Roadblocks to delivery
In the spring of 2024, a major UK energy infrastructure project was facing growing challenges. A specialist subcontractor – our client – had been entrusted with delivering a critical mechanical scope under the oversight of the Contractor and their Client. Yet despite huge efforts on all sides, mounting costs, delays, and site-wide productivity issues were beginning to erode everyone’s confidence and create real risk.
The subcontractor engaged Coron Projects at a critical moment. From April 2024, we were embedded remotely, and on the ground, tasked with a deeper approach than traditional project management. We were hired to provide proactive project leadership, commercial stewardship and structured support to the subcontractor’s executive team. We were there to help them navigate, structure and protect their position through what had already become a highly complex commercial situation.
Recognising the real risks
When we first arrived, the commercial relationship between subcontractor and contractor was defensive and reactive. The first few months were about listening, understanding and building trust. We worked closely with the subcontractor’s Managing Director, providing critical support behind the scenes – challenging assumptions, analysing what had gone wrong and helping frame the questions to find answers. Through many conversations, it became clear that unless formal action was taken, the situation could deteriorate rapidly. This culminated, after several months of groundwork, in the first formal request for financial support in the form of a contract variation request in July 2024.
Throughout, we focused heavily on improving relationships. Correspondence was transactional and we spotted that people were missing opportunities for collaboration. The conversations lacked the structure needed to tackle underlying problems. We made it a priority to change that. Through presence on site, constructive, solution-focused communication and persistent efforts to demonstrate good faith and professionalism, we helped rebuild commercial trust. This is where the project team needed strong commercial support – to make changes step by step.
Rebuilding trust, step by step
Internally, Coron supported and often facilitated key workshops between the subcontractor’s senior team members. Although typically initiated by the Managing Director, we often led these sessions – focused on programme risks, change management and commercial strategy – as he relied on us to provide the structure, analysis and decision-support to move discussions into clear actions. With the external meetings with the contractor and the client, we played an instrumental role behind the scenes, preparing our client for these external engagements and helping them present their case with clarity and structure.
Encouraged by Coron’s proactive project leadership advice and the Managing Director’s vision, the subcontractor appointed a new Project Director, bringing much-needed leadership to the site team. This was an important development to strengthen the management on site. Working closely with this new leader, Coron provided a robust commercial management structure, risk management and proactive change management, ensuring that risks were addressed before they became disputes.
Reaching commercial stability
The real success, however, came through persistence. Negotiations were not straightforward because different stakeholders had different agendas. We worked as a team to create, test and reshape solutions. There were setbacks. There were times when legal escalation seemed unavoidable. Yet Coron’s focus never shifted: clear communication, evidence-led discussions, practical collaboration and unrelenting drive toward a workable solution.
By March 2025, the team secured an outcome. A variation agreement was signed between the Subcontractor and Contractor that included significant financial support (from both the Contractor and the Client), structured milestone payments, a resolution of historic claims and a practical framework for completing the mechanical scope. Critically, it gave the subcontractor a sustainable commercial pathway – stabilising their cashflow, protecting their viability and preserving relationships with both Contractor and Client.
Reflections for proactive project leadership on future projects
This was a team success. Coron Projects fulfilled a vital role within that team: enabling the leadership to lead, providing commercial rigour, structuring options and driving practical outcomes when pressure was at its highest.
Looking back, there are powerful lessons for the future. It’s essential to identify financial and programme risk as early as possible. Honest, structured conversations create the space to find solutions. Cashflow management must always be front and centre. And when you build commercial collaboration on solid foundations, it can survive even the most difficult periods.
At Coron Projects, we are proud to have played a decisive part in this success. Supporting project-driven businesses to lead through pressure is just one of our services – and it is in these moments that true value is created.
Read more on our blog: 5 Reasons Project Leaders Need Commercial Management Support. Book a call with us.