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Benoit Yelle

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December 11, 2025

Adopting a collaborative delivery model: 10 key takeaways from the Alto project to benefit the infrastructure industry

A look back at a panel discussion with Alto, CDPQ Infra and Lavery at the Grand Forum hosted by the Infrastructure Council Infrastructure industry leaders have come together this week for a panel discussion on collaborative delivery in infrastructure projects, with a focus on the Alto project—the future high-speed rail project that will transform intercity travel in Canada. The panel, moderated by Lavery partner David Tournier, featured: Sophie Lussier, Executive Vice-President and Head of Corporate Services, Organizational Performance and Secretariat, CDPQ Infra Félix Turgeon, Chief Legal Officer, Alto The panellists shared insights from an innovative public-private partnership along with lessons that apply across the industry. 10 takeaways from the Alto project and collaborative delivery models 1- The largest infrastructure project in Canadian history Alto is Canada’s first ever high-speed rail project, requiring simultaneous early-stage involvement of experts from both the public and private sectors. 2- A collaborative model chosen to create added value This model blends private-sector innovation and efficiency with public-sector vision, governance and accountability. 3- Proactive, structured risk management Risks are identified and allocated from the outset based on each partner’s expertise—a major shift from traditional models. 4- Integrated governance for quick and consistent decision making Joint committees, integrated working groups and ongoing coordination mechanisms help maintain strategic alignment. 5- Strong, clearly articulated public goals The project is intended to: Increase ridership Improve the passenger experience Reduce the environmental footprint Improve accessibility Enhance safety and security Minimize impact on taxpayers Support reconciliation with Indigenous Peoples 6- A project recognized for its potential to transform the country’s future The government wants to accelerate project delivery while ensuring regulatory processes are followed and consultations are held, leaving no room for compromise. 7- Strong community and stakeholder engagement Planning and defining the corridor involves meaningful, ongoing dialogue with affected residents, municipalities and Indigenous communities. 8- A private partner committed for the long haul Cadence will play a role not only in designing and building the project but also in operating and maintaining the future network, aligning its incentives around sustainable performance. 9- A culture of collaboration that is being actively reinforced General meetings, internal newsletters, Alto Academies, and a co-located team—all supporting continuous, day-to-day collaboration that keeps the momentum going. 10- Growing alignment with international trends and innovative practices Bill 62, the Alto–Cadence partnership and international examples show that collaborative delivery models are emerging as a key driver of success for major projects in Canada and Quebec. Panel recap The panel shed light on how collaborative approaches are reshaping delivery models for the most complex infrastructure projects, with the panellists explaining that early stakeholder involvement, transparency and structured risk-sharing make these approaches critical to delivering projects of such magnitude. The discussion highlighted: The integrated governance framework jointly implemented by Alto and Cadence A dynamic based on transparency and quick issue resolution The strategic value of involving private-sector partners early in the project The central role of consultations and social acceptability in moving a transformative project forward Essential elements of a collaborative delivery model Before diving into the Alto case, the panel briefly touched on what collaborative delivery means for infrastructure projects. Unlike traditional models, where the client designs and the contractor executes, collaborative delivery models rely on an integrated approach that brings project owners, designers and contractors together earlier in the project life cycle. This approach involves: Shared governance and joint decision making Integrated risk management Open-book accounting to jointly determine a target cost Mechanisms for sharing savings and cost overruns A commitment to avoid claims and resolve issues internally These models foster greater cooperation and transparency, improving risk sharing and leading to fewer claims. This helps teams stay on schedule and ultimately boosts overall project performance. In Quebec, the trend has gained additional support from Bill 62, passed in 2024. The Bill introduced new “partnership contracts,” making it easier for public bodies to bring in contractors early on and take a collaborative approach to project delivery. Elsewhere, large-scale projects such as Union Station in Toronto, Terminal 5 at Heathrow, and Waaban Bridge in Kingston have shown that collaboration becomes a powerful driver of performance when governance, culture, and contractual frameworks are aligned. And that’s particularly true for non-standard projects. The Alto project, which starts with a five-year co-development phase prior to construction, perfectly illustrates this approach. Conclusion The Alto panel confirmed one thing: to transform the infrastructure industry, we must first transform our approach to collaboration. The Alto–Cadence partnership shows how integrated governance, structured risk sharing and a culture of cooperation help teams navigate complexity more effectively, while generating lasting value for the public.

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December 11, 2025

Guide to keeping your job after office parties

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December 2, 2025

Lavery recognized by Legal 500 Canada in sports law

Lavery has been recognized by Legal 500 Canada (Band 2) for its expertise in sports law, a distinction that underscores the quality and impact of our practice. Led from Montreal by Sébastien Vézina, our Sports and Entertainment Law group supports teams, leagues, agencies, promoters, and investors on key issues: governance and compliance, transactions (franchises, M&A, financing), commercial agreements (sponsorships, media rights, production), talent and employment matters, intellectual property and image rights, as well as risk management and disputes, including sports arbitration. Congratulations to Sébastien and the entire team on this well-deserved recognition. About Legal 500 The Legal 500 is a leading international directory that ranks law firms and practitioners based on independent market analyses, client interviews, and reviews of representative matters. About Lavery Lavery is Quebec’s leading independent law firm. It has more than 200 professionals based in Montreal, Quebec City, Sherbrooke, and Trois-Rivières who work every day to provide the full range of legal services to organizations doing business in Quebec. Recognized by the most prestigious legal directories, Lavery’s professionals are at the heart of what drives the business community and are actively involved in their communities. The firm’s expertise is frequently sought by numerous national and global partners to assist them with matters under Quebec jurisdiction.

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December 2, 2025

The ABCs of Office Parties with Me Jolicoeur

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