Throughout 2025, as part of our 25 in 25 campaign, we’ve taken time to look back at the moments that have shaped who we are today. As the year closes, it feels right to bring those reflections together and trace the journey that has carried ResoLex from its earliest roots to the work we are known for now: enabling collaborative delivery in some of the UK’s most complex programmes.
Our name is part of that journey. Combining Reso, for resolution and Lex, Latin for law, it reflects our founding belief – resolution before law. While our work has evolved far beyond dispute resolution, the principle remains: progress happens when people are aligned, relationships are strong, and teams have the capability and confidence to deliver together. Today, our role sits a step before conflict – helping our clients build delivery environments where decisions move at pace, challenges are addressed early, and collaboration is not an aspiration but a practice.
Early foundations
Our first major milestone came in 2001 with the Jersey Airport Alpha Taxiway project, the debut of our Contracted Mediation approach. It reinforced a truth that has guided us ever since: relational dynamics fundamentally shape outcomes. When teams understand each other, communicate effectively, and work through tension constructively, delivery accelerates. When they don’t, even straightforward issues can become blockers.
In 2004, Edward Moore became Chief Executive and steered ResoLex into a broader role, moving from resolving disputes to strengthening the conditions that prevent them. By 2007, this evolution led us to develop tools to help teams understand behavioural risks. X Tracker, the early version of what became RADAR, was first used during the enabling works for the London 2012 Olympics. It gave teams visibility into the behaviours, relationships and system dynamics influencing performance – an insight that has since become central to our approach.
Building capability and expanding our thinking
As we entered the 2010s, new contexts broadened our understanding of collaboration. In 2011, we began supporting peace-building charity Concordis International, helping facilitate dialogue in some of the world’s most challenging humanitarian environments. Despite the scale of difference between these settings and UK infrastructure, a consistent theme emerged: sustainable outcomes depend on trust, alignment, and shared purpose.
By 2013, RADAR had formally launched and was supporting projects such as the Enterprise Centre at the University of East Anglia, then one of the UK’s greenest buildings. Over the years that followed, RADAR became embedded across major programmes including Clapham Park and Crossrail East, helping leadership teams quickly understand the behavioural landscape and make better-informed decisions.
Between 2016 and 2017, Tony Llewellyn distilled many of the lessons from our work in two of his four books, helping share our thinking on high-performance teams, collaboration and leadership across the wider industry.
Supporting collaborative delivery at scale
From 2018 onwards, our work expanded across many of the UK’s most complex and high-profile programmes – including HS2, the Department for Transport, the New Hospital Programme, Thames Water, Defra and organisations within defence and nuclear. Across these environments, one insight has been repeatedly reinforced: technical excellence alone is not enough. What determines whether a programme succeeds is the strength of relationships, the clarity of decision-making, and the ability to navigate complexity as a cohesive system.
During this period, our role continued to mature. Moving beyond tools and assessments, we increasingly acted as a Collaboration Partner – a navigator helping clients chart complex delivery landscapes; a relational integrator aligning teams and breaking down silos; and a trusted partner providing independent perspective and constructive challenge at the moments that matter most.
In 2024, we strengthened our industry reach through new partnerships with Bloom Procurement Services, Bramble Hub and Perfect Circle, and were proud to be certified as a Great Place To Work – a reflection of the culture we’ve built internally and the behaviours we champion externally.
2025 in focus
This anniversary year has been both celebratory and forward-looking. We revisited the projects and people that shaped our early thinking, welcomed new colleagues, and deepened partnerships across government and industry. We contributed to sector-wide conversations on mobilisation, behavioural risk, conflict avoidance and collaborative contracting, and refreshed our suite of ResoLex Explainers to provide accessible, practical guidance for project teams.
Across every milestone, our work in 2025 has reflected the core of what we do today:
- co-creating solutions with clients rather than imposing predetermined answers;
- building capability and confidence within project teams;
- strengthening relational dynamics across complex systems; and
- helping organisations translate strategy, contracts and intentions into operationally effective delivery environments.
Looking ahead
Marking 25 years has given us space to reflect on how far we have come, from our origins in contracted mediation to our role today supporting the collaborative delivery of major infrastructure programmes. But it has also reinforced the constants: our belief in the power of strong relationships, our commitment to strengthening the human side of complex delivery, and our focus on helping teams navigate challenges with clarity and confidence.
As we look ahead, our purpose remains unchanged. We will continue to support clients in building the social, cultural and behavioural foundations that underpin successful delivery. We will continue to help teams align, collaborate and make better decisions. And, we will continue to bring independent insight, challenge and partnership to the moments where it matters most.
Thank you to our clients, partners and colleagues for being part of this journey. We are excited for what comes next and look forward to supporting the teams who will shape the future of major project delivery.
