The Hidden Risk in London Capital Projects is Governance Failure, Not Design Failure
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- 4 min read
Written by Neil Streets, Founder and Managing Director
Neil Streets is Managing Director of Alphafish and a global leader in real estate delivery. With 20+ years’ experience, he has led £10B+ capital programmes for UHNWIs, developers, and Fortune 500 firms, known for turning around complex projects and aligning organisations with regulatory and strategic goals.
London does not have a design problem. It has a governance problem. Across the City, Canary Wharf, and the wider South East, organisations are committing tens and sometimes hundreds of millions of pounds to headquarters repositioning, trading floors, estate consolidation, and technical environments. The aesthetic quality of these projects is often high. The design teams are strong. The buildings are prime.
And yet capital programmes continue to drift.
In reality, most capital programmes fail long before construction begins. They fail at the level of structure.
The structural flaw embedded in traditional delivery
Traditional capital delivery in London still relies on fragmented models:
Separate project management and cost consultancy teams
Layered contractor mark-ups
Diffused commercial authority
Procurement routes that prioritise speed over structural alignment
On paper, these arrangements appear robust. In practice, they create a subtle but dangerous condition: no single point of commercial accountability.
Each party performs well within its scope. No one owns the capital structure. This fragmentation embeds risk in three ways:
1. Cost drift is baked into the process
Layered “profit-on-profit” procurement structures introduce compounded mark-ups across the supply chain. By the time a project reaches site, structural inefficiencies are already locked in. What is presented to boards as “market cost” is often simply the outcome of cumulative layering.
Value engineering then becomes a reactive exercise, trimming specification to offset structural inefficiency created upstream. That is not capital discipline. That is symptom management.
2. Insolvency and supply chain exposure are misunderstood
London has not yet fully absorbed the aftershock of contractor insolvency risk in a higher-interest environment.
When margins are thin and procurement is layered, mid-tier contractors absorb disproportionate pressure. Insurance limitations, bond structures, and professional indemnity constraints further complicate the risk profile. Organisations often believe insolvency risk sits with the contractor.
In reality, structural procurement decisions determine how exposed the client is when failure occurs. The issue is not whether insolvency happens. It is how structurally protected you are when it does.
3. Governance reporting masks structural weakness
Most capital programmes now produce extensive board packs: dashboards, RAG statuses, contingency reports, risk logs. Yet reporting often describes outcomes rather than interrogating structural alignment.
Who holds single-line commercial authority?
Where does cost discipline truly sit?
Is procurement aligned to business timelines or simply market convention?
Are approval gateways protecting capital deployment or slowing operational readiness?
Without clarity on these questions, reporting becomes theatre. The project appears controlled. The structure remains fragile.
Why this matters more in 2026 than it did in 2016
London’s capital environment has fundamentally changed.
Cost of debt is materially higher.
The Building Safety Act has increased compliance scrutiny.
Regulated trading environments face zero tolerance for operational disruption.
Boards are demanding audit-grade traceability in capital deployment.
Prime landlords are regaining leverage in high-quality stock.
Under these conditions, structural inefficiency is no longer an irritation. It directly erodes shareholder value. For PE-backed and publicly listed organisations in particular, capital programmes are no longer facilities exercises. They are balance-sheet events. The delivery structure must reflect that reality.
From project management to capital governance
The most effective capital programmes in London today share one defining characteristic:
They are structured around a single line of commercial control. This does not eliminate professional teams. It integrates them under one accountable authority.
A development-led framework aligns:
Spatial strategy with business timelines
Procurement routes with risk appetite
Design governance with cost discipline
Construction execution with capital deployment strategy
The objective is simple but powerful: Protect capital while accelerating operational readiness.
When structured correctly, organisations experience:
Reduced programme duration through intentional phase overlap
Elimination of unnecessary contractor layering
Greater specification control without premium uplift
Reduced exposure to insolvency and procurement risk
Clear audit traceability from concept to completion
This is not about micromanagement. It is about structural alignment.
The London HQ as a capital instrument
Many organisations still approach headquarters projects as workplace transformations. In 2026, they should be approached as capital instruments. A London HQ decision now influences:
Lease exposure across the estate
Near-shoring and regional strategy
Operational resilience
Compliance positioning
Investor confidence
Capital release opportunities
Where governance is fragmented, these strategic levers disconnect from project execution. Where structure is aligned, real estate shifts from cost centre to capital platform. The difference lies not in the quality of the architect or the contractor. It lies in who structurally owns commercial authority.
A simple test for boards
If you are sponsoring a capital programme in London, ask three questions:
Who holds ultimate commercial authority across design, procurement, and construction?
Where in the structure is cost discipline embedded, not reported, but enforced?
If a contractor fails tomorrow, how structurally protected is the organisation?
If the answers are diffuse, layered, or unclear, the risk is structural, not aesthetic.
Structure determines return
London does not lack talent, design capability, or ambition. It lacks structural discipline in capital delivery. Projects do not drift because architects are creative or contractors are imperfect. They drift because governance is fragmented.
In an environment of tighter capital, higher scrutiny, and greater regulatory exposure, that fragmentation is no longer sustainable. The organisations that outperform over the next five years will not be those with the most impressive fit-outs.
They will be those that structure capital deployment with clarity, accountability, and execution certainty from day one. Because in complex capital programmes, structure determines return.
Neil Streets, Founder and Managing Director
Neil Streets is a recognised leader in strategic real estate and infrastructure delivery. He is the Managing Director of Alphafish, a specialist consultancy advising UHNWIs, developers, and global firms on capital programmes exceeding £10 billion. With over two decades of international experience, Neil has held senior roles at Cazoo, Dow, and Amazon. He has directed landmark developments including a £5B new town regeneration and a £2B luxury masterplan in Albania. Known for turning around complex projects and aligning organisations with regulatory reform, Neil is also an expert in high-risk buildings legislation and agile delivery.
