H2 Construction Ltd - Commercial Protection for the Construction Industry

24/08/2026

Problems will remain problems until someone actually finds a solution.

We’ve been harping on about late payments and cash flow in construction for decades. Reports, panels, consultations, campaigns, legislation… and yet here we are, still talking about the same bloody problems.

Maybe we need to spend a little less time talking about what’s wrong and a little more time working out how to fix it.

Change doesn’t happen without change. Problems don’t disappear without solutions.

And no, there isn’t one magic solution that works for every construction business. Different businesses have different problems, even when the symptoms look exactly the same.

The good news is, I’ve accumulated quite the black book of solutions over the last 25 years.

If you’re genuinely interested in changing things rather than talking about them, book a Commercial Review intro.

Let’s work out what’s actually causing your problems and which solutions are right for your business.

Because surely we’ve talked about cash flow for long enough?

Link to book an intro call below

https://buff.ly/Fo1OXxi

15/08/2026

13/08/2026

4000 plus companies are going bust in the UK Construction Industry every year. Far too many businesses daily.

Many blame cashflow or late paying clients.

In my experience it’s often much more than that.

Not enough companies talking about the real reason companies are going bust.

If you think this is a conversation worth having, book a call with me.

Smart Content

12/08/2026

Do you have Clarity, Good Cashflow and Healthy Profits from your business?

If not.... I have something for you..

Let me introduce the H Squared Commercial Review.

The Commercial Review is a health check of the status of your business. Its not a 30 page report, its a summary of what your business is doing great, what needs improvement and what needs to change. You will receive a Priority Action Plan, that focuses not only on the risks to your business, but the opportunities as well. This will enable you to make the changes that will have the most positive impact on your business.

Book your discovery call now:

[email protected]/s/HyQNar91-0OewbNf_B51Tw2?ismsaljsauthenabled" rel="ugc" target="_blank">https://outlook.office.com/book/[email protected]/s/HyQNar91-0OewbNf_B51Tw2?ismsaljsauthenabled

11/08/2026

Do you really know your business?

If you cannot answer these simple questions? Then the Commercial Review is for you.

Click the link to book your discovery call today!

https://buff.ly/IgIY2vn

10/08/2026

I had a conversation with a client recently that made me stop and think.

He’d read my recent post about value and decided to give me some of my own advice. He reminded me of something I’d never really put into words.

Sometimes I can’t even decide what to have for dinner. It’s not because I can’t cook. I used to be five stone overweight because I love cooking and my portion sizes were awful. The real reason is that after a day of making difficult decisions that affect businesses, projects and people’s livelihoods, I’m simply decisioned out.

It made me realise that my value isn’t making decisions for founders.

It’s making decision-making easier.

I don’t tell clients what to do. I help them see the bigger picture, challenge their thinking, identify risks they may have missed and understand the consequences of every option. Sometimes I have a recommendation. Sometimes there are two equally good paths.

The decision is always theirs.

What they get from me is clarity, objectivity and complete support, whatever they decide. No judgement. No ego. Just someone who understands the weight they’re carrying.

Yes, I help businesses make more money, but what I’m most proud of is hearing clients say they finally slept well because they felt confident in the decisions they’d made.

That, to me, is my real value.

If this resonates with you, my Commercial Review is designed to give business owners exactly that. Message me, or comment “yes please” and I’ll send you some more information.

11/06/2026

I’ve been doing a lot of thinking recently. Dangerous, I know!

A social media post caught my attention this week. Not the original post, but the comments underneath it.

The discussion centred around a couple who had made the heartbreaking decision to terminate a pregnancy involving Down’s syndrome.

There were 179 comments!!!

What fascinated me wasn’t that people were offended by the language they used. I can understand that.

What fascinated me was that I couldn’t find anyone talking about the parents.

Nobody seemed curious about what they might have been going through.

Nobody seemed interested in understanding the pain that may have created those words.

It got me thinking about something much bigger.

How often do we react to what we can see without ever questioning what created it?

I see this everywhere. In life, business, relationships and in leadership.

We judge the words, the behaviour, the decisions and the reactions, but rarely stop to ask what experiences sit underneath them.

Maybe that’s why I’ve always been more interested in understanding people than judging them.

Maybe that’s why I spend so much of my time looking for the story underneath.

Anyway, one thought turned into another, which turned into several thousand words.

The result is my latest article:

The Story Underneath

I’d love to know whether it resonates with you, challenges you, or whether you think I’ve completely lost the plot.

Link in the comments.

04/06/2026

Most crisis don’t start in crisis

This isn’t from this week’s clip, it’s actually an older clip, but the message is just as relevant today.

One of the things I’ve never understood about construction is the obsession with getting on site as quickly as possible.

Over the years, I’ve lost count of the number of projects I’ve walked onto where the site office is set up, the welfare facilities are in place, the management team is costing money every day, yet the project isn’t actually ready to start.

The design isn’t fully coordinated, key decisions haven’t been made, information is still outstanding, or packages haven’t been properly procured. Everyone is busy, everyone is under pressure, but nobody has stopped to ask whether getting on site was actually the right thing to do at that moment.

I understand why it happens. Sometimes there is pressure from funders. Sometimes there is pressure from clients. Sometimes people simply want to demonstrate progress. Sometimes there are cashflow issues elsewhere that are influencing decisions. But whatever the reason, rushing rarely creates the outcome people are hoping for.

The amount of times I’ve heard people say, “We’ll deal with that later.” In my experience, later is often too late.

When I look back at the projects and businesses I’ve been brought in to support, whether that’s a distressed project, a commercial dispute or a business facing serious financial pressure, the root cause is very rarely the event that finally brings everything to a head.

The warning signs were usually there much earlier.

By the time a project reaches crisis point, the opportunity to make simple, inexpensive corrections has often passed.

That’s one of the reasons I care so much about early intervention. Not because every project is heading for disaster, but because the earlier you identify a problem, the more options you have available to you.

I tend to look at every project and every contract as if it could end up in dispute or drift into crisis. That mindset has helped me identify issues early and avoid many disputes and crises throughout my career.

As I mention in this clip from Taking the Con out of Construction, an extra week spent preparing at the beginning of a project can save months of pain later on.

It’s a lesson I’ve seen proven time and time again throughout my career.

What warning signs do you think people ignore most often in construction?

03/06/2026

One of the things I’ve learned from construction is that water and people have more in common than you might think.

Water will always find the path of least resistance.

If there’s a weakness, a gap, a crack or an easier route, eventually it will find it.

Some business owners do exactly the same thing.

When things get difficult, it’s often easier to avoid the uncomfortable conversation than have it. Easier to push a decision back until next week. Easier to hope a problem resolves itself than properly address it. Easier to start a new project than deal with the issues on the existing one.

The problem is that, just like a water leak, the damage doesn’t always show up where the problem started.

You notice the stain on the ceiling.

The source of the leak could be on the other side of the building.

It’s the same with businesses and projects.

The cashflow issue isn’t always a cashflow issue.

The dispute isn’t always about the dispute.

The programme delay isn’t always caused by what happened on site.

Often what you’re seeing is simply the visible symptom of something that started much earlier.

Over the last 25 years, I’ve found that the most valuable conversations are rarely about the problem everyone can see. They’re about understanding what caused it in the first place.

Because once you identify the source, you can fix it properly.

Until then, you’re just repainting the ceiling.

What’s a lesson from your industry that applies far beyond the work itself?

02/06/2026

One of the biggest misconceptions in construction is that a project is either making money or losing money.

The reality is rarely that simple.

Many businesses are making a profit.

The question is whether they are making the profit they should be making.

Over the last 25 years I’ve worked with contractors, developers and consultants of all sizes, and one of the most common things I see is profit quietly leaking away.

Not because people are incompetent.

Not because they don’t work hard.

But because they don’t fully understand what they’re entitled to recover.

Client changes are instructed but never properly valued.

Scope creep becomes accepted as “just getting the job done”.

Additional management time isn’t captured.

Compliance requirements increase, but the cost of delivering them isn’t properly understood or recovered.

Teams spend weeks dealing with problems created elsewhere in the supply chain and nobody stops to calculate what that has actually cost the business.

The result is often a project that appears profitable on paper but has delivered significantly less profit than it should have.

Construction businesses do not need more noise.

They need greater clarity.

Clarity around risk.

Clarity around entitlement.

Clarity around responsibility.

Clarity around where money is being made and where it is quietly disappearing.

This clip from Taking the Con out of Construction explores some of the hidden ways profit is lost long before a business realises there is a problem.