Experience Matters

On behalf of a manufacturer of HRSGs, analyzed an EPC contractor’s $35 million claim regarding a lump-sum contract to design and build a gas-fired power plant. Assessed the EPC contractor’s allegations regarding the constructability of the HRSGs and the delay and disruption impact of those problems on its work.

Provided damages and schedule analysis and claims assistance for an electrical and instrumentation contractor on a geothermal power plant project.

On behalf of an owner, analyzed a contractor’s delay and loss of productivity claim on the design and construction of a polypropylene project.

Analyzed detailed as-planned and as-built schedules for two state prison projects and a city prison project.

On behalf of an owner, performed a schedule quality assessment of a CPM schedule regarding a new university building for the University of the West Indies.

The executive management of this EPC contractor desired to make its project financial forecasting more robust after suffering a number of project write-downs. After verifying that these write-downs were more than an accounting exercise, the EPC contractor wanted an independent third party to evaluate its bidding and execution practices, benchmark them against industry practices, and develop an integrated project risk management/project governance system that executive management could rely upon. Engaged to evaluate the written procedures and practices of each of the four divisions against industry practices. After the steps required to make those procedures and practices more robust were defined, the team worked with the client to revise the procedures and adjust its practices to make the output of the bidding and execution processes more reliable and transparent to management. This work also involved developing a client custom project governance program to identify high-risk bids and projects during execution and define the tools/staff needed to address these high-risk situations.

EPC design build of a 280 MW gas-fired combined cycle power expansion to a refinery brownfield site. Managed and directed contract administration and claims procedures team. Defended and negotiated a series of owner/subcontractor claims against the EPC contractor. Prepared a force majeure weather impact claim.

On behalf of a contractor, prepared a response to an owner’s experts’ reports for an ICC arbitration in London regarding the reasonableness of a bid estimate and the cost to complete an airport project.

Defended an oil and gas producer against an $8 million claim from an EPC contractor and shipyard for additional costs alleged to have arisen as a result of a significant increase in scope and project delay. Analysis revealed that defendant had failed to properly consider nearly $8 million in paid extra work. Claim was settled in mediation.

On behalf of an owner, analyzed a major international contractor’s $22 million delay and disruption claim on a $100 million refinery upgrade project. The project involved new hydrotreater and sulfur recovery units. Prepared a detailed schedule delay analysis and damage analysis and provided mediation testimony, which resulted in a successful settlement of the dispute.