I want the ideas in The Project Profit Illusion to reach leaders who are responsible for complex projects — an ethical bribe, if I may suggest.

Plus...

Because the book is the beginning of the conversation — not the end of it.

There are two additional reasons.

First, after more than 30 years across complex buildings and infrastructure, I kept seeing the same pattern: projects rarely become unprofitable when the financial report first reveals the problem. They begin drifting earlier. The information exists, but leadership often cannot see it clearly enough — or early enough — to act.

I wrote The Project Profit Illusion to make that invisible period easier to recognise. Through Ethan's story, the book explores project drift, engineering judgement, decision timing, detailed design and the difference between reporting what happened and seeing what is changing.

My aim is simple: help project leaders see earlier, decide better and preserve more options before problems become expensive.

That is why I want to put the physical book directly into the hands of serious project and engineering leaders.

The second reason is that some readers will want to continue the conversation. For them, I publish The Project Visibility Review — a premium printed publication exploring project visibility, engineering judgement, leadership, commercial performance and the changing role of AI.

That's all. No complicated pitch. Start with the book. If the ideas resonate, there is more available when you are ready.

I hope The Project Profit Illusion changes the way you look at your projects — especially the weeks before the numbers tell you there is a problem.