In the second installment of this two-part series on public–private partnerships (P3s), Riccardo and his expert guests move from theory to practice, digging into the real-world complexities and nuances that make or break these projects. Emily Moore (University of Toronto), Pouya Zangeneh (University of Calgary), and Rob Pattison (Rob Pattison Consulting) return to share lessons from the field and reflections on how innovation, collaboration, and contract design shape project outcomes. Together, they explore why achieving true output-based specifications is so challenging in regulated environments, when P3s work best for complex projects, and how to balance innovation with safety and quality. The conversation also delves into the human factors behind success: how courage, trust, and integrity influence outcomes far more than contract structures alone. From navigating biases in project estimation to building the conditions for genuine collaboration, this episode offers a candid look at what it takes to deliver high-quality infrastructure through public–private partnerships today. Key Takeaways -The fine line between reality and expectation in output-based specifications. -Cutting corners is a false economy, but owners and contractors can still explore feasible ways to save time and money. -The real differences between collaborative and alliance versus P3 models. -The conclusions to be drawn from examining the first wave of P3 and linear projects in Canada. -The huge impact of having courage and character in this industry. Quote “I'm first and foremost a contracts person, and I love contracts and I believe in freedom of contract. Freedom of contract means, at its heart, the freedom to make what might appear to others to be a bad deal, right? So let me offer the three of you a deal. I'm going to pay you, I don't know, a thousand bucks a year. And if I get drunk and fall asleep smoking in my bed, you're going to build me a new house for a couple of million bucks, anybody want to sign that contract with me, right? You'd be crazy to. That's a crazy contract, right? But my insurance company does that for me. They take that bet and they make a bucket of money doing it. Maybe not these days, but, you know, traditionally, that's a contract that looks ridiculous on its face, and yet it works.” - Rob Pattison
In the second installment of this two-part series on public–private partnerships (P3s), Riccardo and his expert guests move from theory to practice, digging into the real-world complexities and nuances that make or break these projects. Emily Moore (University of Toronto), Pouya Zangeneh (University of Calgary), and Rob Pattison (Rob Pattison Consulting) return to share lessons from the field and reflections on how innovation, collaboration, and contract design shape project outcomes.
Together, they explore why achieving true output-based specifications is so challenging in regulated environments, when P3s work best for complex projects, and how to balance innovation with safety and quality. The conversation also delves into the human factors behind success: how courage, trust, and integrity influence outcomes far more than contract structures alone.
From navigating biases in project estimation to building the conditions for genuine collaboration, this episode offers a candid look at what it takes to deliver high-quality infrastructure through public–private partnerships today.
Key Takeaways
Quote
“I'm first and foremost a contracts person, and I love contracts and I believe in freedom of contract. Freedom of contract means, at its heart, the freedom to make what might appear to others to be a bad deal, right? So let me offer the three of you a deal. I'm going to pay you, I don't know, a thousand bucks a year. And if I get drunk and fall asleep smoking in my bed, you're going to build me a new house for a couple of million bucks, anybody want to sign that contract with me, right? You'd be crazy to. That's a crazy contract, right? But my insurance company does that for me. They take that bet and they make a bucket of money doing it. Maybe not these days, but, you know, traditionally, that's a contract that looks ridiculous on its face, and yet it works.” - Rob Pattison
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