Ilka VanHeerden
Head of Marketing & Pursuits, Structure Tone London
Scott Palmer
Divisional Commercial Manager, Structure Tone London
Jayson Crosley
EMEA Commercial Management,
JPMC
If there is one simple truth in construction it’s this: great partnerships make great projects. Structure Tone London’s Ilka VanHeerden and Scott Palmer discuss this very idea with Jayson Crosley (formerly of Turner & Townsend, now JPMC), digging into the benefits of strong supply chain relationships and what really makes a partnership work.
Ilka VanHeerden (IV): What major shifts have you noticed in the way clients, consultants, contractors, and the supply chain work together?
Jayson Crosley (JC): We’ve moved away from resolving issues in a room together. Prepandemic, meetings were in person, and problems were solved quickly. Now with virtual tools, we have shorter meetings, more frequently, but with less attention. What used to take five minutes now takes two or three weeks. The industry is more siloed for engineers in one office, architects in another, consultants elsewhere. We’ve lost the human element.
Scott Palmer (SP): Contractors still tend to work in rooms together, but I can see how on the consultancy side, the sheer volume of virtual meetings increases pressure. When people multitask on calls, relationships strain because you lose trust and clarity.
IV: What behaviors help build collaboration?
SP: Early involvement. Even if we’re not the chosen contractor, sharing drawings, logistics plans, and cost input early reduces surprises later. Transparency between consultants and contractors has improved massively in the last few years, and it has made the product better.
JC: And as much as tech helps, nothing beats being physically together. If I were a client, I’d insist on fewer but fully in person meetings. We have the tools—but we’re not using them to enhance the basics of collaboration.
IV: Let’s talk about supply chain partnerships. What does great collaboration look like on-site?
SP: Without the supply chain, we have nothing. The best projects are where everyone—from boots on the ground to directors—respects each other. Mistakes happen, but if trades support each other and fix issues early, they never escalate into cost or programmed impacts. When everyone works collectively, relationships strengthen and quality improves. Structure Tone’s focus on paying on time and partnering with subcontractors has made a difference.
JC: And even though I’m a degree removed from the trades, I still consider myself part of the supply chain. Building relationships with subcontractors helps me sanity check information and reinforces trust across the team. We’re all delivering the client’s outcome, regardless of our role.
IV: The London market is seeing a wave of mega-projects and stretched supply chains. How do we adapt?
JC: We may need to rethink delivery entirely, splitting jobs between multiple architects, engineers, contractors, and supply chains. It increases management, but spreads risk and capacity. With the right leadership at the top, it’s workable.
SP: Smaller subcontractors could scale up, but only if supported properly. We help by being fair, paying on time, and ensuring they’re not overextending. Success depends on strong, honest partnerships.
IV: What single reform would most improve our industry?
JC: Pace. We’re building too fast. Designs aren’t as mature as they should be; cost plans often lack detail, and programmes are compressed. London builds quickly and well, but to create resilient outcomes, we need sensible timeframes and a properly developed design before rushing into procurement.
IV: Collaboration, time, and trust sit at the heart of great projects. This conversation shows how vital it is to work together across every level of the supply chain.