Typically working for senior stakeholders / C-suite we offer solutions to unlock business problems through property plays.

Our role has been to translate between strategic business requirements and deliverables from built environment professionals and contractors.

Often built environment professionals look for clear direction and a solid brief from a business which is ill equipped to provide this, having not done it before or having limited exposure to the ‘not business as usual activity’.

The typical RIBA (or country equivalent) process is designed to fulfil a design and build cycle and assumes that the business in question has a clear understanding of what is to be achieved.

In most of our recent experiences this isn’t how things work and having the ability to take a project concept and convert that into a clear set of needs and a strategy that can be matched by feasibility study, test fit or sketch with a high level set of ‘low, middle, high’ cost assumptions has been key to unlocking what the business wants to achieve, the time line in which it wants to achieve it and the budget it has to spend.

We have also been successful in understanding what the business risk appetite is about both spend and quality.

From here it is obviously much simpler to launch the ‘build’ process by working with the clients subject matter experts and end users to develop the brief, undertake a full cost planning and tendering exercise and then relay back clear communication on progress, risk and issue without overwhelming the busy executives who are trying to grow, consolidate or change their business.

To compliment this ability to tease out a project brief we have also been pivotal in marrying business governance, systems and tools with the outputs of built environment cost plans, schedules, risk registers and tender packages, communicating them back to our clients through short, powerful executive summaries in plain English

This allows the client to understand what is being offered by the consultants and contractors and the value it presents based on benchmarks, current market norms and ensuring they are partnered with the best fit vendors with the appropriate experience and right cost point to fulfil the objective

Recently we have been able to find ways to deliver under budget by between 10 and 20% by working with smaller independent consultancies and contractors and removing tier 1 General Contractor and Consultancy mark ups whilst working with contract forms that marry design and build with guaranteed maximum price or open book plus agreed percentage.

To further drive efficiency we have worked with specialist consultants to unlock capital allowances and ensure capital budgets are fully leveraged to drive the bottom line.

Alongside this approach we have also worked hard on capex budget control and cost avoidance to ensure every pound invested has a return on investment for our clients and that operational spend, if incorporated as nice to have, is clearly defined and passed back to departments so that cost is owned

In summary we are exceptional all-rounders who can take any scheme from cradle to grave whilst selecting, developing and leading great teams to achieve on time, on budget projects and programs, drive turn around and achieve effective business change through property, construction and engineering plays