Business case
The EPC manager of a USD 10 billion-plus airport project faced an ICC arbitration brought by the owner after significant delays and cost overruns. Completion had taken more than three times longer than planned, and the owner sought more than USD 1 billion in financial compensation.
Our work helped the Tribunal focus on the packages, sequences and project-management events that mattered most to the delay case. Under cross-examination, the analysis provided a structured way to test a highly fragmented project record against the respondent’s position.
Our experts narrowed a complex airport project record to the contract packages and sequences most likely to drive the claimant’s case. We designed bespoke prioritisation metrics and performed an As-Planned versus As-Built windows analysis to isolate the causes of critical delay and translate project evidence into hearing demonstratives.