The aim of this conceptual paper is to contribute to a better understanding of the front-end phase of large public projects, which is complex and non-linear. The point of departure relates to a number of paradoxes found along the way of the front-end. A processual approach is taken to follow the front-end over time. Considering a number of example vignettes, four paradoxes and subsequent trade-offs are discussed which affect the strategic decisions that need to be made. These are found to fit largely within four generic sub-processes identified in the front-end. Inspired from the paradox theory, we conceptualise paradoxes and trade-offs under the dynamic equilibrium model adapted for temporary organising such as large public projects. Main aim of this paper is to consider how decision-making can be improved, and managerial strategies developed that permit the acceptance of paradoxes and their resolution in a virtuous cycle leading to long term success.