In this Thrive in Construction episode, Hollis Managing Director Andy Hay shares a practical mindset for hard markets: like it, change it, deal with it. He applies it to sustainability “turbulence,” decision drag and talent, showing leaders how to reframe, restore agency and keep projects moving.
“In any situation there are only three things you can do: like it, change it, or deal with it.” — Andy Hay
Progress is a choice. Andy’s Toblerone-rule, like it, change it, deal with it, is a simple operating system for leaders who feel stuck. Instead of waiting for policy or perfect conditions, define the problem, own the response, and build teams comfortable changing lanes (across functions and even industries).
Define the solve. Before debating options, align on the single question: what exactly are we solving for? It cuts noise and speeds decisions.
Escalate agency. If you can’t like it and you can’t change it, choose how you’ll deal with it—process, comms, contingency, then move.
Recruit for lanes, not labels. Bring in adjacent talent (teachers, finance, tech) to widen your playbook and resilience.
Coach context, not just tasks. Junior staff need problem framing skills, not only to-do lists.
Treat it as a reset. Some froth is falling away; what’s left are measures that cut emissions and improve commercial outcomes, airtightness, metering, load control, onsite renewables, credible sequencing. Use the moment to sharpen priorities and stories that boards buy.
Run a tight cadence:
Frame outcome and constraints.
Generate 2–3 viable options (programme, capex/opex, carbon).
Commit to a test.
Close the loop publicly: what worked, what changes.
This rhythm restores trust and pace.
Change lanes. Look beyond role titles to transferable skills: classroom control → stakeholder herding; finance → scenario discipline; product marketing → narrative clarity. Pair newcomers with delivery leads and give them outcome-based briefs.
Decision drag, stranded capex, compliance without performance, brittle teams and missed windows for value engineering. Agency beats uncertainty.
Accountancy → strategy/marketing → automotive finance → real estate leadership. At each switch, Andy leaned into discomfort, learned fast and imported useful habits. That cross-pollination is exactly what our sector needs when incentives, standards and politics shift.
From problem framing and option testing to carbon-led value engineering, we help clients turn ambition into outcomes faster. We align commercial models with design intent so value survives “value engineering,” and we coach teams to make like it / change it / deal with it a repeatable habit.
This is the kind of work we support at Darren Evans Ltd. If this resonates with your challenges, let’s talk.
In a sector that prizes certainty, the edge belongs to teams that practice it: define, decide, adapt, repeat.
