Fee development and owner's representative
The investor stays the owner and makes the decisions. Everything else — permits, contracts, contractors, schedule, budget and handover — is on us.
The investor has no in-house owner's team, and building one for a single project means six months of hiring and costs that outlive the handover.
Construction is underway, schedule and budget have drifted, and no one can establish who is actually accountable.
The investor is from another country and does not know the local approval procedures, codes, or what things should cost.
You need the contractor supervised by someone who has no stake in that contractor.
Investment model and budget
Project cost broken down by line, funding schedule, break-even point — before the first som is spent.
Permits and approvals
We run the approval process end to end: from initial site data to the commissioning certificate.
Tenders and contracts
Tender documents, selection of designers and contractors, contract award and administration.
A single project schedule
One schedule instead of ten contractor ones: design, procurement, construction and commissioning in shared logic.
Investor reporting
Weekly status and a monthly report: actual against plan on time, money and physical progress.
Commissioning and handover
Start-up, acceptance, as-built documentation, transfer to the operating organisation.
- 1
Audit of what exists
We look at what is already there: the site, the concept, the design, the contracts, the money spent. We establish where the project actually stands, not where the reports say it does.
- 2
Delivery strategy
Delivery method, team structure, contracting strategy, high-level schedule and budget.
- 3
Contract framework
Tenders, contractor selection, contracts with allocated responsibility and clear grounds for payment.
- 4
Delivery management
The daily work: schedule and cost control, acceptance of quantities, change management, risk, reporting.
- 5
Commissioning and close-out
Handover, contract close-out, transfer of documentation and accumulated project data to the owner.
The investor sees the project directly, not through someone's account of it
The client gets access to the same dashboard the team works in: schedule, budget spend, physical progress, site photo records. Reporting stops being a monthly presentation.
See what it looks like- How is this different from a general contractor?
- A general contractor builds and earns from building. We do not build — we manage the project on the investor's behalf and are paid a management fee. That is precisely why we can argue with the contractor about quantities and quality: we have no stake in it.
- Does the asset stay in my ownership?
- Yes. Fee development does not involve transferring rights to the asset or a share in it. We work under a management contract for a fee, and decisions remain with the investor.
- Can you join a project that is already running?
- Yes, and it is a common case. We start with an audit: where the project really stands on time and money, what has been signed, which risks have already been taken on. Based on that we propose a plan — sometimes not the one that was expected.
- How is the fee calculated?
- Usually a percentage of the project budget or a fixed amount per period. It depends on the scope of functions, the duration, and the stage at which we join. We quote after the audit.
We run the whole project, but any single task can be taken on its own.
Ready to take your project under control?
Tell us about the task — within 1–2 days we will prepare a team structure, a roadmap and a commercial proposal.