Dec 1, 2025 | 25 in 25, News and insight
As part of our 25in25 series, we’re highlighting the people who’ve helped shape our work this year. Today, we’re recognising Jim Abbatt, whose practical approach to interface mapping has supported several teams working in complex environments.
Jim has a real ability to make the important connections visible – helping people understand how their work fits together, where the pressure points sit, and what needs attention next. This work that often goes unseen but makes a noticeable difference to how teams operate day to day.
His spotlight reflects the thoughtful way he approaches collaboration and the impact he’s had across multiple programmes this year. Read on to find out more:
“Most of my work sits at the busy intersection of people, process and pressure. With ResoLex I help teams map the interfaces that matter, turn ambiguity into clarity, and create the conditions for better decisions. The aim is simple. Less noise around the work. More signal about what has to happen next.”
I first partnered with ResoLex because of the way the team thinks. The mix of disciplines is real, the curiosity is genuine, and the work is grounded in delivery rather than theory. On complex programmes, there are always frictions at the handovers: design into delivery, programme into project, engineering into commercial. Interface clarity makes those handovers visible. Once you can see the work, you can govern it, resource it and protect it.
“The value is not the map on the wall. It is the conversation the map unlocks. Roles get clearer. Risks surface sooner. Decisions happen at the right level, at the right time.”
This year, the focus has been on three things. First, agreeing on what “good” looks like for each critical interface, from information flow to decision rights. Second, building lightweight artefacts that teams actually use: simple RACI shifts, meeting cadences that respect time, and visual logs that track dependencies without creating admin. Third, strengthening the behaviours around the system so collaboration holds when the pressure rises.
“What I enjoy about ResoLex is the climate. It is psychologically safe to explore an idea, invite a challenge and refine it together. That is how you move from clever slides to practical outcomes.”
There have been several moments this year where seeing how parts of the organisation actually fit together, rather than how people assumed they fit, has prompted challenging conversations. The difference is that those conversations remained anchored to reality, rather than a desktop view, and that is where progress came from.
Results show up in the day-to-day. The time to decision shortens because owners are explicit. Reviews are more likely to go through the first time because expectations are aligned. Escalations are calmer because the path is agreed and visible. None of this is flashy. It is disciplined, humane, and quietly powerful.
“Complex programmes do not need more slogans. They need clearer interfaces, steadier rhythms and leaders who make it easy for others to do their best work. That is the craft I bring to ResoLex, and why I keep coming back.”
A thank you to Sam Platten and Richard DaGama, two excellent consultants, and to the broader team for their engagement. It has been a pleasure working together this year.
I am proud to work with a team that blends different backgrounds yet shares the same values. The ResoLex approach respects context, invites honesty and leaves clients with tools they can run without us. That suits me. Help people hear the signal, then help them own it.
We’re grateful to our Associates for bringing their expertise, living our values, and helping clients achieve their desired project outcomes.
To find out more about interface mapping, read our article ‘From Friction to Flow: The Power of Interface Mapping in Major Projects’ on our website.
Nov 7, 2025 | 25 in 25, Events, News and insight
ResoLex worked with the Crossrail East leadership team to embed a structured approach to behavioural risk management, collaboration, and leadership alignment. Using our RADAR methodology, we helped leaders recognise the direct connection between behaviours and project outcomes, creating a new reporting process that surfaced risks early and informed decision-making.
Crossrail East involved complex works along the eastern section of the route, including track upgrades, station improvements, and new facilities to increase train capacity and reliability. While technical challenges were well managed, the leadership team faced a less visible risk: how behaviours, culture, and team dynamics could influence delivery. Recognising this, the Project Director asked us to help strengthen alignment, build collaboration, and develop a reporting framework that could highlight issues before they escalated.
We began by gathering data across the project to establish a baseline of behavioural and project risks. Through confidential interviews, leaders were able to share perceptions openly, surfacing the issues that mattered most to them. These insights shaped a facilitated workshop where the leadership team collectively analysed root causes and prioritised 20 key risk areas. Importantly, they also identified positive and negative behavioural indicators, giving them tangible signs to track and address.
The outputs were built into a monthly monitoring cycle, with RADAR reports providing leading indicators of risk. These reports highlighted where perceptions varied significantly across the team, enabling the Programme Director to focus attention on alignment and shared understanding. Over time, RADAR became central to monthly strategy meetings, shaping agendas and guiding discussions, and giving the leadership team consistent visibility of behaviours and their impact on risk.
The approach quickly expanded beyond the leadership team to include the wider programme, supporting collaboration across Network Rail, Costain, and Signalling Solutions. The result was a stronger culture of accountability and transparency across the programme and supply chain.
As Project Director Ben Wheeldon reflected:
“To successfully deliver [one of] Europe’s largest infrastructure projects required us to clearly and succinctly identify, rationalise and manage a very unique and complex set of challenges, risks and opportunities. ResoLex not only helped us identify those which potentially had the biggest impacts but also prioritise them and develop, implement and monitor our mitigation plans.”
By embedding behavioural insights into governance and reporting, the Crossrail East leadership team gained a clear, structured way of surfacing risks and turning them into actionable insights. This gave leaders the tools to manage complexity with greater confidence, reduce misalignment, and strengthen collaborative decision-making.
Ultimately, the work helped the team move beyond individual perspectives to build a shared understanding of risks, creating the cultural conditions for resilient delivery on one of Europe’s most complex infrastructure programmes.
Oct 10, 2025 | 25 in 25, Events, News and insight
ResoLex partnered with the University of East Anglia (UEA) on the delivery of the Enterprise Centre, one of the UK’s most sustainable buildings. The project set out to achieve exceptional environmental performance, using innovative materials and construction methods to push the boundaries of what was possible.
From the outset, the ambition to deliver a Passivhaus-certified, BREEAM Outstanding building presented unique challenges. Success required close collaboration across a wide network of stakeholders, including UEA, its architects, contractors, local suppliers, and funding partners. Traditional risk registers were insufficient here: they capture technical and commercial risks but overlook those arising from human behaviour, organisational practices, and cultural dynamics. These “invisible risks” around alignment, trust, and collaboration had the potential to derail progress if not actively managed.
That’s where ResoLex came in. We supported the project team with regular workshops and facilitated engagement sessions that created a safe environment for open discussion and problem-solving. Central to this was our RADAR tool, which provided a confidential way for individuals to share perceptions of risk, collaboration, and communication. This data was analysed by an independent panel and fed back to the team through monthly reports, highlighting both emerging risks and positive behaviours.
During our involvement, RADAR provided leading indicators of risk, often giving the team 6-9 months’ early warning of potential issues. This allowed leaders to adjust quickly, prevent conflicts from escalating, and maintain alignment around shared objectives. Crucially, the anonymity of the process gave stakeholders confidence to be candid, surfacing issues that might otherwise have been buried.
The findings showed that risks linked to expectations, commercial negotiations, and the use of pioneering materials were identified and managed early. For example, RADAR flagged concerns around affordability, supply chain capability, and programme clarity months in advance, giving the leadership team time to resolve them collaboratively. As Professor John French, UEA Project Sponsor, later reflected:
“ResoLex’s RADAR platform provided us with real insight into our scheme, allowing us to capture the views of all involved on the project. This ensured we were able to tackle issues early, reduce conflicts, and ultimately save time and money.”
The impact went beyond traditional project measures of cost, time, and quality. By embedding continuous feedback and collaboration into governance, the team developed stronger relationships and created a culture of trust and accountability. This cultural alignment was a critical factor in the successful delivery of a world-class facility that continues to be celebrated for its sustainability.
The project demonstrated that sustainable construction is built on sustainable relationships, and that behavioural risk management can be as important as technical expertise in achieving ambitious outcomes.
Sep 11, 2025 | 25 in 25, News and insight
We are back with another Associate Spotlight. As part of our continued 25th birthday celebrations, we have been asking our Associates why they choose to work with us and contribute to the projects we support. Here is
Christian Lippiatt’s story:
“Over two decades ago, I took on a small project with ResoLex that sparked a deep interest in collaborative working. That initial experience led me into the NHS, where I spent the next 20 years immersed in transformation and service improvement.
More recently, I made the move into freelancing and was thrilled when Ed, ResoLex’s Chief Executive, invited me to rejoin the team. That was over 18 months ago, and I’ve since been supporting the New Hospital Programme, a project that aligns closely with my passion for enabling positive change in the NHS.
What continues to stand out for me is the way ResoLex works. The team brings together a rich mix of backgrounds and experiences, and yet shares a common set of values that make collaboration both meaningful and effective.
The values of Insight and Creativity deeply resonate with my own approach to teamwork and collaboration. I believe that when every team member is empowered to contribute their perspective, and when we take the time to truly understand the context and needs of a project, we unlock the potential for meaningful, tailored solutions. Insight allows us to move beyond generic approaches and co-create with purpose, while creativity ensures that each person’s unique strengths are harnessed. When these values are embraced, the team’s output becomes far greater than the sum of its parts -driven by shared understanding, diverse thinking, and a collective commitment to excellence.
Working alongside such a thoughtful and values-driven team has been incredibly rewarding, and I look forward to continuing this journey and making a positive impact together.”
We’re grateful to our Associates for bringing their expertise, living our values, and helping clients achieve their desired project outcomes. We’ll continue to share some of their stories and other news on our LinkedIn.
Sep 4, 2025 | 25 in 25, News and insight
We’re delighted to share that ResoLex has been recognised as one of the UK’s Best Workplaces in 2025 for Consulting & Professional Services™ by Great Place to Work® UK 🎉
This recognition is based entirely on anonymous feedback from employees across the industry. Great Place to Work® UK used their research-backed Trust Index© employee survey to assess workplace culture, exploring how organisations support work-life balance, fulfilment, job satisfaction, psychological safety, and financial security.
The Best Workplaces in Consulting & Professional Services™ list includes organisations across a wide range of knowledge-intensive roles, spanning across management consultancy, legal services, engineering, marketing, recruitment, and more.
“Employees in consulting and professional services are under increasing pressure to perform amidst digital transformation and shifting client expectations, reshaping how people work. The top-performing workplaces in this sector stand out by actively supporting their employees through change. Employees have shared with us that clear, consistent communication from leadership, and a focus on inclusive decision-making have helped to ensure colleagues feel supported, informed, and empowered.
Congratulations ResoLex, on creating a truly great workplace and earning recognition as a UK’s Best Workplace in Consulting & Professional Services™”
Benedict Gautrey, Managing Director of Great Place To Work® UK
At ResoLex, we’re proud of the culture we’ve built together, one rooted in collaboration, trust, and the belief that strong relationships underpin successful outcomes. This recognition is a reflection of the amazing people who make ResoLex what it is.
You can view the full list here: UK’s Best Workplaces in Consulting & Professional Services™ 2025 | Great Place to Work® UK
Aug 22, 2025 | 25 in 25, News and insight
Delivering complex infrastructure projects isn’t just about engineering excellence or hitting deadlines; it’s about the strength of the relationships that hold everything together. The lead-up to the London 2012 Olympic Games, one of the UK’s most ambitious regeneration programmes, highlighted this truth. Amid tight timelines, high technical demands, and multiple stakeholders, success was forged not only on design and construction but on collaboration, communication, and trust across project interfaces.
The preparation for the Games required extensive enabling works at the Marshgate Lane site in Stratford, with a critical project being the relocation of the Sortex factory. This demanded a highly coordinated effort across design, construction, operations, and equipment providers due to tight timelines and the technical requirements of a ‘precision cleanroom environment’ – a contamination-free space designed for precision equipment in simple terms.
ResoLex supported the project by introducing its RADAR tool (then called X-Tracker), designed to monitor the strength of working relationships across teams. Unlike traditional project metrics, RADAR provided real-time, perception-based feedback on collaboration, communication, and decision-making. This data revealed that strong relationships were the most reliable predictor of project success, enabling proactive issue resolution and preventing escalation of challenges.
A pivotal insight came from the site foreman, who observed that when relationships were strong, problems were swiftly solved, but when they were weak, even small issues became major setbacks. This realisation shifted the project team’s focus from tracking only the technical indicators to actively monitoring and strengthening relationships.
The client stated:
If the relationships were working well, any issues will be solved. If the relationships were poor, even small problems would escalate into major challenges.
The positive cultural shift fostered by RADAR led to improved collaboration, proactive problem-solving, and ultimately, project success. This early application proved the tool’s value and laid the foundation for its continued development as a critical enabler of performance in complex project environments.
Over a decade later, there is still a heavy reliance on technical indicators – schedules, budgets, and risk registers – in tracking progress. While essential, these measures only highlighted problems after they had already surfaced, whereas relationship health provides early warning signs of potential issues.
If relationships are the hidden driver of performance, what more can we do as an industry to build them deliberately?
