A project team was tasked with demonstrating significant value enhancement of a new relational model for off-shore EPC project delivery. The project was sanctioned at a cost reduction of 11% from the original FID, creating immediate pressure to perform differently.

Coaching and facilitation of the project board, project management teams, cross-functional engineering and construction teams were delivered to align all stakeholders for the new project philosophy, framework, behaviours and goals — and to generate increased collaboration between all project entities and work packages.

• First oil achieved 9 months ahead of schedule
• 20% savings in Capex delivered
• Winner of multiple Global Construction Awards

A pipeline project was running 6 months behind schedule in its final 4 months due to a breakdown in client/contractor relationships. The project faced steep financial penalties for each day of delay to the national grid — the stakes could not have been higher.

A cultural assessment was performed to gather insights into the disconnects between individuals and project entities. Rapid joint working sessions were then implemented to dismantle turf issues and re-invigorate contracting entities to meet critical project deadlines.

• First gas shipped precisely on time
• All contract deliverables successfully met
• Zero financial penalties incurred

A North Sea Integrated project team was tasked to work collaboratively with multiple contractors to realise Capex savings for delivering additional capacity — with zero production interruptions — on a live platform. A complex network of partners with conflicting priorities needed to be aligned.

Collaborative working sessions and coaching were provided for the integrated client and contractor teams to develop creative solutions to their engineering challenges and demonstrate the value of collaborative contracting. Focus was placed on building trust, shared accountability, and innovative problem-solving across all entities.

• 62% documented Capex reduction — against industry norm and project forecast
• Early project completion with zero downtime on the live platform
• Demonstrated the power of collaborative contracting at scale

A newly formed energy and construction partnership was required to demonstrate significant cost savings and increased effectiveness through superior collaboration for the design and construction of over 1,600 retail sites across 16 geographies.

Performance consulting and on-site coaching of Country Managers and country teams were conducted to develop innovative approaches to improve efficiencies and realise cost savings across the portfolio.

The Alliance Leadership Team (ALT) was formulated, launched and coached alongside Country Managers. Performance and collaboration working sessions were implemented with regional delivery teams to gain buy-in and form high-performing teams. On-site coaching support addressed inevitable interruptions and kept teams on track to achieve project milestones.

• 43% aggregate cost savings across the entire portfolio
• 1,600 retail sites successfully built across 16 markets
• Early delivery achieved ahead of original schedule
• Strategic relationships established for future partnership programmes

In the final six months of a ten-year NYC project, schedule, political and community pressures had taken their toll. Architects, designers, engineers and constructors had become entrenched in silos — relationships and trust had eroded, project meetings were counter-productive, individuals bypassed approval channels, and behaviours had embedded aggression and self-protection. All of this was critically impacting the required collaboration and the ultimate project schedule.

HIP interviewed a critical mass of project personnel across client and contracting entities to reveal the mindsets, beliefs and attitudes that had evolved. Upon presenting the output to senior executives, each committed to removing all obstacles and reigniting a positive work culture.

Collaborative cross-team working sessions were conducted to rapidly resolve outstanding project issues, retire counter-productive behaviours, shift focus to the future, and re-establish the productive relationships needed to meet the opening deadline.

• Highly political transit/retail hub soft opening met on time
• Ten-year project successfully delivered in its final critical phase
• All city subway lines connected and operational as planned
• Collaboration and trust fully restored between all project entities

A highly recognised engineering firm had been hard hit in the 2008 GFC, with client project funding put on hold across many regions. Like so many others, they had undergone redundancies — the fallout of which had impacted the mood, morale, creativity and view of the future amongst the people who remained.

A cultural assessment was performed to reveal the depth and breadth of the impact across the region. Work sessions were conducted with the regional board to immediately shift their mindset from "continuing to reduce costs" to "winning more work" — and to develop strategies for uplifting the broader employee base's view of the future.

Activation working sessions were also implemented across each of the regional offices to establish a context of inspiration, shift the paradigm for performance and design winning strategies for capturing new work.

• In the first 8 months, against a forecast of a significant loss in revenue and profits, the region met their original (pre-GFC) revenue target and fell shy by 1% on its original profit target. In the following 12 months, the region exceeded both their revenue and profit targets. This was the first time in 6 years this level of performance was achieved
• Executive board aligned around a shared growth mindset and strategy
• Regional offices re-energised with clear winning strategies
• New work captured across multiple geographies in the UKMEA region

A Global Phase 3 oncology study was running six months behind schedule, jeopardising approvals for a new compound shown to dramatically reduce non-small cell lung cancer tumours. The company's elevated share price reflected the market's confidence in meeting the original submission date announced by its CEO — yet the new study team lacked certainty in clawing back any of the 6-month projected delay.

HIP was asked to design an intervention with the Global study team, physicians, site staff and study monitors. Working sessions were conducted to:

• Shift the prevailing mindset from "we inherited a poorly planned study" to "the future of this trial is in our hands"
• Rapidly develop and increase the leadership provided up, down and across all study entities
• Support Investigators in accelerating patient recruitment and data management
• Build genuine collaboration and shared accountability across the global team
• Cause the required level of relationship between study team members, investigators and site staff to remove barriers and resolve obstacles with speed and creativity

• The joint breakthrough team produced an on-time database lock and successfully clawed back 4 months from the 6-month approval delay. Sales estimated at $1.3M per day.
• Phase 3 global clinical trial successfully completed
• Compound approved — valued at $1.3M in daily sales

A highly visible neurological trial was seriously behind its patient recruitment forecast, putting the FDA approval timeline at risk. Study Investigators and Monitors were operating within traditional, siloed working relationships that were preventing the breakthrough in pace and collaboration needed to recover the schedule.

HIP worked with the study team to break existing working patterns and establish a new model of genuine collaboration between Study Investigators and Monitors. Focus was placed on building shared commitment to the trial outcome, removing barriers to recruitment, and creating an environment where accelerated action was both possible and expected.

• Recruitment accelerated from seriously behind to ahead of forecast within 60 days
• FDA approval met on time
• Neurological trial successfully completed
• New collaborative working model established across the study team

A Multi-National pharmaceutical franchise operating in the Hong Kong market was facing the dual challenge of a major blockbuster product recall and the implementation of new international compliance standards. Despite these significant headwinds, the business needed to demonstrate growth and rebuild market confidence.

HIP coached the franchise leadership and sales teams to shift from a defensive, reactive posture to a proactive, opportunity-focused mindset. Working sessions focused on building team alignment, re-energising the sales force, developing innovative approaches to the market, and establishing a high-performance culture capable of delivering results under pressure.

• 20% breakthrough in sales growth achieved in the Hong Kong market
• Performance delivered despite a major product recall and new compliance requirements
• High-performance sales culture established across the franchise team
• Market confidence rebuilt and new growth strategies implemented