When the City of Richmond, British Columbia, contracted in June 1992 to expand its transportation link to Vancouver, it placed the $22 million No. 2 Road Bridge job in the hands of a contractor and engineer who had never been involved with the design or construction of a segmental bridge. The project was a resounding success story. The bridge was completed two moths ahead of schedule, thanks in large part to a spirit of cooperation among the professionals who made it happen. No formal partnering agreement was in place, but there was excellent cooperation between the owner, contractor, design engineer, and construction engineer. An atmosphere of trust and respect enhanced all the professional relationships on the job, and there was a refreshing absence of the all-too-common perception that the contractor was trying to get away with something. Because parts of the structure were being redesigned as other parts were being built, all parties shared information freely.