HKA’s delay expertise played a pivotal role in adjudication proceedings connected to Perth’s high-profile EQWest development at Elizabeth Quay.
In a confidential finding, an adjudicator found that D&C Corporation had acted unreasonably and “vexatiously” in withholding payments from contractor SRG.
A detailed delay analysis by Victor Ageev, delay expert at HKA, was central in supporting that outcome. His report identified that late commencement and slow progress of finishing trades, attributable to D&C, were a key cause of delays, undermining claims made against SRG. The arbitrations resulted in orders for D&C to pay around $5 million, bringing rare public insight into the delivery challenges of one of Perth’s most prominent waterfront developments.
“Nothing in a project happens in a vacuum – there is no substitute for rigorous consideration of the facts to separate causes and effects and to find the true drivers of late completion. I’m pleased to have provided reliable assistance to support a clear result.”
HKA report calls for a reset as collaborative contracting falls short of its promise
23rd April 2026
Australia’s infrastructure sector is struggling to translate the promise of collaborative contracting into consistent project outcomes, according to a new HKA report, Collaborative Contracting – Dispelling the Myths, which challenges long-held assumptions and calls for a fundamental reset in how collaboration is implemented.
At a time of escalating costs, supply chain pressure and increasing project complexity, the report argues that improving how collaboration is implemented – not whether it is used – is critical to lifting performance across the sector.
Drawing on extensive delivery experience and insights from HKA authors and infrastructure experts, Amri Denton and Shreya Shah, along with a broad cross‑section of industry stakeholders, the report finds that while collaboration is widely discussed, effective implementation continues to lag due to misconceptions, capability gaps and entrenched behaviours.
While collaborative contracting is now central to industry reform agendas, the report finds its potential is often undermined by outdated assumptions, including the belief that collaboration is synonymous with alliancing, requires excessive effort to establish, or dilutes commercial accountability.
Based on extensive industry consultation and HKA’s real project experience across procurement, delivery and dispute resolution, the report provides a rare end-to-end perspective on why collaborative models succeed or fail in practice.
“The industry talks a lot about collaboration, but many organisations are still not set up to deliver it. Too often, we refine and change contracts without changing the capabilities, governance and behaviours needed to make it work.”
Amri Denton, Partner
The report highlights the most common myths – including the belief that collaboration equals alliancing or that it requires disproportionate effort – and identifies key implementation barriers such as owner readiness, inconsistent governance and a lack of supply chain integration.
It also highlights that while collaborative contracting is not a panacea, it can materially improve outcomes where governance, capability, incentives and culture are aligned.
In his foreword, Sydney Airport’s Group Executive – Planning & Delivery, Paul Willis, emphasises the need for more aligned, transparent delivery approaches to manage growing complexity.
“Major aviation projects operate in complex, live environments. These challenges cannot be addressed through traditional contracting alone. This paper provides a practical roadmap to help owners and the supply chain implement collaborative models with greater clarity, consistency and realism.”
Paul Willis, Sydney Airport
Key insights from the report include:
Collaborative contracting is a spectrum, not a single model.
Owners overestimate the effort required to establish collaborative models and underestimate the effort involved in running adversarial ones.
The biggest constraint is owner capability – not market maturity.
Real value is unlocked beyond Tier 1 across the full supply chain.
A collaborative contract alone is not enough – capability and culture are critical.
Recommendations for industry
The report outlines targeted actions for owners, contractors and policymakers, including:
Shifting the debate from ideology to capability.
Selecting delivery models based on the problem, not precedent.
Aligning risk, reward and incentives.
Investing in organisational capability and empowered governance.
Providing consistent signals to the market.
Integrating the supply chain through structured engagement.
A call to action
The authors emphasise that collaborative contracting represents a different operating system – not simply a contractual alternative.
Amri Denton continued, “The question for owners is not whether collaboration has merit, but whether they are truly equipped to implement it. For many, the priority now must be building the readiness, capability and confidence to make it work in practice.”
About the report
Collaborative Contracting – Dispelling the Myths is based on HKA’s global delivery experience across major infrastructure programs, supplemented by insights from leading owners, contractors, consultants, legal practitioners and academics. It explores capability, behavioural and commercial barriers to improved project performance.
A practical guide to improving collaboration, capability and outcomes across Australia’s infrastructure sector
Australia’s infrastructure sector is facing unprecedented complexity, rising delivery pressures and persistent productivity challenges, placing pressure on traditional delivery models. In this environment, collaborative contracting has emerged as a powerful lever to improve outcomes, yet adoption remains inconsistent, and results are often mixed despite strong advocacy and intent.
HKA’s new report, Collaborative Contracting – Dispelling the Myths, cuts through the noise to provide a clear, experience‑based assessment of what collaboration really requires, why it often falls short, and how owners, contractors and the supply chain can implement it with greater confidence and maturity.
Developed by HKA commercial experts Amri Denton and Shreya Shah, and informed by extensive industry consultation, the report challenges long‑held misconceptions, including the belief that collaboration is synonymous with alliancing, that collaboration demands disproportionate effort, or that it lets contractors “off the hook”. It also highlights critical capability gaps that prevent successful implementation, including owner readiness and governance, supply chain integration, and leadership.
The term “collaborative contracting” is used widely across industry discussions, but often without precision, creating confusion and misaligned expectations. Two people may speak confidently about “collaboration” while referring to entirely different commercial models, behavioural expectations or governance arrangements.
The report defines it more clearly as a spectrum of delivery approaches that align objectives, incentives and behaviours to achieve the best outcomes for the project.
Crucially, it emphasises that collaboration is not created by the contract alone. It depends on the broader system in which the contract operates – including governance, leadership, behaviours and commercial settings. The contract remains essential, but it is only one part of the solution.
In this sense, collaborative contracting is not simply a different contract. It is a different operating system.
What this report covers
The report provides a structured examination of why collaborative contracting continues to fall short of its potential and explores:
The most common myths limiting adoption of collaborative contracting
The key barriers to implementation, including capability, culture and operating models
How to align risk, incentives, behaviours and governance across delivery partners
Why collaboration must extend beyond Tier 1 to the full supply chain
Practical recommendations for owners, contractors and policymakers
A simple, working definition of collaborative contracting that supports clear decision‑making
Who should read this report
This report is intended for those responsible for shaping and delivering infrastructure outcomes and those making and influencing policy, particularly:
Government agencies and infrastructure owners
Contractors, consultants and delivery partners
Commercial, procurement, and project leadership teams
Policy and industry bodies shaping construction reform
Infrastructure investors and advisors
Anyone navigating increasingly complex or major programs of work
Anyone seeking clearer pathways to improved project outcomes
Why it matters
Collaborative contracting is not just a different contract form – it is a different operating system. When implemented with capability, discipline and transparency, it delivers stronger risk management, improved certainty, more sustainable supply chain relationships and better infrastructure outcomes.
Key takeaways
Collaborative contracting is widely discussed but inconsistently applied.
Misconceptions and legacy thinking continue to limit adoption.
Owners – not contractors – are often the limiting factor.
Collaboration must extend beyond Tier 1 to unlock real value.
Culture, capability and governance matter as much as contract form.
Implemented well, collaboration improves performance, reduces risk, and creates more resilient supply chains.
Amri Denton is a Partner at HKA and leads its Commercial Advisory practice in APAC. He specialises in procurement, contracts, commercial strategy and the delivery of complex infrastructure projects, with deep expertise in collaborative contracting and NEC contracts. With an engineering foundation and over two decades of international experience across Australia, the UK and the Caribbean, Amri advises owners and delivery partners on structuring and implementing high-performing commercial models.
Shreya Shah
Associate Director
Shreya Shah is a commercial advisory professional at HKA with a strong foundation in contract management. She specialises in procurement strategy and procurement with strong experience of commercial management and the practical implementation of collaborative contracting models, including NEC contracts. Shreya works closely with clients and delivery teams to strengthen commercial governance, establish robust contracting frameworks, and embed disciplined contract management practices across major programmes.
Bruno Vickers joins HKA to build investigations practice in Singapore
15th April 2026
HKA is pleased to announce the appointment of Bruno Vickers as a Partner with the Forensic Accounting and Commercial Damages (FACD) practice in Singapore.
Bruno brings almost 20 years of experience providing investigative support, fact-finding and evidence gathering for clients across a range of high-stakes, multi-jurisdictional commercial litigation and arbitration cases. In his previous role, he led a Global Investigations team in Asia for over three years. Before this, Bruno was responsible for founding the Asia practice of GPW, a leading international political risk, investigations and dispute consulting firm.
Bruno is a Licensed Private Investigator with experience ranging from due diligence on transactions to complex fraud, asset tracing and dispute resolution. He specialises in global asset recovery and has worked alongside leading litigators and in-house counsel to secure and enforce civil and arbitral awards.
“I’m delighted to join HKA at a time when its global platform and growing Asia-Pacific presence make it an especially compelling place to build. I look forward to working alongside such a talented and multidisciplinary team to establish a business intelligence and investigations practice in the region.
At a moment of geopolitical turbulence and rapid AI-driven change, the demand for rigorous, independent intelligence has never been greater. Clients navigating complex disputes, judgment enforcement and asset recovery, high-stakes transactions and sensitive strategic decisions need analysis that cuts through the noise and gets closer to the truth, and I’m excited to contribute to that at HKA.”
Bruno has assisted clients in significant legal proceedings before both local and international arbitration centres, including those in London, Hong Kong and Singapore. He has also provided expert evidence in matters before the Permanent Court of Arbitration in The Hague, the ICC International Court of Arbitration, and testified before the Singapore International Commercial Court.
“We are thrilled to welcome Bruno to the FACD team in Singapore. His depth of expertise, leadership and experience in high-stakes, cross-border disputes will expand our technical capabilities and further strengthen our ability to deliver world-class expert services to clients across the region.”
Stuart Ells, Partner, Chief Growth Officer and FACD Lead, International
Bruno holds a BA in Modern History from the University of Oxford, an MA in Conflict, Security and Development from King’s College London, and an MA in International Relations and Diplomacy from the College of Europe. He is consistently ranked as a Band 1 Investigator by Chambers & Partners and received recognition from Lexology as a Client Choice for Asset Recovery Experts in 2026. Before moving to Singapore, Bruno spent time living and working in Dubai, London, Brussels, Vienna and Hong Kong.
Media contact
Name
Peita Calvert
Title
Marketing and Communications Director APAC, International
HKA has joined the Australian Centre for International Commercial Arbitration (ACICA) as a Premium Corporate Member, strengthening its commitment to advancing international arbitration in Australia and the broader Asia Pacific region.
ACICA’s Premium Corporate Members represent leading organisations with deep international arbitration experience and a shared commitment to the growth and development of ADR practice across the region. As a global leader in dispute resolution, expert witness services, litigation support, and risk mitigation, HKA brings substantial expertise to ACICA’s community of practitioners, firms, and institutions dedicated to excellence in international arbitration.
As part of the membership, HKA is proud to confirm the following appointments:
John Temple-Cole, Partner, will serve as the Premium Corporate Member Representative.
Victor Ageev, Principal, will join the ACICA Professional Advisory Council.
John brings nearly 30 years of experience as a Chartered Accountant and respected expert witness in complex commercial matters. Victor is an expert in quantum, delay and disruption analysis, and has played a significant role in the development of ACICA’s Arbitration Survey, including both the 2020 edition and the forthcoming update.
HKA has been a longstanding supporter of ACICA, including through its sponsorship of the annual International Arbitration Conference. Joining ACICA as a Premium Corporate Member marks the next step in strengthening collaboration and contributing to the continuing evolution of international arbitration in Australia.
HKA looks forward to working closely with ACICA and its members to support innovation, capability development, and excellence in the arbitration community.
Media contact
Name
Peita Calvert
Title
Marketing and Communications Director, International
HKA named a finalist at the 10th Australian ADR Awards
26th February 2026
HKA is pleased to announce that HKA Global Pty Ltd has been selected as a Finalist in the category ADR Practice Group of the Year (Expert Firms) at the 10th Australian ADR Awards.
This recognition highlights HKA’s continued leadership in dispute resolution, expert services, and its contribution to advancing alternative dispute resolution (ADR) in Australia and across the region.
Hosted by the Australian Disputes Centre (ADC), the 10th Australian ADR Awards form part of ADC’s landmark program, “40 Years of Impact & Innovation – Reaching for the Stars: Exploring the Frontiers of Dispute Resolution.” The celebration culminates in a major two‑day event from 26–27 March 2026, featuring exclusive satellite events, a full‑day conference at the Sydney Opera House, and the prestigious Awards Gala Dinner.
The Awards Gala will honour outstanding contributions across 30 industry-wide categories, recognising the individuals and teams shaping the future of dispute resolution.
HKA looks forward to celebrating with peers, clients, and collaborators, and appreciates the continued recognition of its expert teams’ impact on complex matters across Australia and globally.
Media contact
Name
Peita Calvert
Title
Marketing and Communications Director APAC, International
High Court of Australia confirms strong stance concerning integrity in public office
12th February 2026
Forensic accounting expertise relied on in major NSW public integrity case
The High Court of Australia has supported the successful prosecution of a significant public integrity matter involving former NSW Labor figure Eddie Obeid, his son, Moses Obeid, and ministerial associate, Ian Macdonald.
The trial at first instance related to a coal exploration licence conspiracy that resulted in an estimated $30 million financial windfall for the Obeid family.
With the High Court of Australia dismissing the latest appeals, the matter also reinforces the critical role of forensic accounting in strengthening transparency, supporting public authorities and assisting courts in understanding complex financial issues. HKA Partner John Temple-Cole was engaged (whilst at a previous firm) by the NSW prosecution as an independent expert witness, with Sally Davitt forming part of the expert team. Their forensic accounting analysis helped unravel how the financial arrangements in the matter operated and provided clarity to the Court regarding the financial interests involved. John’s expert report was accepted into evidence and referred to in the 2021 first-instance judgment of the Supreme Court of New South Wales.
John Temple-Cole – Partner
Sally Davitt – Partner
At HKA, we continue to support clients worldwide with specialist expertise in forensic accounting, economic damages, and investigations.
Former McKinsey Partner joins HKA to drive strategic growth and strengthen advisory capabilities across Asia Pacific
1st February 2026
HKA has hired former McKinsey partner Tino Grabbert as the leader of its Advisory team for Asia Pacific. Based in Sydney, Tino will spearhead growth across Asia Pacific, working closely with the Asia Pacific Partner group and across the International region to support clients and strengthen HKA’s Advisory offering.
Mr Grabbert’s focus at HKA will be on expanding strategic capabilities, driving performance for clients, and continuing to build a high-performing team that delivers bold, practical solutions. These capabilities build on the firm’s global expertise in dispute resolution and litigation support. HKA’s Advisory team supports investors and private and public sector clients to stay ahead of cost overruns, commercial risks, and delivery challenges on major capital projects and programs. His leadership will play a pivotal role in making Advisory a cornerstone of HKA’s growth in APAC.
Amanda Clack, Regional CEO, International, said Mr Grabbert’s appointment reflected the firm’s focus on growing its Advisory business in Asia Pacific, adding that “Tino brings deep experience in complex capital environments and a practical approach that fits well with how we support clients”.
Mr Grabbert brings nearly 20 years’ experience across infrastructure, transport, resources and industrial sectors. He spent the last 15 years at McKinsey, where he led the Resources Practice in Australia, working with major corporates and mid-cap companies on performance improvement, capital productivity and strategy.
Dafydd Wyn Owen, Partner and Advisory Lead, International, said: “Tino’s appointment marks an exciting step forward for our Advisory team. His track record in delivering strategic impact and operational excellence aligns perfectly with HKA’s ambition to provide market-leading strategic advisory services. Tino’s leadership will help us unlock new opportunities and deliver exceptional outcomes for our clients.”
Mr Grabbert commented, “I’m excited to join HKA to lead the Advisory team in APAC. My focus will be on growing our Advisory business, shaping and delivering high-impact advisory work with HKA’s most important clients, and building the leadership, talent, and partnerships needed for scalable, sustained growth.”
HKA Asia Pacific’s Industry Innovation Partnership 2025
15th September 2025
Innovation at HKA Asia Pacific
At HKA, the Spark Committee serves as an innovation engine, applying transdisciplinary practices to tackle complex challenges, collaborate with diverse stakeholders, and challenge the status quo.
The innovation partnership
Over the years, HKA has partnered with the University of Technology Sydney (UTS) to support undergraduate students in becoming the next generation of thought leaders. In our most recent collaboration, HKA hosted seven students pursuing a Bachelor of Creative Intelligence and Innovation (BCII) over a twelve-week period as part of their Industry Innovation Project (IIP) subject.
Passionate about project-based learning, the students engaged in a complex challenge brief where they, explored, reframed, prototyped, and refined potential solutions.
For three years, HKA has secured an IIP partnership. This year’s project was led by Associate Director Amanda Buchanan, and supported by Spark Committee members including Mathilde Schoelpple and Emma Moy – both BCII alumni.
“I really enjoyed the energy the students brought to the challenge and into the office each week. It was great to have the status quo challenged and to come away from the partnership having learned new ways to innovatively approach a project.”
Amanda Buchanan, HKA
The project challenge
The Spark team presented the students with a complex challenge brief:
“In an uncertain world on the verge of the next polycrisis, how might we shift perceptions towards building resilience in the infrastructure industry?”
This challenge prompted the students to explore the impacts of globalisation, crisis intervention dynamics, and the value of responsive versus reactionary approaches.
The students came from diverse academic backgrounds, with limited understanding of the infrastructure sector. HKA supported their journey through weekly meetings, interviews with internal and external stakeholders, and curated resources to enrich their learning. Applying their innovation skills, the students critically and creatively unpacked the original challenge brief.
“The IIP team were presented with a very challenging and broad problem that we anticipate will impact our industry massively in the next decade. It was inspiring to see the students, from a range of disciplines, apply themselves to the issue and identify the things that are overlooked as opportunities in this industry.”
Mathilde Schoelpple , HKA
Project Insights
Throughout the project, the students applied a range of methodologies and tools, leading to three key insights:
Resilience requires dynamic monitoring.
Resilience isn’t static; it requires continuous oversight through ongoing analysis and proactively responding to emerging challenges. Without this, organisations face the risk of being vulnerable to disruptions.
The industry has an opportunity for further information-sharing mediums.
By embracing more integrated communication systems, the industry has an opportunity to further drive collaboration and enhance cross-functional value and resilience.
Robust client relationships are essential for consistent, successful outcomes.
Client relationships are critical to the success of consultancy, going beyond transactional interactions. These relationships enable strategic collaboration where proactive partnerships and situational awareness encourage joint resilience, leading to mutual success.
“The open-ended and complex problem space was a phenomenal chance to stretch and grow my innovation and creative intelligence skills.”
Zoe, Student
“I was inspired by the forward thinking minds we were supported by, and this motivated me to find a true innovative solution involving agentic AI to create real world impact.”
Cameron, Student
To address these insights, the students proposed a multipronged strategy. The recommendation entailed (1) standardising metrics for resilience – similar to ESG ratings, (2) developing an end-to-end AI agent pipeline for real-time data analysis on potential risks to infrastructure project resilience, and (3) incorporating a custom-tailored interactive dashboard to highlight both vulnerabilities and recommendations. The intended outcome explored a future-thinking solution that positions resilience as both a competitive advantage and business necessity, encouraging a greater industry-wide shift towards proactive measures.
The final presentation demonstrated an in-depth innovative roadmap for internally and externally embedding resilience, including values and sustainability propositions, cost analysis, a proof of concept, and actionable recommendations HKA could adopt.
“The IIP with HKA was a great opportunity to work with and learn from industry innovation professionals.”
Holly, Student
“I was impressed by the final solution the students developed in response to the complex problem brief. Their ability to pivot and incorporate feedback throughout the project enabled them to produce a Minimum Viable Product (MVP) that aligned effectively with our consultancy context.”
Emma Moy, HKA
Both HKA and the Spark Committee place innovation at the forefront of our work, aiming to drive client value and establish a competitive edge through new, unique approaches. We greatly value the opportunity to collaborate with emerging talent and continue exploring new ways for HKA to innovate and adapt to a rapidly evolving environment.
HKA welcomes Forensic and Accounting specialist Matthew Celand in Sydney
17th August 2025
Matthew Celand joins HKA today as a Director in our Financial Accounting and Commercial Damages (FACD) team, based in Sydney.
Matthew brings over 15 years of experience in forensic accounting, financial investigations, and expert witness services. A Chartered Accountant with a Master’s degree in Mathematics and currently pursuing a Master’s in Data Science, Matthew has a strong track record of delivering complex financial analyses and expert reports for litigation, regulatory inquiries, and dispute resolution.
Prior to joining HKA, Matthew held senior roles where he led high-profile matters, including construction disputes, misappropriation of funds, wage underpayment and casino regulatory matters. His expertise spans data modelling, SQL, PowerBI, and Tableau, and he has successfully built strong networks with law firms and corporate clients across Australia and internationally.
His appointment comes at a time of significant growth for HKA’s FACD practice across APAC and the International region, as HKA continues to expand our capabilities and respond to increasing demand for expert financial accounting, commercial damages and investigations analysis.
“We’re delighted to welcome Matthew to the team. His technical expertise, analytical rigour, and client-focused approach make him a valuable addition to our growing FACD practice. As we continue to expand across the region, Matthew’s appointment reinforces our commitment to delivering excellence and deepening our bench of forensic and commercial damages specialists.”
