Peter Collins is a Partner in our Corporate & Commercial / Public Sector team. He joined Sharpe Pritchard in 2015.
We spent five minutes with Peter to learn more about him and the work he does.
Peter Collins is a Partner in our Corporate & Commercial / Public Sector team. He joined Sharpe Pritchard in 2015.
We spent five minutes with Peter to learn more about him and the work he does.
I advise public sector clients on complex governance, commercial and corporate matters. Much of my work involves helping local authorities, combined authorities, arm’s length companies and public-private partnerships navigate major projects, funding arrangements and organisational change.
One of the things I enjoy most about my role is that there really isn’t a typical day. I might start the morning discussing the governance of a regeneration project, spend lunchtime looking at the legal structure for a new partnership, and end the day in a board meeting helping directors work through a strategic decision. No two days are ever quite the same, which keeps the job interesting.
I’ve recently been involved in advising on the creation and delivery of a major city-centre regeneration project that brings together local government, transport, housing, commercial development and long-term investment. What makes these projects fascinating is the need to align lots of different stakeholders behind a shared vision while putting governance and delivery arrangements in place that can support the project over many years. It’s rewarding to help shape something that can have a lasting impact on a place and the people who live and work there.
Clients typically seek advice on company law, corporate transactions, corporate governance, corporate structures, joint ventures, arm’s length companies, regeneration projects and complex decision-making arrangements. They often need support navigating legal risk whilst ensuring that governance frameworks remain workable in practice.
The continued focus on local growth, regeneration and devolution is creating new opportunities and challenges for public sector organisations. I’m also keeping a close eye on how public bodies structure delivery vehicles and partnerships to respond to evolving financial pressures while maintaining effective governance and accountability.
A common misconception is that governance is simply about process and compliance. In reality, good governance is an enabler. When designed well, it helps organisations make better decisions, manage risk effectively and deliver projects more successfully.
The people, without question. We have a genuinely collaborative culture where colleagues are generous with their time and expertise, and there’s a real sense that everyone is working together to get the best outcome for clients. We deal with some fascinating projects of national significance, but it’s the people that make the firm such an enjoyable place to work.
Stay curious and never stop learning. The law is important, but understanding your clients’ objectives is just as valuable. The best advisers are those who can combine technical expertise with commercial and practical judgement.
A meteorologist. I have always been fascinated by the weather and the science behind it.
That I wanted to be a meteorologist…
This is a varied list. I am currently reading Wolf Hall for a second time – it’s a sensational book if you like history, politics, power and people.
“…reading people rather than reading documents. The legal framework matters of course, but a large part of the job is understanding motivations, priorities and relationships, and helping people navigate complex issues with confidence.”
