This article examines the Canada Line rapid rail transit project in Vancouver, British Columbia, a decade after its completion and the 2010 Winter Olympic Games for which it was accelerated. The case resides at the intersection of two project classes with well-documented patterns of underperformance: transit mega-projects and sporting mega-events. Beyond connecting a number of Vancouver 2010 venues, the Canada Line is notable for its use of a public-private partnership procurement (PPP) model, as well as the significant real estate development seen nearby. In particular, the article focuses on outcomes classified under three headings: procurement model, community impact, and land use impact. Prior to providing avenues for future research, this article finds that while the PPP model avoided substantial cost overrun risks, the lucrative operational concession was where the growth coalition pushing the project was able to make it sufficiently attractive for private partners, while externalizing cost on third-parties.