The art of negotiation is not about being right. It's about getting it right.

Sophy brings decades of CEO-level delivery experience on over 100 complex infrastructure projects across four continents. She doesn’t just facilitate from theory—she’s led high-stakes execution across government, defense, offshore, and critical public sectors.

Energy, defense, transportation, public health, cultural preservation, science and tech, archival storage, and emergency infrastructure—onshore and offshore.

They align owners, contractors, and agencies to a shared performance path. That means surfacing issues early, setting clear expectations, documenting actions, and getting people to commit to specific next steps.

No. Partnering is a forward-looking alignment process—not a legal proceeding. It’s about preventing disputes, not adjudicating them.

Ideally during kickoff or early execution. But Sophy is sometimes brought in during a crisis when performance is drifting or disputes are emerging.

Typically 1–3 days depending on contract size, number of parties, and project complexity.

Decision-makers. That means PMs, COs, CORs, technical leads, key subs, and senior execs who can make real-time commitments.

A documented action plan, clarified roles, identified risks, and agreement on key performance goals and timelines.

Yes. She’s delivered projects in North America, Latin America, Europe, Southeast Asia, and the Middle East.

For many federal and state contracts, it's required. Section 01 30 00 often mandates formal partnering with an approved, independent facilitator. Contractors are often required to provide an independent Partnering Facilitator to facilitate and host the partnering workshops with the Project Team. 

They must have at least five years of experience facilitating corporate partnering sessions for groups of 25+ people, and a demonstrated ability to lead the development of key tools like Team Charters and Communication Matrices. 

The Contracting Officer. The contractor must submit the facilitator's name, firm, and qualifications for review and formal approval before the first workshop.

The contractor does. Partnering costs—including the facilitator, venue, and materials—are borne by the contractor. Each participant covers their own meals, lodging, and travel.

Only with Contracting Officer approval. The same facilitator is expected to lead all workshops unless there's a valid reason to change and the new facilitator is approved.

The facilitator leads the team through building a Team Charter, defining an escalation matrix, surfacing key risks, and developing preliminary solutions. The goal is alignment and clarity—early.

Typically within 45 days of Notice to Proceed. Follow-up workshops are usually held every 90 days or as required by contract or CO direction.

Shared goals, performance expectations, behavioral commitments, and problem-solving strategies—crafted collaboratively and owned by all parties.

It’s a visual tool that maps how project issues are escalated and resolved. It defines who talks to whom, how fast, and at what level.

It improves performance, reduces claims, and fosters collaborative execution across agencies, contractors, and stakeholders. It protects schedule and contract integrity.

That’s great. Partnering isn't a fix—it's a framework to reinforce what’s working and proactively manage what might not. It keeps high-functioning teams aligned under pressure.

Real engagement. People are expected to contribute, surface issues, commit to solutions, and leave with action items—not just listen.

Sophy provides summary documentation, helps track agreed actions, and remains available for briefings, updates, and conflict-prevention if needed.

She exceeds them. As a former CEO who’s led delivery on over 100 international infrastructure projects across 16 sectors, she brings not just facilitation—but contract-level foresight, executive authority, and performance results recognized by repeat federal clients.

Because it’s not about checking boxes—it’s about surfacing real issues early, making clear decisions together, and staying aligned under pressure. That’s how complex projects succeed.

Yes. When a project is under formal scrutiny—such as a Show Cause notice or performance failure—an experienced Partnering Facilitator can step in to help all parties clarify obligations, de-escalate conflict, and develop a recovery plan that meets the government’s expectations. It’s not legal defense—it’s structured resolution, focused on getting the team back into compliance and protecting the project from default.