The Greenham Philosophy: Optimise Outcomes by Simplifying the Complex
Those involved in procurement want honest, unwavering advice that’s across what’s going on in the infrastructure and related sectors.
Clients recognise that’s what they need, if they’re to extract maximum value from their legal and procurement advisors, preserve their profitability, protect their reputations, and enjoy smoother project management and effectual contract administration.
Honest, Timely, Industry-Aware & Courageous Advice
Phillip Greenham’s involvement in all facets of the infrastructure sector ensures the currency of his advice. He delivers his guidance with his trademark, well-researched confidence – a confidence that comes from genuinely listening to, and gaining a deep understanding of, the context of the client’s project.
It’s this depth of appreciation that identifies the true contractual priorities of a project averting the need for the production of onerous documentation designed to cover off all manner of unlikely eventualities, and – in effect – burying the client’s true priorities.
JBM offers a bold, efficacious approach to procurement contract advice . . . one driven by simplicity, clarity, and a real-world understanding of what it takes to keep a major project profitable.
Greenham operates on the philosophy that procuring within a complex project environment doesn’t necessarily mean procurement must be complex.
The Value of Simplicity
Phillip’s self-described approach is one of “going up the hill of complexity and descending into the value of simplicity”.
It’s at the top of this analogical hill that most advisors stop, mistakenly believing complexity to represent savvy legal work and a high degree of protection.
This is where Phillip’s “pushing through complexity to informed simplification” modus operandi takes up, because embedded in complexity, he says, is imponderable risk – risk that reveals itself only when the project is under stress. Pushing past this point sees contractual documentation that features refined ideas, expressed simply and with clarity.
The truly effective external advisor works to create understanding and knowledge within the client organisation’s people, operating from the attitude that he or she is imparting a genuine capital asset – and one that ultimately makes the role of the advisor a redundant one.
In line with this, Phillip does not simply tell a client the nature and shape of the recommendation or desired outcome, he explains precisely why the recommendation is the most appropriate move to make, and what may have been unfortunate about the step that was taken yesterday.
In this way, the client’s teams can, in the future, recognise the issue, a similar issue, or the issue under a different guise. They can then respond confidently in a timely, savvy and agile manner, and with minimal external support.