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Private sector advisory firms are being pulled far deeper into delivery risk as major infrastructure programs move from financial close into execution. This shift is changing the expectations placed on advisors — and exposing capability gaps that traditional advisory models were never designed to manage.

Sponsors and fund managers assess delivery risk differently to contractors. Beyond programme and cost, they look for bankability, interface accountability, commercial judgement, decision velocity and bench strength — the factors that protect outcomes when conditions change.

Even well-funded infrastructure projects can lose momentum once delivery begins. This article explores why program drift occurs, how it builds quietly over time, and what experienced leaders watch for early.

Infrastructure projects don’t always fail outright — many slowly drift off course. This article explores why momentum is lost even when funding and approvals are secure.