The Ibracont Business & Contracts Summit 2026 brought together professionals who deal with contracts in practice every day. And the outcome exceeded expectations!
Two days, dozens of specialists, and one conclusion repeated in different ways: the biggest contractual problems do not arise during performance, they arise during the planning, or from the lack of it.
Some of the points that stood out the most:
Technical evidence begins before the claim
The quality of documentation throughout the contract determines the possible quantification method and, consequently, the strength of the claim. There is no solid technical structuring without traceability from the very beginning;
The importance of Contractual Diagnostics
It should be used continuously, throughout all phases, from initiation to closeout. Weaknesses identified early cost infinitely less than disputes that arise later;
The pre-contractual phase defines the complexity of contract management
“After signing, management does not make decisions. It manages the consequences.”
This statement, made during the infrastructure contracts panel, accurately summarizes the current state of the art. Poorly defined scope, unaddressed risks, and misaligned expectations are liabilities that, during execution, will be charged with interest;
Cost Engineering as a strategy
When properly implemented, cost engineering ceases to be merely an operational function and becomes contractual intelligence — preventing deviations before they turn into claims, and assisting in claim management before they escalate into disputes.
Contract Administration matures when it stops being reactive and becomes part of the strategy. The Ibracont Business & Contracts Summit 2026 demonstrated that this movement is increasingly recognized, and its benefits are already being observed by society.
