Engineering Consultancy Services

Fixed-Price contracts aren't protecting you... They're setting you up for failure! Most procurement teams think Fixed-Price = safety. Budget certainty. Risk transferred to the supplier. But here's what actually happens: → Your scope isn't as clear as you think → Requirements shift → The supplier protects themselves with change orders → You end up paying more, damaging the relationship AND... You have to spend time reopening/renegotiating contracts... I've watched this play out dozens of times. The real question isn't "which contract type is safest?" It's "which contract type matches my situation?" Here's how to actually decide: → 𝗪𝗵𝗲𝗻 𝘀𝗰𝗼𝗽𝗲 𝗶𝘀 𝗰𝗿𝘆𝘀𝘁𝗮𝗹 𝗰𝗹𝗲𝗮𝗿: Fixed-Price works. You get budget certainty and transfer delivery risk to the supplier. → 𝗪𝗵𝗲𝗻 𝘀𝗰𝗼𝗽𝗲 𝗶𝘀 𝗳𝘂𝘇𝘇𝘆 𝗼𝗿 𝗲𝘃𝗼𝗹𝘃𝗶𝗻𝗴: Time & Materials keeps you flexible. Add "Not-to-Exceed" caps to control costs. → 𝗪𝗵𝗲𝗻 𝘆𝗼𝘂 𝗰𝗮𝗻'𝘁 𝗲𝘃𝗲𝗻 𝗲𝘀𝘁𝗶𝗺𝗮𝘁𝗲 𝘁𝗵𝗲 𝗲𝗳𝗳𝗼𝗿𝘁: Cost-Plus gives transparency for R&D and innovation work. But it requires active oversight. → 𝗙𝗼𝗿 𝗼𝗻𝗴𝗼𝗶𝗻𝗴 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀: Master Service Agreements let you negotiate once, reuse forever while using Statements of Work (SoW) for specific work. Essential for strategic suppliers. → 𝗙𝗼𝗿 𝗿𝗲𝗰𝘂𝗿𝗿𝗶𝗻𝗴 𝗴𝗼𝗼𝗱𝘀: Supply Agreements lock in pricing and guarantee supply. → 𝗙𝗼𝗿 𝘃𝗮𝗿𝗶𝗮𝗯𝗹𝗲 𝗱𝗲𝗺𝗮𝗻𝗱 𝘄𝗶𝘁𝗵 𝗺𝘂𝗹𝘁𝗶𝗽𝗹𝗲 𝘀𝘂𝗽𝗽𝗹𝗶𝗲𝗿𝘀: Framework Agreements let you compete each project while maintaining pre-qualified vendors. Picking the right contract type is about correctly defining the rules of the game before you play it... But the rules also need to be adapted to the game! Otherwise, you're going to be bickering about the rules instead of creating value for both your organizations... Most contract failures happen because teams pick contract type based on comfort, not project fit. The visual below shows you exactly how to choose based on your situation. Would you add/change anything? Let me know in the comments 👇 _________________________ 𝗣.𝗦. I help companies choose and implement ProcureTech solutions for a living. If you're going to implement a CLM and/or an "AI Agent" to negotiate contracts, you're going to need to define your business rules for when to use which contract type in your business... Is that something you already have...? Every Sunday, I send out a free newsletter which shows you what you need to get results with technology. It's read by 10,000+ Procurement professionals (and counting...) Subscribe here for free: https://lnkd.in/eCeAcP3h

A CEO asked me four words during a $50,000 negotiation, and I handled it exactly wrong. "Do you do monthly payment terms?" I snapped back instantly. "No. Most SaaS companies sell annual contracts. We only do annual terms." Almost defensive. And it nearly turned the negotiation into an argument. Here's what I found out later, after we cleaned up the friction I created: He didn't want monthly payments at all. This was June. He wanted $25,000 of the bill to land in January for budgeting reasons. Given the contract size, I was happy to do that. The whole standoff was pointless. The conversation should have gone like this: Him: "Do you do monthly payment terms?" Me: "Help me understand what's driving you to need that." Him: "I need half of this to hit in January for accounting purposes." Done. No friction, no argument, same outcome in thirty seconds. There's an old negotiation parable that captures this perfectly. Two people are fighting over one orange. About to split it in half, one finally asks: "Why do you want it?" The first wanted the peel to brew beer. The second wanted to eat the fruit. One peeled it, both walked away with 100% of what they came for. Every ask your buyer makes works this way. The ask is a means. The need underneath it is the end. Respond to the ask and you're haggling. Uncover the need and you're actually negotiating. One more tactical note: don't ask "why do you need that?" The word "why" puts tense people on defense. Ask "what's causing you to need that?" instead. Same question, none of the sting. The next time a buyer hits you with a demand, put your reaction on hold and find the need behind the ask. P.S. Negotiation is one of the 11 skills that decide whether AEs close enterprise deals. We broke down all 11 in our research report → https://lnkd.in/g63fcp2D

Most negotiations fail before they even begin.   Not because of bad tactics. Not because of tough opponents. But because one side walks in without a real plan.   Vague goals and wishful thinking won’t cut it.   If you want to win, you need a negotiation plan that’s SMART:   → Specific Know exactly what you want. Not just “a better deal” but a defined outcome.   → Measurable Put numbers on it. What price? What terms? What deadlines?   → Achievable Be ambitious but realistic. If your ask is impossible, you won’t get anywhere.   → Relevant Focus on what truly matters. Price, quality, service—prioritize what moves the needle.   → Time-based Set deadlines. A deal that drags on forever is often a bad deal.   Now, let’s take this a step further.   Before any negotiation, you must define three critical points:   → MDO (Most Desirable Outcome): Your ideal result. The best-case scenario if everything goes your way.   → LAA (Least Acceptable Agreement): Your walk-away point. If the terms drop below this, you leave.   → BATNA (Best Alternative to a Negotiated Agreement): Your backup plan. If this deal collapses, what’s your next move?   Here’s how it plays out in real life:   Say you’re negotiating a supplier contract for your company.   MDO: Secure a unit price of $11 with a 30-day delivery window.   LAA: You won’t go above $11.45 or accept more than a 45-day delivery time.   BATNA: If the supplier won’t meet your LAA, you have another vendor ready to step in at $11.50 with a 35-day turnaround.   Now, imagine negotiating without this clarity.   - You’d be guessing at what’s acceptable, - Making decisions under pressure, and - Likely leaving money on the table.   Top negotiators don’t guess.   They plan.   And here’s the real power move:   Subtly signal that you have options.   When the other side senses you have a strong BATNA, the dynamic shifts.   They start making concessions. You stay in control.   So before you step into any deal, ask yourself:   → Are my objectives SMART? → What’s my MDO, LAA, and BATNA?   Get clear on those, and you’ll never negotiate from a weak position again.   -------------------- Hi, I’m Scott Harrison and I help executive and leaders master negotiation & communication in high-pressure, high-stakes situations. - ICF Coach and EQ-i Practitioner - 24 yrs | 19 countries | 150+ clients  - Negotiation | Conflict resolution | Closing deals 📩 DM me or book a discovery call (link in the Featured section)

A few weeks ago, I sat down with a friend who runs a mid-sized software agency. He’d just wrapped up a fixed-price project for a client. At first, everything seemed perfect: - The contract was neat. - The price was set. - The scope was clear. But halfway through, cracks began to show. The client wanted new features. “Just a small addition,” they said. Then another. Before long, the project scope looked nothing like the original plan. But the price? That stayed the same. My friend tried to manage the changes, but his hands were tied. The fixed-price contract didn’t allow flexibility. So, he had two choices: 1. Absorb the extra work and take the financial hit. 2. Push back and risk souring the client relationship. Both options were painful. By the end of it, he’d burned time, money, and trust—without turning a profit. On paper, fixed pricing sounds perfect: • Predictable costs • Simplicity • A sense of control But here’s the truth: Tech projects are rarely predictable. Scope changes, new requirements, and unexpected challenges are inevitable. A fixed-price contract locks in your costs—but it also locks in your flexibility. When the project evolves (and it will evolve), you’re left with three bad options: • Cut corners • Absorb costs • Fight over what’s “in scope” That’s not control. That’s chaos. Now the best contracts don’t eliminate risks—they anticipate change and build processes to handle it. Here’s how: 1. Define a Clear Change Order Process • Outline how changes to the scope will be handled. • Include timelines, approval steps, and cost adjustments. 2. Negotiate Flexibility from the Start • Be upfront about the potential for scope changes. • Build in buffer time, additional fees, or flexible milestones. 3. Shift the Mindset Around Fixed Pricing • Treat it as a starting point, not a cage. • Fixed pricing should provide stability—not kill adaptability. Now let’s rewind to my friend’s situation—but this time, he has a solid change order process. When the client requests a new feature, he refers to the contract: “We can absolutely add this feature. Let’s create a change order to adjust the timeline and budget.” • The client understands the process because it was outlined from day one. • The project adapts smoothly. • And my friend? He gets paid for the extra work. Now fixed pricing isn’t a bad idea, but it’s not risk-free. A great contract balances cost stability with room for adjustments. By planning for change upfront, you protect your business from surprises—while keeping your clients happy. In the unpredictable world of tech projects, flexibility isn’t optional. It’s necessary. —— 📌 If you need my help with drafting custom contracts for your high-ticket projects, then DM me "Contract". #Startups #Founders #Contract #Law #Business

Ground condition surprises torch budgets. Here's a 4-step cure that prevents claims: After 35 years of ground condition claims, I've developed a proven playbook. Early Contractor Involvement applied to site investigation from day one. These steps don't cost too much but reduce ground claims significantly. Step 1: Ask shortlisted bidders what results they REALLY need to know from the ground investigation Their site investigation assessment often beats a consultant's desk study. Too often consultants, constrained by budget, instruct bare minimum investigation. $1 spent on verified ground data has a $100 payback on claim avoidance. Step 2: Target your investigation for maximum results Fund extra boreholes, CPTs, test pits as early works if contractors ask for them. At Lucky Bay, we engaged the contractor to carry out an early works geotechnical campaign. Nailed exactly what the soil was down to required excavation depth. Ensured a firm price lock-in. Step 3: Consider a Geotechnical Baseline Report Co-author it with your shortlisted contractor. A joint GBR turns "unknown" into "known" and kills unforeseen conditions claims. Step 4: Embed schedule of rates for true unknowns Stiff clay, rock, rock-ripper hours - price risk and rates upfront, don't litigate afterwards. Consultants owe clients transparent, realistic pricing structures. Contractors welcome it. Clients gain cost certainty and a de-risked project. This is your margin insurance. Consultants - we owe clients this diligence. Shape the investigation, share risk, slash dispute risk. Clients and contractors - this four-move playbook works. From scoping investigations to negotiating fair risk balance. P.S. Want to discuss your ground conditions exposure? Drop me a message and let's see how we can save you money and avoid nasty claims on your next project.

Energy Audit Calculations and Process | ASHRAE Level 1: A successful energy audit is built on accurate calculations, systematic analysis, and practical recommendations. I created this infographic to provide a concise reference to the ASHRAE Level 1 Energy Audit methodology, covering both the audit process and the key engineering calculations used to identify energy-saving opportunities. Here I Include: • Utility Bill Analysis • Site Walkthrough & Equipment Inventory • Energy Use Intensity (EUI) • Load Factor Calculation • Specific Energy Consumption (SEC) • Lighting Power Density (LPD) • HVAC COP Evaluation • Demand Cost Analysis • Motor & Transformer Loading • Annual Energy & Cost Savings • ROI, NPV & Payback Period • Carbon Emission Reduction • Energy Conservation Measures (ECMs) Whether you're an energy engineer, facility manager, consultant, or engineering student, I hope this serves as a practical reference for understanding the fundamentals of an ASHRAE Level 1 Energy Audit. #EnergyAudit #ASHRAE #ASHRAELevel1 #EnergyEfficiency #EnergyManagement #EnergyEngineering #BuildingPerformance #BuildingEnergy #CommercialBuildings #IndustrialFacilities #FacilityManagement #Sustainability #GreenBuilding #GreenBuildings #NetZero #Decarbonization #CarbonReduction #ESG #ClimateAction #HVAC #ElectricalEngineering #MEPEngineering #PowerSystems #ISO50001 #EnergyConservation #EnergyAnalysis #EnergyConsultant #Engineering #EngineeringCommunity #ProfessionalDevelopment #sreda #MEP #Solar

🌄 How We “Read the Mountains” Before Building Roads Behind the Scenes of Geotechnical Site Investigation for Slope Stability Once, I was standing at the edge of a steep cut, watching our team drill the first borehole. Someone asked me: “Why do we spend so much time testing before we start construction?” My answer was simple: Because in such steep location, the ground is the biggest risk. When you are designing a road that cuts through a mountain area, the slope doesn’t forgive mistakes. A single weak layer or uncertainty can cause a disaster … A mismatched soil–rock interface… → and you get a landslide that cost the entire road. That’s why we approach geotechnical investigation for slope stability like a medical diagnosis: 🟩 1. Understand the Geology — The Mountains Always Tell a Story Identify rock types, weathering grade, fault zones Map discontinuities (dip/dip direction, spacing, aperture) Check for old landslide scars Mountains keep records of previous failures. You just need to read them. 🟦 2. Drill Smart, Not Just Deep Typical investigation: Boreholes along the road alignment SPT in residual soils Rock Core Logging (RQD, RMR, GSI) Standpipe or piezometers for groundwater And sometimes you need inclined boreholes to hit the critical joints. 🟧 3. Test What Matters for Stability Direct Shear / Triaxial CU-CD for soil parameters Point load & UCS for rock strength Permeability for seepage Laboratory mapping of shear strength at the soil–rock interface Slope stability depends on one thing: Shear strength versus driving forces. 🟥 4. Assess Hazards Using Real Models 2D/3D Slope Stability (PLAXIS, GeoStudio) Rock kinematics (wedge, planar, toppling) Rainfall infiltration & groundwater rise Dynamic loading for seismic zones The target isn’t FS = 3… The target is zero surprises during construction. 🏗️ Geotechnical Engineering is Not Just Drilling — It’s Risk Control Before any road is built in mountain terrain, a solid geotechnical investigation is the difference between a safe alignment and a future landslide. And this is why I love our profession: Every mountain has a different personality. Every slope has a secret. And it’s our job to find it before it finds us. #Geotechnical #SlopeStability #GeotechEngineering #SoilMechanics #RockMechanics #Geology #SiteInvestigation #SlopeFailure #PLAXIS #GeoStudio #EngineeringDesign #InfrastructureProjects #TransportationEngineering #Earthworks #ConstructionManagement #InfrastructureDevelopment #STEM #Innovation #Sustainability #ProjectManagement #Leadership #Technology #EngineeringCommunity #EngineeringLife #SaudiArabia #MiddleEastProjects #FutureOfEngineering

GEOTECHNICAL RISK - HOW MANY BOREHOLES SHOULD I DO? I've been having quite a few conversations lately about geotechnical investigation scopes with our clients. We have discussed how the geotechnical risk is communicated to them (our client) and how they might communicate this to their client. All too often, communicating the risk in a proposal and trying to explain why you have chosen to do certain things is difficult and sometimes not understood or appreciated. So PRICE, not VALUE becomes the driving factor. To try and better communicate this, we have developed a tool that will help. We have developed an ISO31000 Risk Management framework to provide a geotechnical risk assessment of the site and proposed development in order to establish the requirements for the geotechnical investigation. We follow these steps: 🔵 Look at factors that affect the likelihood of negative outcomes and score them on a 1-3 scale. These include things like geological complexity, groundwater conditions, geohazards and the like. 🔵 Look at factors that could affect the consequence of a negative outcome and score them on a scale of 1-3. These include things like the importance of the structure or development and the number of occupants, the sensitivity of the structure and things like adjacent constraints, structures and asset values. 🔵 Each of the Risk Factors are weighted to provide an overall Likelihood and Consequence score and definition. 🔵 An ISO 31000 5 x 5 risk matrix is used to derive an overall risk. This is a great first outcome for communicating risk in a consistent and familiar way. But we take it a step further. 🔵 Based on the Consequence Score, a BS EN 1990 Consequence Class can be derived (CC0 to CC4) 🔵 Based on the Likelihood Score, a BS EN 1997 Geotechnical Complexity Class can be derived (GCC1, GCC2 or GCC3) 🔵 Using these two classes a Geotechnical Category can be derived (GC1, GC2, GC3) 🔵 And finally a recommended geotechnical investigation can be recommended based on the guidance provided in BS EN 1997. This is used as a starting point for us to derive our site and project specific scope. Although we (in Australia) do not have specifications or specific prescriptive requirements to adhere to when it comes to scoping geotechnical investigations, adopting the processes in other standards and communicating them is important. Using a tool like this is beneficial to our clients to offer a simple, robust, and consistent approach for assessing, demonstrating and communicating risk so that they can make the most informed choices. PTG Consulting #geotechnical #engineering #geology

Aspects of Comparison in Energy Efficiency: What Every Professional Should Know Energy efficiency isn’t just about saving energy—it’s about understanding how and where improvements can be made. Here are four critical dimensions to guide your strategy: ✅ 1. Energy Use Index (EUI) vs Energy Cost Index (ECI) EUI: Measures physical energy units (e.g., kWh/m²/year). Great for benchmarking consumption patterns. ECI: Expresses energy use in monetary terms (e.g., USD/m²/year). Essential for financial reporting and stakeholder buy-in. ✅ 2. Energy Efficiency vs Energy Savings Efficiency: Relative metric (Output/Input) showing process effectiveness. Savings: Absolute reduction in energy (kWh or MJ). Often tied to compliance and government programs. ✅ 3. Electric Motors vs Compressed Air Systems Motors: High efficiency (90–96%) with predictable losses. CAS: Extremely low efficiency (5–15%), with 90–95% energy lost as heat. 💡 Tip: Compressed air is costly—optimize or replace where possible. ✅ 4. Operational vs Engineered Improvements Operational: Low/no-cost actions like maintenance, sensor calibration, and behavioral changes. Engineered: Capital-intensive upgrades (e.g., VFDs, heat exchangers) for long-term gains. Why This Matters Understanding these comparisons helps professionals: Prioritize low-hanging fruit before big investments. Align energy goals with cost efficiency and sustainability targets. Communicate effectively with both technical teams and financial stakeholders. As an energy efficiency expert, you have to ask yourself, what’s my go-to strategy for balancing operational tweaks and capital projects? #EnergyEfficiency #Sustainability #IndustrialEfficiency #OperationalExcellence #CostOptimization