Lewis Woolcott is delighted to welcome John Hadden to the team as newly appointed, Director – Digital Technology. John joins us with close to 20 years’ experience working in the field of Data and Analytics with a specialisation in Machine Learning (ML), which spans back to 2004 where he undertook a PhD to predict Customer Churn using ML technologies. Lewis Woolcott’s John Lewis welcomed John to the team, “We are delighted to have John join us as we build on our service offering and capabilities. Technology, data and analytics will play a pivotal role in meeting many common challenges associated
Our weekly blogs aim to provide advice from the lessons that we’ve learnt in our collective commercial dealings. But we can’t take credit for all the guidance we impart. Thinking back over my own commercial development, two people (once bosses now friends) were instrumental in my growth as a commercial professional. So, I thought I would pass on what they taught me so that Lewis Woolcott followers might also benefit. During my time at ConocoPhillips, I worked with Jay Jean. Jay was a Senior Contracts / Procurement leader who had decided to do APLNG as his swan song before retiring.
For those of you that haven’t heard the expression ‘drawn on to the sword’ it refers to a scenario where a Contractor doesn’t remedy its poor performance, but rather sits back and waits for the desperate employer to rush in with ‘help’ in the form of directions and resources. The Contractor then relies on those ‘directions’ to secure variations (to get them off the hook or at least muddy the water) or receive free help in the form of additional resources, which they wouldn’t have otherwise been entitled to under the Contract. So, here’s the question, as an employer should
Hiding the risk: Misleading contract terms don’t help. If you’re being bounced around the contract to get to the true allocation of risk, it’s probably time to revise the drafting. Risk offloading: Passing all risks off to the supply chain may seem like a good idea, but the reality is those risks don’t go away. Chances are you’ve either paid a premium for those risks or laid the groundwork for a prolonged period of dispute. Failing to give notices – Give the employer the choice, don’t wait for the decision to be de facto. Employers, deafening silence will not resolve
While enjoying a steak and a few wines at the Boatshed, LW’s regular haunt, I told a friend of mine about the software we had been developing and the consultancy work that we did, when he posed the question – so, what are you? He was trying to put us in a box. Were we a software developer or a commercial consultancy? It was a good question, and I couldn’t give him a simple answer. It’s something I’ve wrestled with over the last month or two and as one of those people who likes a definitive answer, the uncertainty makes
Imagine a project where you could see all your people and resources working in real time. What would you do differently? You would warn people if they strayed into a high-risk area and let them know if a train or wide load was coming. You would make sure they weren’t working on top of each other or in close proximity. You might change the site pedestrian routes or relocate stores to reduce walking time. You wouldn’t need to manually write down everything that happened on site because you could see it, and you certainly wouldn’t need to argue about the