy 300 & 400, Major projects completed in 2025 & more...

Shadow Minister for Major Projects and Transport Infrastructure David Southwick joined Jacqui Felgate. See omnystudio.com/listener for privacy information.

In this special Master Builders episode of Navigating Major Programmes, Riccardo Cosentino and co-host Shormila Chatterjee are joined by Marianne Smith, a distinguished partner at Blakes National Infrastructure Group, to celebrate her remarkable career and pay tribute to Judy Wilson, a trailblazer in Canada's infrastructure industry. Judy, a world-renowned procurement lawyer and a champion for diversity, left an indelible mark on the sector before her passing. This episode honors her legacy while highlighting Marianne's own contributions as one of Judy's closest mentees.With over 20 years of experience in infrastructure and procurement law, Marianne has played a pivotal role in shaping public-private partnerships (P3s) across Canada. She shares her journey from working alongside Judy to becoming a leader in the field, emphasizing how mentorship and advocacy for diversity have been central to her success."Judy was a champion of diversity. She was an ally before we had the nomenclature of what an ally is.  She used her power, authority, influence. Not just selfishly, but also to promote, women, people of color, anyone who might've felt, that they didn't belong in the boardroom or around the table, talking about tough, infrastructure type issues. She really did impact so many people in that way." – Marianne SmithKey Takeaways:Judy's approach challenges with creativity, focus on client needs, and advocate for diversity to drive meaningful changeHow to leverage your expertise to develop frameworks and processes that can become industry benchmarks.How to build inclusive environments that encourage collaboration and empower diverse teams to succeed.Why investing in mentorship by sharing knowledge and supporting the growth of future leaders. If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our LinkedIn community:Follow Marianne Smith on LinkedInFollow Shormila Chatterjee on LinkedInFollow Navigating Major Programmes on LinkedInFollow Riccardo Cosentino on LinkedInRead Riccardo's latest at www.riccardocosentino.com  Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

Welcome to The Hydrogen Podcast!Episode 365, In this episode, Paul discusses what's propelling the hydrogen economy forward, focusing on key projects like ExxonMobil's Baytown plant and groundbreaking initiatives across Europe. He explores how massive investments, advanced technologies, and a global shift towards low-carbon hydrogen are transforming hydrogen into a pivotal energy source.Thank you for listening and I hope you enjoy the podcast. Please feel free to email me at info@thehydrogenpodcast.com with any questions. Also, if you wouldn't mind subscribing to my podcast using your preferred platform... I would greatly appreciate it. Respectfully,Paul RoddenVISIT THE HYDROGEN PODCAST WEBSITEhttps://thehydrogenpodcast.comDEMO THE H2 ADVANTAGEhttps://keyhydrogen.com/hydrogen-location-analytics-software/ CHECK OUT OUR BLOGhttps://thehydrogenpodcast.com/blog/WANT TO SPONSOR THE PODCAST? Send us an email to: info@thehydrogenpodcast.comNEW TO HYDROGEN AND NEED A QUICK INTRODUCTION?Start Here: The 6 Main Colors of HydrogenSupport the show

What if you could turn end-of-year overwhelm into strategic success? In episode 171, Dr. James Bryant explores the critical challenge of year-end prioritization. He introduces a powerful Impact vs. Effort Matrix framework designed specifically for managing the unique pressures of year-end tasks. Through practical examples and a systematic approach, Dr. Bryant demonstrates how engineering leaders can make strategic decisions about what truly deserves their attention during the limited time remaining in the year, while considering both professional demands and personal commitments. [00:00 - 03:11] Setting the Stage: The Year-End Challenge Understanding the unique pressure of year-end task management Real-world example of an overwhelmed engineering manager Importance of strategic prioritization during limited timeframes [03:12 - 04:17] The Year-End Difference Recognition of compressed timelines versus regular scheduling Impact of holiday season on task completion Collision of multiple demands and deadlines [04:18 - 05:57] Understanding the Impact vs. Effort Matrix Introduction to the strategic prioritization framework Definition of impact and effort dimensions Four quadrants: Quick Wins, Major Projects, Fill-ins, and Avoid/Postpone/Delegate [05:58 - 08:12] Strategic Question Framework Assessment of time reality within remaining weeks Identification of key stakeholders and dependencies Evaluation of real consequences for task completion [08:13 - 11:18] The Four-Step Implementation Approach Morning power hour for quick wins Peak performance block for major projects Afternoon strategy for fill-in tasks End-of-day priority reassessment [11:19 - 12:35] Managing High-Impact Overload Introduction to the Power of Three method Strategy for vetting high-priority tasks Approach to managing task postponement [12:36 - 14:28] Action Steps and Future Focus Creating comprehensive task lists Applying the impact and effort framework Preparing for unexpected challenges Key Quotes:  "Look at your high impact list as if I could only complete three things by the end of the year, what would they be?" - Dr. James Bryant "Sometimes our engineering minds drive us to make things thorough and perfect, but perfection is not the goal right now." - Dr. James Bryant Join The Finish Strong Team:  https://www.engineeryoursuccessnow.com/finishstrong/ Engineer's Blueprint for success: https://www.engineeryoursuccessnow.com/engineers-blueprint/ Let's connect! Find me on my LinkedIn, Facebook, and Instagram. I'd love to hear from you. Sign Up for the Email List: https://bit.ly/3QFzcWW  You have the strength of a hero within you. Check out my website, www.engineeryoursuccessnow.com, and learn how to unlock your potential and achieve success both in business and in life.

What if you could turn end-of-year overwhelm into strategic success? In episode 171, Dr. James Bryant explores the critical challenge of year-end prioritization. He introduces a powerful Impact vs. Effort Matrix framework designed specifically for managing the unique pressures of year-end tasks. Through practical examples and a systematic approach, Dr. Bryant demonstrates how engineering leaders can make strategic decisions about what truly deserves their attention during the limited time remaining in the year, while considering both professional demands and personal commitments. [00:00 - 03:11] Setting the Stage: The Year-End Challenge Understanding the unique pressure of year-end task management Real-world example of an overwhelmed engineering manager Importance of strategic prioritization during limited timeframes [03:12 - 04:17] The Year-End Difference Recognition of compressed timelines versus regular scheduling Impact of holiday season on task completion Collision of multiple demands and deadlines [04:18 - 05:57] Understanding the Impact vs. Effort Matrix Introduction to the strategic prioritization framework Definition of impact and effort dimensions Four quadrants: Quick Wins, Major Projects, Fill-ins, and Avoid/Postpone/Delegate [05:58 - 08:12] Strategic Question Framework Assessment of time reality within remaining weeks Identification of key stakeholders and dependencies Evaluation of real consequences for task completion [08:13 - 11:18] The Four-Step Implementation Approach Morning power hour for quick wins Peak performance block for major projects Afternoon strategy for fill-in tasks End-of-day priority reassessment [11:19 - 12:35] Managing High-Impact Overload Introduction to the Power of Three method Strategy for vetting high-priority tasks Approach to managing task postponement [12:36 - 14:28] Action Steps and Future Focus Creating comprehensive task lists Applying the impact and effort framework Preparing for unexpected challenges Key Quotes:  "Look at your high impact list as if I could only complete three things by the end of the year, what would they be?" - Dr. James Bryant "Sometimes our engineering minds drive us to make things thorough and perfect, but perfection is not the goal right now." - Dr. James Bryant Join The Finish Strong Team:  https://www.engineeryoursuccessnow.com/finishstrong/ Engineer's Blueprint for success: https://www.engineeryoursuccessnow.com/engineers-blueprint/ Let's connect! Find me on my LinkedIn, Facebook, and Instagram. I'd love to hear from you. Sign Up for the Email List: https://bit.ly/3QFzcWW  You have the strength of a hero within you. Check out my website, www.engineeryoursuccessnow.com, and learn how to unlock your potential and achieve success both in business and in life.

On this week's Talking Michigan Transportation podcast, a conversation with Ryan Mitchell, marking the one-year anniversary of the Michigan Department of Transportation's (MDOT) Office of Major Projects.  The Federal Highway Administration (FHWA) categorizes major projects as those with a price tag of $500 million or more.   Mitchell helped establish and refine the alternative delivery and critical project delivery programs of numerous U.S. transportation agencies, including the state transportation departments of Nevada, Texas, Alaska, and now Michigan. In our conversation, he explains the various types of alternative delivery of projects and the benefits. Other links and references: Innovative contracting at MDOT www.Michigan.gov/MDOT/Business/Contractors/InnovativeContracting    MDOT's Modernize 75 project www.Modernize75.com/ 

In this episode of Mastering Major Projects, Riccardo Cosentino and co-host Shormila Chatterjee sit down with Marni Dicker, a dynamic and bilingual senior executive recognized as one of Canada's Top 100 Most Powerful Women and one of the Top 25 Most Influential Lawyers in the country. Marni's accolades include the General Counsel Award for Business Achievement and the Premier's Award of Excellence from the Province of Alberta for her groundbreaking work on the Calgary Courthouse Public-Private Partnership.With an impressive background in corporate law and a strategic leadership role in the Canadian Premier League, Marni shares her extraordinary journey from criminal law to becoming a transformative figure in infrastructure and business strategy. Known for her ability to deliver projects on time and within budget, she discusses the importance of diversity and inclusion in leadership and her commitment to mentoring the next generation of female leaders."Remember, I knew nothing about construction and infrastructure engineering, and they would ask me a very substantive question. What would you do if this happened on one of your sites? And I did the following. I would certainly call external counsel who is specialized in that area, and I would ensure that we got the best advice. Basically, I was punting it down the line because I had no idea, none, how to answer their questions. What I quickly learned is that's what they liked. No one is expected to know everything you are supposed to be able to know how to use your resources, how to get the right expert advice." – Marni Dicker Key Takeaways:Career Evolution: Marni's path from criminal law to leading major infrastructure projects, showcasing her adaptability and leadership across industries.Public-Private Partnerships: Marni's experience in structuring award-winning public-private partnerships, including her work on the Calgary Courthouse project.Leadership in Infrastructure Development: From leading infrastructure for the Canadian Premier League to managing multimillion-dollar projects, Marni's strategic and operational expertise is highlighted across sectors.Mentorship and Diversity: Her role as a mentor and advocate for diversity, pushing for gender equality in leadership roles within traditionally male-dominated industries.Plus, insight into how Marni successfully balanced her demanding career while prioritizing her family life. If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our LinkedIn community: Follow Marni Dicker on LinkedInFollow Shormila Chatterjee on LinkedinFollow Navigating Major Programmes on LinkedInFollow Riccardo Cosentino on LinkedInRead Riccardo's latest at wwww.riccardocosentino.com Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

“The client's role is not to solve the problem — it's to state the problem.”What's the client's perspective in major cultural projects? What are “client user groups?” What's the difference between advocating for the client, and advocating for the project? How do you “inhabit your project?” How might a single gender-inclusive restroom project change an entire institution? Should every project have a “super contingency” in the budget?Amy Weisser (Deputy Director for Strategic Planning and Projects at Storm King Art Center) joins host Jonathan Alger (Managing Partner, C&G Partners) to discuss “The Client Side of Major Projects.”Along the way: P.P.E., trusting the hiring decisions, and a 2,000-year-old Roman theory that still works today.Talking Points:1. The Three-Legged Stool: Vision, Schedule, Budget 2. Client Advocate, Project Advocate, User Advocate 3. Museum Building Projects are Linear, Not Cyclical 4. All Projects are Transformational 5. Project Phases: Watercolors to Hard Hats 6. Disasters DO Happen 7. Build Your ValuesHow to Listen: Apple Podcastshttps://podcasts.apple.com/us/podcast/making-the-museum/id1674901311 Spotifyhttps://open.spotify.com/show/6oP4QJR7yxv7Rs7VqIpI1G Everywherehttps://makingthemuseum.transistor.fm/ Guest Bio:Amy Weisser is Deputy Director, Strategic Planning and Projects at Storm King Art Center, where she incubates projects focused on strategic growth. Weisser has spent 30 years supporting cultural institutions undergoing profound development. Prior to Storm King, Weisser led exhibition development for the National September 11 Memorial Museum from 2005 to 2017 and helped open the contemporary art museum Dia:Beacon and the American Museum of Natural History's Rose Center for Earth and Space. She has taught Museum Studies at New York University. Weisser holds a doctorate in Art History from Yale University. She is a co-author of Martin Puryear: Lookout (GRM/SKAC, 2024). About MtM: Making the Museum is hosted (podcast) and written (newsletter) by Jonathan Alger. This podcast is a project of C&G Partners | Design for Culture. Learn about the firm's creative work at: https://www.cgpartnersllc.com Links for This Episode: Amy's Email: as.weisser@stormkingartcenter.org Amy's LinkedIn:https://www.linkedin.com/in/amysweisser/ Storm King: www.stormking.org Storm King's Capital Project:https://stormking.org/capitalproject/Building Museums Symposium, a project of the Mid-Atlantic Association of Museums: https://midatlanticmuseums.org/building-museums/Links for MtM: https://www.makingthemuseum.com/contact https://www.linkedin.com/in/jonathanalger alger@cgpartnersllc.com https://www.cgpartnersllc.com Newsletter: Like the show? Try the newsletter. Making the Museum is also a one-minute email, three times a week, on exhibition planning and design for museum leaders, exhibition teams and visitor experience professionals. (And the best way to find out first about new episodes of the podcast.)Subscribe here: https://www.makingthemuseum.com 

ADOT's Doug Nintzel sits down with Rob Samour of ADOT's Major Projects office to discuss the status of current projects. 

This week on The UK Flooring Podcast, we had the absolute pleasure of chatting with Jo Sedgley from Sedgley Flooring Solutions Ltd. Join us as we journey from his wild days in Magaluf to building a thriving multi-million-pound flooring business.Early Beginnings:Joseph's start in flooring straight out of school in 1993.How knocking on the door of a local flooring business changed his life.Magaluf Adventures:Three wild years in Magaluf and how those experiences influenced his life and business relationships.The transition back to the UK and the early stages of his career.Climbing the Career Ladder:Working with top teams and major companies like John Abbotts.The impact of key mentors and colleagues on his professional development.Building Sedgley Flooring Solutions Ltd:The challenges of starting a business from scratch in 2014.The evolution from working out of a garage to running a successful enterprise.The pivotal moments and key partnerships that facilitated growth.Management and Team Building:Joseph's approach to leadership and maintaining loyalty within his team.The importance of a balanced mix of subcontractors and full-time employees.Major Projects and Achievements:Highlights of significant projects, including the Proton Beam project at Christie Hospital.How Sedgley Flooring Solutions Ltd navigates large-scale contracts and delivers excellence.Personal Insights and Future Plans:Joseph's reflections on balancing work and personal life.His vision for retirement and future travel plans.Memorable Quotes:"If you can't pay the lads, you ain't gonna get the job done.""Losing your rag solves nothing."Guest Information:Joseph SedgleyLinkedIn: Joseph SedgleyDon't forget to subscribe to The UK Flooring Podcast for more inspiring stories and expert advice from leaders in the flooring industry. Share this episode with your friends and colleagues to spread the knowledge! Hosted on Acast. See acast.com/privacy for more information.

In this episode of the AgCulture Podcast, Donald Moore, Executive Director of Global Dairy Platform, shares his insights into the global dairy industry. Donald discusses the collaborative efforts of major dairy cooperatives worldwide, emphasizing the efforts in industry sustainability and dairy's economic and social impacts. Tune in to explore these crucial topics and more on your preferred podcast platform. (00:00) Introduction (02:00) Formation of Global Dairy Platform (05:57) Major Projects and Achievements (10:03) Importance of Networking (11:11) Challenges in Dairy Industry (14:29) Policy and Advocacy Efforts (26:07) Future of Dairy Industry (35:26) Closing Thoughts Meet the guest: Donald Moore is the Executive Director of the Global Dairy Platform (GDP). He leads key initiatives like the Dairy Sustainability Framework and Pathways to Dairy Net Zero. Donald also serves on the Global Agenda for Sustainable Livestock Guiding Group and the FAO's Private Sector Advisory Group. Discover the world of agriculture with the "Ag Culture Podcast", hosted by Paul Windemuller. This podcast will be a gateway for those passionate about agriculture to explore its global perspectives and innovative practices. Join Paul as he shares his experiences in the agricultural industry, his travels and encounters with important figures around the world. Expect engaging stories of Paul's journey as a first-generation farmer and consultant, covering topics ranging from coffee to greenhouses to agricultural technology. "Ag Culture'' will aim to inspire agricultural entrepreneurs and innovators weekly. Available on YouTube, Spotify and Apple Podcasts. Subscribe at ⁠⁠⁠⁠⁠⁠AgCulture Podcast⁠⁠⁠⁠⁠⁠ and keep an eye out for future episodes, bringing insights and stories from the vibrant world of agriculture.

Delta Mayor George Harvie, who serves as chair of the Metro Vancouver board of directors, has come under scrutiny for his travel expenses, amounting to tens of thousands of dollars this year. Guest: Mike Klassen, ABC Vancouver City Councillor Learn more about your ad choices. Visit megaphone.fm/adchoices

Are LLMs stochastic parrots or reflection of our own intelligence? In this episode of Navigating Major Programmes, Riccardo Cosentino sits down with Lawrence Rowland for an extremely candid conversation surrounding the adoption of artificial intelligence, in major programmes and beyond. AI skeptics and AI enthusiasts alike, this episode was recorded for you. “None of us are keeping up, none of us know what the hell is going on. So, if you can kind of just relax and enjoy it happening, you will also help everyone else so much more. Enjoy it. And enjoy what [AI] is telling us about us.”  –Lawrence Rowland Lawrence began as an engineer on large capital projects with WSP and Motts, before moving onto Bechtel and Booz Allen. He spent ten years in project and portfolio management with CPC and Pcubed, before transitioning to data analytics and AI for projects, working originally for Projecting Success, and now for React AI. He now helps project services firms find relevant immediate AI applications for their business.  Key Takeaways:Large Language Model (LLM) 101What is an AI agent? What is the principal-agent problem (PAP)?What LLMs can teach you about your own thinking patternsThe future of Google Gemini and AI adoption in generalThe weaknesses of the generative AI of today Mentioned Links:A Path Towards Autonomous Machine IntelligencePrincipal Agent ProblemApplied Category TheoryWisdom of CrowdsState Space Models and MambaDemis Hassabis and the return of alpha zero type tree search and RL If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our LinkedIn community: Follow Navigating Major Programmes on LinkedInFollow Riccardo Cosentino on LinkedInRead Riccardo's latest at wwww.riccardocosentino.com      Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

REGIONS: Major projects in pipeline for Zambales | December 25, 2023Subscribe to The Manila Times Channel - https://tmt.ph/YTSubscribe Visit our website at https://www.manilatimes.net Follow us:Facebook - https://tmt.ph/facebookInstagram - https://tmt.ph/instagramTwitter - https://tmt.ph/twitterDailyMotion - https://tmt.ph/dailymotion Subscribe to our Digital Edition - https://tmt.ph/digital Check out our Podcasts:Spotify - https://tmt.ph/spotifyApple Podcasts - https://tmt.ph/applepodcastsAmazon Music - https://tmt.ph/amazonmusicDeezer: https://tmt.ph/deezerStitcher: https://tmt.ph/stitcherTune In: https://tmt.ph/tunein #TheManilaTimes Hosted on Acast. See acast.com/privacy for more information.

Today - we're diving into a monumental event that unfolded at Cochise College earlier this week.Support the show: https://www.myheraldreview.com/site/forms/subscription_services/See omnystudio.com/listener for privacy information.

Ryan Mitchell, recently named director of the newly established Office of Major Projects at the Michigan Department of Transportation (MDOT), joins the podcast. The Federal Highway Administration (FHWA) categorizes major projects as those with a price tag of $500 million or more. Mitchell helped establish and refine the alternative delivery and critical project delivery programs of numerous U.S. transportation agencies, including the state transportation departments of Nevada, Texas, Alaska, and Michigan.He explains the various types of alternative delivery of projects and the benefits. Other links and references: Innovative contracting at MDOThttps://www.Michigan.gov/MDOT/Business/Contractors/InnovativeContracting   MDOT's Modernize 75 projecthttps://www.Modernize75.com/ 

In this week's episode, Riccardo switches chairs and guest host, Jim Barnard, asks all the questions. Riccardo shares insights from his Oxford Saïd Business School dissertation on the use of collaborative contracting into major programmes, specifically PPP structures. Riccardo and Jim delve into the complications and complexities of risk management, adversarial situations, stakeholders and shareholders and private financing.   “When you have collaborative contracting, you almost waive your legal rights or your rights to pursue legal remedies. And so, all of the parties are around the table. There are many advantages of collaborative contracting, but the simplest one is, instead of hiring lawyers to sort out disputes, you're redeploying those resources to actually solving project problems.” Key Takeaways:  The price of winning contracts in the PPP market and how the public sector entity comes into playWhy collaborative contracting provides better odds for finishing on time and on budget, but equity has to take more riskPPP and politics, how do we navigate it?  If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our community: Riccardo Cosentino on LinkedInJim Bernard on LinkedIn Transcript:Riccardo Cosentino 00:05You're listening to navigate the major problems, the podcast that aims to elevate the conversationshappening in the infrastructure industry and inspire you to have a more efficient approach within it. I'myour host, Riccardo Cosentino brings over 20 years of major product management experience. Mostrecently, I graduated from Oxford University Said business school, which shook my belief when itcomes to navigating major problems. Now, it's time to shake yours. Join me in each episode, as I pressthe industry experts about the complexity of major program management, emerging digital trends andthe critical leadership required to approach these multibillion-dollar projects. Let's see what theconversation takes us. Hello, and welcome to a new episode of navigating major programs. Todaywe're going to be doing things a little bit differently. My friend, and one point guest of the show asagreed kindly to be hosting this podcast. And we'll do a role reversal where I'm going to be doing thepresenting and Jim Barnard is going to co-host the show. And today we're going to talk about a topicthat is very close to my heart, which is the use of collaborative contracting into major programs,especially into PPP structures. I've done a full dissertation at Oxford as part of my master, majorprogram management, and I decided that it'd be good to walk you through my findings and myconclusion. Anyway, let me introduce the host for today. Jim Bernard. How you doing? Jim?Jim 02:00I'm great. Riccardo, thanks for having me. Big fan of the podcast, obviously had the chance to be on apreviously so very much appreciate the opportunity to be host this time.Riccardo Cosentino 02:11So today, as I said, I'll be a be doing the talking. And you'll be doing the asking. Maybe I can start? I'lljump right into it unless you have a specific question for me. And maybe I can give a bit of a bit of anoverview of my research thesis and some of my findings and some of my conclusions.Jim 02:34 2Transcribed by https://otter.aiYes, summary will be great, a perfect place to start. But some of our folks listening may not becompletely familiar with even the concept of collaboration. And I know having read your dissertationthat you get into some fairly technical and detailed topics relative to finance and how structures are setup and that type of thing. So for those of us either less familiar or kind of new to the topic, if you don'tmind, let's start as basic as possible.Riccardo Cosentino 03:03Okay, well, let's start with, let's start with what prompted me to research this specific topic, the probablya good place to start here. I you know, I'm a professional the work in public private partnership over thelast 20 years. So again, a lot of knowledge about the topic, I have structured and finance manytransactions that use non recourse financing. And a couple of years ago, my company decided to exitthe what we call the lump sum turnkey business, which is the type of contracting where a private sectorentity commits to deliver a project on time and on budget and every any cost overruns. And at any cost,and any time overruns are absorbed by the entity that has committed to deliver the project. So mycompany has been losing a lot of money with the stock form a contract. So in 2018, we decided toexited. However, this type of contract is the cornerstone of non recourse financing, recourse financingis financing that doesn't, doesn't lean on the asset of the parent company, but the only leans on theasset of the other special purpose vehicle that is delivering the project,Jim 04:26basically. Project.Riccardo Cosentino 04:29Yes. Right. So it's basically the future revenues, that that's the only recourse available to lenders debtand equity lenders is access to, to project revenues rather than corporate revenue associated with theentity that is delivered project.Jim 04:49Right.Riccardo Cosentino 04:50And because my company exited this business lumpsum turnkey, indirectly we also exited theconstruction portion of public private partnerships were where entities or companies, contractors arehired to deliver the project under the structure. However, we still wanted to stay involved in contracting.So what we started researching is different types of contracts and collaborative contracting, came upalliances IPD all forms of contract that they include a large component of collaboration. In this type ofcontracts, the risk is not transferred to the product to the contracting entity is the risk of on timecompletion and on budget completion stays within the project sponsor. There is a Pain Gain sharingmechanism, where the contracting entity, the contractor that is delivering the project puts their fee risk,but they're not taking on the cost of around burden that is typical of lump sum turnkey. So once westarted researching this, the question that I was asked many, many times, being the expert in publicprivate partnership is can we convince clients and lenders to use collaborative contracting within thenon recourse PPP structure? And intuitively, I didn't think it was possible, I did some preliminary 3Transcribed by https://otter.airesearch as part of my job. But I couldn't really find conclusive answers of why collaborativelycontracting could or could not be used within a PPP structure,Jim 06:45where I take a step back down, how did you do your preliminary research was at a qualitative research,quantitative research and kind of benefits of both detriments of both How did you choose what methoddid you use and how did you choose it.Riccardo Cosentino 06:58So during what while I was still working, so before I use an academic method, I, I just looked at thecommercial parameters, I just look at the commercial framework and in the legal framework, and I justtried to see if the economic principle of the commercial principle would support these type ofcommercial and legal structure, right. And based on my understanding of the commercial principle, nonrecourse financing, where risk has to be transferred, and where lenders that especially debt lenders,needs to be kept whole in the PPP structure, the only entity that can keep the lenders or is thecontractor delivering the work? I mean, no, it's not the only way. But it's the most economical way. Andthe cheapest way of implementing a project finance structure is to have the contractor guaranteeing thedelivery of the project by putting up the balance sheet and by taking on the cost of Iran in a lump sumturnkey model,Jim 08:07but the fee, the fees at that point are fixed, right. So you're really talking all downside, fixed upside inthat structure. I mean, it sounds not just unpalatable, but somewhat dangerous for the contractor to getinto that arrangement.Riccardo Cosentino 08:23It is and they think he has worked in the past to a certain degree where Contractor have been able tomanage that risk the took on. But I think over the last 15 years, the market got so competitive, thatcontractors have been racing to the bottom sometimes fixing the cost of the project to a level too low toactual deliver and then end up absorbing all of the losses at the back end or the contraction period. Imean, that's definitely what happened to our company we overcommitted in order to win the contract,and then we ended up with a lot of the losses. However, there are instances where the model works.It's just you know, I think you the model can work if you have a healthy competitive process, if you havean unhealthy race to the bottom is probably dangerous, dangerous territoryJim 09:23that can open up even getting into different ways of gaming. Bidding processes itself is a massive topic,I'm sure that gets into behavioral economics and how people bid and upsides and downsides andpsychology and all this other stuff. So we probably want to table that for a future episode because wecould spend hours just on that aspect of it. I'm sure. So, but I guess the conclusion is at some point inthe market, the bids got so tight in the market, the fees got compressed, so low that the people who arewinning the bids were just really behind the eight ball at the beginning. I mean, it was it was almost Iwant to say it was, you know, failure was baked into the to the process. But it sounds like you're in areally tight spot straight out of the gate. 4Transcribed by https://otter.aiRiccardo Cosentino 10:13That's correct. And it's not unlikely It's not unlike the, you know, bid low claim high model that westudied in, at Oxford, right, I think there was a case about how the it's, we live in an industry wherethere's a lot of, you know, contractors make their money through the claims. And then and I think that'swhere the PPP market got to where, you know, companies bid low in order to secure the contract, andthen then trying to deal with the consequences afterwards,Jim 10:46by claim process, you're talking going to court litigation,Riccardo Cosentino 10:50eventually. Yeah, that's where he ends up. I mean, you can try and settle. I mean, there are settlementalong the way that you can do there are but you know, ultimately, yeah, you go to court, and, you know,20 to 30 cents on the dollars if you're lucky when you play.Jim 11:05So that whole system sounded like from the day that they decided to race to the bottom of the wholesystem seems like it's building upon a weak foundation to start. And it's crumbling from there. I mean, ifyou're going to court to deal with inevitable complexity of a major program seems like somethingstarted wrong. I mean, it's not in it's not within the project itself, which obviously has its own complexityfrom a cost standpoint, engineering standpoint, and construction execution stakeholders, and then wehave this whole network of influencers within any major program. But this is like on top of that, this is awhole kind of external integration challenge. That, before you even get to the complexity of the project,you're kind of off off center to begin with that fair.Riccardo Cosentino 11:58That's, that's very fair. And, and but that's probably not something caused by the PPP structure or thenon recourse financing structure is more caused by, you know, public sector entity, especially beingsubjected to optimism bias and strategic misrepresentation in order to get these projects off the ground.And I think we PPP that problem is accentuated by the fact that there's a bit of heuristics, which is theprivate sector can do it better. So we don't have to develop the project to you know, 50% 60% design,in order to get to get bids in, we're gonna put out a 5% design, the private sector will take a developergive us a fixed price. And, and we'll go from there, which breeds a situation where you have contractorcommitting to a fixed price contract with only 15 20% design done. Because that's the nature of PPPwhere, you know, the government or the public sector doesn't want to develop the project, becausethey don't want to stifle the innovation that the private sector could bring. But on the other hand, theydon't really give a lot of opportunity to the private sector, to develop the design, to you know, 60 70%,which is what you need to have certainty, and then an ability to commit to a fixed price.Jim 13:28So are sort of back to that master, the opposite of the master builder heuristic. We're not planning longand or planning slow and building quickly, we're planning quickly and just accumulating delays and costoverruns. 5Transcribed by https://otter.aiRiccardo Cosentino 13:41Absolutely, absolutely. And then, you know, and you know, we seen this, because these projects are solong. And by the time that all the problems actually materialize, it's probably six, seven years down theline. So nobody worries about that at the beginning, and you will worry about that at the end. And youalways people somehow scratch their heads is that how do we get here, but pretty simple how we gothere.Jim 14:07So not to not to necessarily prompt a sales pitch for collaborative contracting. But how do you see orhow what did your research determine the benefits of collaborative contracting? We're, and then howlikely is it that it's going to become part of part of the industry?Riccardo Cosentino 14:31So my research was wasn't so much about collaborative contracting. So I took I took the benefit ofcollaborative contracting as a given and I said, you know, if collaborative contracting is such a goodway of delivering projects, How come is not used in PPP structures? What are the limiting factors thatdon't allow the implementation of collaborative contracting into PPP P. So my starting premises wascollaborative contracting is good. It is the way forward, and how do we how do we roll it out in differentparts of the industry?Jim 15:12Can we explore that just for a second? What is it about collaborative contract? And what benefits? Doyou believe that delivers to the industry?Riccardo Cosentino 15:21Well look, to me, just the fundamental principle that when you have collaborative contracting, youalmost you're almost waive your legal rights or your rights to pursue legal remedies. And so all of theparties are around the table. So the, you know, there are many advantages of collaborative contractcontracting, but the simplest one is, instead of hiring lawyer to sorting out disputes, you redeployingthose resources to actually solving project problems. So if you think of the litigation costs in thesemajor, major programs, if you just take those costs, and you were to use that financial resource toactually solve actual problems on the project, I mean, it doesn't take a lot of research to know thatanecdotally, that that's a good thing. Developed with all due respect to our attorney friends out there,your role may not best to be solving problems after the fact. Right? I mean, that's kind of the idea.Yeah, I mean, look, I mean, a claim against the client doesn't get concrete poured faster. Right. Okay.Fair point. You know, a few extra engineers and a few extra project resources could get that concretepoured faster, or figure out a way to pour the concrete faster.Jim 16:56Yeah, have the magic communications better to when you're not having to run it through attorneys andlegal filings?Riccardo Cosentino 17:02 6Transcribed by https://otter.aiYeah, I mean, I use I use that example. Because it's, you know, we just talked about claims we justtalked about, you know, ended up in court. So that's, that's the thing that comes to mind. But, you know,in general, I think we can all agree that a non antagonistic environment is more conducive to betterworking relation and better outputs. It's just anecdotally, we intuitively we can all see thatJim 17:34Sure.Riccardo Cosentino 17:35That we all want to work in a collaborative space, because, you know, when you bring the intellect ormultiple people together, and you foster that, you definitely want to get a better outcome.Jim 17:47Right, more rewarding toRiccardo Cosentino 17:48Yes. So that's, that's why I've took that I took it as a dogma, I said, collaborative contracting, is the rightway forward,Jim 17:58okay.Riccardo Cosentino 17:59So, okay, so why can we use that in PPP structures. And so, this is where it gets a little bit technical.Where, you know, PPP are really know nothing more than non recourse financing or project financing.That was it was a financing mechanism that was developed in the 70s. for oil exploration in the NorthSea, there weren't enough oil and gas company, there wasn't a big enough oil and gas company toabsorb the risk of oil exploration in the North Sea. So, they came together and came up with thestructure, which basically insulate the parent companies for the loss from the losses of the project. Andso, you know, if you take all exploration, and you lend him money into oil exploration Norh sea lenderscan only go after the asset to the oil platform or the future revenues associated with the asset. And thatbasically insulate the parent company for wo po things go really wrong,Jim 19:11but is there is there a completion guarantee built into this? I mean, the contractor can't just walk awaywithout recourse, can they?Riccardo Cosentino 19:18So, sorry, what I was describing is the is the is the structure or the client level? Yes.Jim 19:25Got it.Riccardo Cosentino 19:26 7Transcribed by https://otter.aiSo at the at the contractor level, yeah, absolutely the contractor. So that's what I was saying that inthese non recourse structures, the completion guarantee comes from the contractor. So ultimately, theback so although the project itself is non recourse, the contractor does put up guarantees becauseultimately the guarantees are in favor of the project sponsor and the project lenders right debt thatlenders, right? So the equity lenders is typically the developers, obviously they take equity risk, so Theyhave high amounts of risk or high amount of returns. So the first one, they get wiped out if the projectdoesn't do well. However, the debt lender has less, you know, these are big institution, they don't likerisk, they want to be insulated. So if the project was in to reach substantial completion, the contractorwould keep the lenders whole up to a point. And there's this is, this is why collaborative contracting isnot quite easy to implement in the structure, because the debt lenders always looking to recover themoney, right? And if the risk hasn't been transferred to a contractor, where the lender is going torecover the money for right,Jim 20:47where does it go, because it doesn't leave the project, just because nobody raised their hand to take it,it's not going away.Riccardo Cosentino 20:55So it's a Series is brought by non recourse financing PPP, these a zero sum games, where either thecontractor loses money, or the client loses money. And so that that creates the adversarial situation,especially if you haven't bid the job properly, you're going to be losing money, you're going aftersomebody because nobody likes to lose money, you're going to go after the client, and then theadversarial scenario sets in.Jim 21:24So the most important relationship, the most important relationship between the client and thecontractor for the project success is immediately set up on a weak foundation, like, yes. Okay. Thatexplains anything.Riccardo Cosentino 21:40And it will be, you know, is not impossibly, you could implement a collaborative contract between theclient and the contractor. However, the lenders need to get repaid, and the lender is only going to getrepaid when you reach substantial completion, you start extracting oil, you start selling the oil, and thatgenerates the revenues that are then used to repay the debt lenders, right? Yeah, so we couldimplement collaborative contract between the contractor and the project developer. However, in case ofcost overruns, the developer would pick up those costs. And because obviously, the lenders are still,you know, they still have debt service that you have to repay. And so somebody's got to pick up theircosts. And if he's not, there is not the contractor for a lump sum turnkey, then is the developer. Andhowever, that is not then becomes a more expensive structure, got a sense that you now have to putthe equity in. So now, it's very, very technical.Jim 22:55So maybe complex is that is that a good way to put it? 8Transcribed by https://otter.aiRiccardo Cosentino 22:59Is the well yes, complex, as actually complicated. It's very mechanical, there's no complex, it's theJim 23:07Swiss watch. It's not the flock of birds,Riccardo Cosentino 23:11which is basically, you know, when you inject equity, you know, when lenders lend you manage for aproject, that lenders lend you money for a project, they want to know that they're going to get paid back,right? And so they are going to look at the cost overruns. And they're going to look at who's going toabsorb the cost overruns. And so if the contractor is not going to pick up the cost overruns, becauseyou now have a relational contract in place, then the sponsor will, however, the sponsor has norecourse, there is no recourse to anybody above, right, typically, the contractor provides a parentcompany guarantee, and as the recourse to the parent company, but a developer because there's norecourse is not providing that they're there for they have to actually inject all of the equity upfront, rightto cover potential cost overruns. So you now have cash injected into the project, even though you mightnot need it, which makes it very, very expensive.Jim 24:08But you also have the benefit of big contingency.Riccardo Cosentino 24:11Absolutely. Absolutely. So, again, it's not is not impossible, this is just gets to the conclusion of mydissertation, which is it's possible to have relational contracting, it's going to be more expensive.However, the flip side, if we believe that collaborative Contracting is the way forward, you're going to bemore likely to finish on time and on budget, through collaboration that adversarial relations.Jim 24:38It's a funny, it's a funny perspective, to me having been involved in some complex projects, and itseems a little bit short sighted that somebody would really object to a 200 basis points or 2% increasein their cost of capital. Over massive cost overruns in the back end, huge attorney He's fees, delays,which we know costs money, I mean, time is actually money in a major program. So it's always justshocked me how everybody wants to bid to be as low as possible. Everybody wants to make sure thatthat interest rate is just as thin as they can possibly get it without giving any consideration to the factthat you're not saving anything. Because when you set up the program, that way, you're justguaranteed you're going to be over budget far more than you would ever save, and then add thelitigation on top of it that delays everything else. I mean, it just seems short sighted to me,Riccardo Cosentino 25:35unfortunately. So I'm, I specialize in public sector infrastructure. So I deal mostly with municipal, stateand federal government projects. And unfortunately, in the public sector, you have to demonstratevalue for money. And, you know, I think PPP is, it's particularly, the value for money analysis makesthings even worse, because what you end up now with is, private sector financing is more expensive inthe public sector financing a public, they know, the United States government can borrow at a cheaper 9Transcribed by https://otter.airate than any other corporation. So if you have a federal project, you're now adding, you know, 100 150bips to the cost to the cost of that because you have the private sector taken. So you now have a valuefor money analysis that already starts with you being in a hole. Because you now they Yeah, are goingto do it for a PPP are going to use private finance, but it's more expensive. So how do I balance thevalue for money? How do I justify that this is good value for money. And, you know, that's where youare starting play with risk transfer, you start quantify, the more risk you transfer, the more able you'regoing to be to show value for money, the lower the cost, the better because then again, you're going tobe able to show value for money. And as I said, The problem is that you're starting in a hole, right,because you already have to demonstrate why are using private finance. And then, and thencompound, the problem is, the way you justify private finance is by transferring risk, that are going totransfer more risks to the private sector are going to pay them more, you know, are going to pay theirhigher cost of capital. But that will bring me benefit because I have transferred to them the risk ofcompletion.Jim 27:37So you've got a, you've got a problematic paradigm may not be the it's a bit overused word, but you'vegot a problematic equation at the front end, which is creating some pretty significant adverseconsequences at the backend. Before you even get in to start talking about planning fallacy andstrategic misrepresentation. I mean, it, it sounds like the entrenched thought process behind howprojects should be evaluated, needs some work. And a fundamental understanding of the flaws in valuefor money might help. Because we know the results. I mean, there's plenty of data out there that showsI mean, independent of structure, how badly these projects perform. It's astronomical. But but it seemslike there's still some pretty heavy resistance to changing a perspective or methodology on the frontend to try to make up for some of that stuff. Is that fair?Riccardo Cosentino 28:35Yeah. I mean, you're also dealing with politicians right at this point. So it makes things even morecomplex. I think it's important that we talk about the I have other theory evidence, I guess it's furtherarea research, maybe for my PhD. But in my mind, PPP is our Chem, there is a role for PPP. So whenyou have low complexity projects, where you can actually define what you want, and you have very fewstakeholders. It's not it's not a bad model. So in Canada, various jurisdictions have had a lot of successwith hospital building, procuring them and building them using the PPP structure and as being as beingpositive as being a positive experience for all stakeholders. And this bill because it's a box, right, youbuilding a building, and it's any, you know, you can define what you want, and contractors are fairlyexperienced. And you know, it's a it's a Vertical Box. I think we're a falls apart where the PPP falls apartis when you have linear project and you start having more complexity in terms of many morestakeholders Many more moving parts in terms of you know, if you're building a railway, you now needto choose the technology, you go for different jurisdictions. And so the PPP, so having the privatesector lenders into a PPP structure creates more complexity, because he adds an additionalstakeholder and shareholder into the project. And it makes things a bit more complex, especially whenyou when you hit in problems.Jim 30:30 10Transcribed by https://otter.aiSo there's a every program has got a certain complexity threshold, that it cannot pass, it sounds like soif it's going to be, or if it's simple, from an engineering design perspective, single site, you know, squarepiece of property, whatever it can tolerate, and maybe even benefit from a certain addition ofcomplexity on top of, you know, in this case, the private sector provides access to resources thatmaybe the public sector doesn't have or can't appropriate. So the project can kind of hit that threshold.Whereas a complex project, just in the engineering and design side, may already be at that threshold orpast it. So adding another layer of financing complexity sounds disastrous,Riccardo Cosentino 31:18that's certainly the anecdotal evidence I have that especially so the way we differentiate is linear versusvertical. Right? When you have a linear project, yeah, the complexity is too high. And the benefit is,because you remember, the argument of bringing private sector lenders is that you have additionaloversight, you have an additional layer of oversight, you're going to use, the private sector lender isgoing to keep all the other stakeholder honest. So we're going to keep, let's say, the hospital ownerhonest, in terms of change order, they're not going to be able to halfway through the process, that issuechange order change in their mind, or what the scope of the project is, right? There's, you know, withthe with the design, build, finance, maintain and operate, you're actually maintaining the hospital for 30years. So you have now forced the Minister of Health to ring fence, the money required to maintain theproject for 30 years, because you're sending up a contract upfront, right. And if you if you know, publicsector, you know that the first thing the public sector cuts is operating budgets, right, so the PPP bringsbenefits. So the additional layer of complexity brought in by the private sector lenders iscounterbalanced by all these other benefits that a private sector lender brings in on a linear projectwhere the complexity is much higher, the benefits are outweighed by the negative of adding additionalcomplexity to something that cannot absorb it like you describe it very well.Jim 32:50So what conclusions did you draw from the research? I mean, PPP, the resistance to PPP,collaborative contracting, and PPP sounds fairly high. Yet the benefits seem fairly easy to argue. Andcertainly, anecdotally, we've got enough evidence where things don't work that you'd like to think afresh approach might be warmly received. But what are the impediments? What are the realistic optionsas they are today, relative to how successfullyRiccardo Cosentino 33:19I you know, can be my conclusion was pretty straightforward. It's actually it's the money issue, right? Imean, it's you, you could have collaborative contracting, it means equity has to take more risk. Andtherefore the project is going to be a little more expensive to finance because equity is taking more risk.However, if truly collaborative Contracting is the way forward and can actually deliver better on timeand on budget outcomes, then the additional cost of the private finance, to have collaboratedcontracting is, is insignificant. I haven't quantified it. But you know, you know, several basis points,compared to hundreds of millions of cost overruns. Yeah, I think if we were to do a back of theenvelope, we'll probably come to the conclusion that it's the cost benefit analysis, justify the additionalcost of financing,Jim 34:20 11Transcribed by https://otter.aiwhat's there, there's some and I'm going to get it wrong, but there's some colloquialism about steppingover dollars to pick up pennies kind ofRiccardo Cosentino 34:30Pound Foolish Pennywise PoundJim 34:32Foolish Yeah, the British the British version of the same sentiment. I keep having to remind myself thatwe went to went to graduate school in the UK, butRiccardo Cosentino 34:42yeah, so that's, you know, it'd be interesting it'd be a be interesting. The problem is PPP is a politicalbeast. I mean, the reason PPP was created, it's a political tool.Jim 34:55I mean, it to your point, it serves a purpose. It is a tool that has An application. But they the othercolloquial, I mean God, there's so many colloquialisms we could use. But if all you've got as a hammer,everything starts to look like a nail. I could go on, I'll spare the listeners, too many mixed metaphors andbad analogies. But the it sounds like your research is, or the conclusion is, it's got its place, it can bevery effective. But don't over rely on and the industry really should be open to a candid and evidencesupported discussion about alternatives.Riccardo Cosentino 35:32And it's admitting that to private finance, add an additional layer of complexity. And then the private Jimis that most practitioners don't understand complexity don't understand my major program is complexsystems. So it's not understood that you can't keep adding complexity and, and not not having negativeoutcome. Right, the more complexity you add, the more likely you have to have negative outcome, andadding a private sector lender is adding. So if you if you understand that, then you can manage andmitigate it. But if you don't even understand that private sector lending is additional complexity, thenthen you findJim 36:17that that may be the message or the beginning of the next research project or the next mission,understanding the level of complexity and how major programs are, in fact, complex adaptive systems,maybe we can take that step to your point, everything else will start to improve as well.Riccardo Cosentino 36:35So maybe we should start published, shared that complexity tool that we used complexity assessmenttool,Jim 36:46I'm sure Harvey Mahler would be thrilled if you would post a link to his research on complexity. Well,this has been fascinating. Riccardo, I certainly appreciate it. I've learned a lot. I really enjoyed readingyour research. I do think that there are opportunity. I mean, we've got enough evidence that the PPP is 12Transcribed by https://otter.aidon't work that well outside of some pretty specific application. So I think the work that you've done willcertainly push that conversation forward. And I, you know, I appreciate the opportunity to talk with youabout it.Riccardo Cosentino 37:21Thank you very much, Jim. And thanks for hosting the episode today. And hopefully, I'll have you backover guest in the foreseeable future.Jim 37:28That'd be great. I'd certainly appreciate the chance. Thank you.Riccardo Cosentino 37:32Thank you. That's it. For this episode, we'll navigate the major problems. I hope you found today'sconversation as informative and thought provoking as I did. If you enjoyed this conversation, pleaseconsider subscribing and leaving a review. I would also like to personally invite you to continue theconversation by joining me on my personal LinkedIn at Riccardo Cosentino. Listening to the nextepisode, where we will continue to explore the latest trends and challenges in major programmanagement. Our next in depth conversation promises to continue to dive into topics such asleadership, risk management, and the impact of emerging technology in infrastructure. It's aconversation you're not going to want to miss. Thanks for listening to navigate major problems. And Ilook forward to keeping the conversation going Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

Highlights today include: Understanding Build America Buy America: Implications for the Lighting Industry, Midstream Lighting, Inc. Welcomes Ken Brechtel as V.P. of Sales for Major Projects, Light in Your Hands – Control Products by Bluetooth, Monza Method continues to Light Old Masters.

The podcast by project managers for project managers. Selecting contractors and negotiating the terms of a major project is one of the most difficult aspects of project management. In this episode Ed Merrow sheds light on fairness in contracting relationships, for the relationships to be self-enforcing, and how not to unwittingly set your contractors up to fail.  Table of Contents 02:53 … Meet Ed05:28 … Contract Strategies for Major Projects06:59 … Hiring Contractors is Never Easy07:55 … Key Principle #209:12 … #1 There is No Free Lunch10:20 … TINSTAAFL11:28 … #3 Complex Projects Need Simple Contracting Strategies13:03 … Collaboration15:07 … #4 Owners and Contractors are Different17:44 … #5 Large Risk Transfers are More Illusion than Reality19:25 … Importance of Scoping21:29 … #6 Contractors have Shareholders23:14 … Ren25:29 … #7 Contracting Games are Rough Sport27:05 … #8 Assigning a Risk to Someone Who Cannot Control that Risk is Foolish29:07 … #9 All Contracts are Incentivized33:20 … #10 Economize on The Need for Trust36:40 … The Value of Prequalifying Contractors40:13 … Getting the A-Team or the B-Team42:48 … Get in Touch with Ed44:02 … Closing ED MERROW: ...both owners and contractors play games.  Contractors usually win those games.  My advice is try to keep games out of your contracts.  Try not to put in a bunch of complex provisions whereby you think that the contractor will “have skin in the game.”  I want owners to remember that skin in the game is almost always owner skin.  WENDY GROUNDS:  You're listening to Manage This.  This podcast is by project managers for project managers.  My name is Wendy Grounds, and with me in the studio are Bill Yates and Danny Brewer.  We love having you join us twice a month to be motivated and inspired by project stories, leadership lessons, as well as advice from industry experts from all around the world.  We want to bring you some support as you navigate your projects. If you like what you hear, please consider rating our show with five stars and leaving a brief review on our website or whichever podcast listening app you use.  This helps us immensely in bringing the podcast to the attention of others.  You can also claim free Professional Development Units from PMI by listening to this episode.  Listen up at the end of the show, and we'll tell you how to do that. Today our guest is Ed Merrow.  Ed is the founder, president, and CEO of Independent Project Analysis, the global industry leader in quantitative analysis and benchmarking of project management systems.  Ed received his degrees from Dartmouth College and Princeton University; and he began his career as an assistant professor at the University of California, Los Angeles.  He followed that with 14 years as a research scientist at the RAND Corporation, where he directed the Energy Research Program.  We're talking to Ed particularly today about his most recent major research effort which is centered on the quantitative analysis of how contracting strategies and delivery systems shape project results.  His new book is on this subject, and it's titled “Contract Strategies for Major Projects.” BILL YATES:  In our conversation with Ed on procurement and contract strategies, Ed is going to share with us the key principles of contracting that all those involved with planning and executing major projects should know.  Here are three things to listen out for on this episode.  One, contractors may make convenient scapegoats, but they are rarely to blame for bad projects.  Number two, we depend heavily on trust, yet trust is not a contracting strategy.  And number three, contractors are almost always more skilled at playing those contracting games than those owners are. WENDY GROUNDS:  Hey, Ed.  Welcome to Manage This.  Thank you so much for joining us today. ED MERROW:  Well, thank you, Wendy.  I'm glad to be here. Meet Ed WENDY GROUNDS:  We are looking forward to getting into this topic.

In this episode our host Elena Melchert talks with Ed Merrow of Independent Project Analysis (IPA) about his book “Contract Strategies for Major Projects” and why he says that contract strategies is less about the legalities of contracts and more about human behavior. Contract Strategies for Major Projects: https://www.ipaglobal.com/resources/books/contract-strategies-for-major-projects/ Ed Merrow bio: https://www.ipaglobal.com/team/edward-merrow/  Independent Project Analysis (IPA): https://www.ipaglobal.com/ This episode is made possible by TechnipFMC Click here to take it one question survey and receive OGGN hardhat/laptop stickers Brought to you on Oil and Gas Global Network, the largest and most listened-to podcast network for the oil and energy industry. More from OGGN ... Podcasts LinkedIn Group LinkedIn Company Page Get notified about industry events

Michigan has a powerful network of airports throughout the state that make significant contributions to the regional economy. Joining Chris to discuss the Capital Region Airport Authority's recent exciting activity is their President & CEO, Nicole Noll-WIlliams!

Do you work on the job site every day and think you don't have time or energy left over to study for your PE exam?

Clint Larson, Manager of Major Projects and Custom Homes for Ivory Homes, walks us through his organization's transition to adopting water wise landscaping and planning at the subdivision scale. A great talk about organizational change, growth in Utah, and effective implementation of innovative water practices. 

MidJourney = https://www.midjourney.com/app/Replica Studios - https://replicastudios.com/dashboardBook Title: Black Coffee, Two Sugars: How to Super Charge Your Personality Without People-PleasingFocus on your major projectIn order to have a project for 25 years, it's going to need an extensive outline and be an evergreen subjectSomething needs to be written for your audience to either be downloaded or taken homeWorksheet (fill in the blank) for your coursePDF of the main points of your courseA book for your courseEbook for your courseA journalYou can also have merchandise for your projectAsk ChatGPT what merchandise goes well with your projectGo on your tripHave a tablet full of descriptions of locations on your tripPut those descriptions into MidJourneyUse these graphics in your content creation.What Else Can You DoCreate merchandiseTalk to ChatGPTAsk ChatGPT to help you come up with merchandise that you could use.  Put in the description of the book and themes from the book.Then ask for unique out-of- the box ideas that no one would expect that come out of the book.Support this podcast at — https://redcircle.com/the-secret-to-success/exclusive-contentAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Amenities. More and more people are choosing where to live these days based on the attractions offered by communities. To aid in the attraction effort, that State of Indiana launched the Regional Economic Acceleration and Development Initiative (READI). Communities throughout the state were given the opportunity to apply for a piece of matching grant funding. Boone County Economic Development Executive Director Molly Whitehead joins us on Episode 105 of the #LovinLebanon Podcast. Molly shares which quality of life attraction efforts were submitted, and which ones ultimately were awarded funding. She also shares some of the new initiatives being rolled out by the Boone EDC.   

10AM ET 01/31/2023 Newscast Learn more about your ad choices. Visit megaphone.fm/adchoices

Last year was a banner year for the Strip and Nevada's gaming industry. It sounds like the good times will keep rolling in 2023, right?