What we do

Commercial Management & Cost Management

Contractor-side commercial management and client-side cost management, from either side of the table. On the contractor side: procurement, valuations, CVRs, subcontract administration, change management, forecasting and final accounts. On the client side: feasibility and elemental cost plans, procurement strategy, tender analysis, contract administration and final account agreement. The same person can sit in either chair because the work overlaps — the numbers a contractor certifies are the numbers a client challenges, and knowing both sides' positions makes each side's negotiation sharper.

Engagements range from a one-off cost plan to embedded commercial leadership across a live programme. Sector experience: residential, mixed-use, commercial, education, healthcare, FM and utilities. Contract forms: JCT, NEC, PFI and bespoke.

Construction Claims Consulting

Proactive first: records, notices and entitlement managed early so issues never become claims. When positions harden — loss and expense, delay cost, final account disputes and adjudication — claims are prepared, assessed and negotiated, party-side and commercially grounded. This is not expert-witness work; it is the commercial and contractual analysis that sits alongside legal representation.

Typical engagements: a contractor facing a pay-less notice on a disputed valuation; an employer defending against a global claim; either party preparing for or responding to adjudication. The approach is documentary — every position built on records, not assertions. MCIArb membership and party-representative adjudication experience underpin the dispute practice.

Project Monitoring

Independent monitor's reporting for lenders and investors — cost, programme, risk and drawdown tested against the facility, with the questions asked before they become problems. The role is not box-ticking: each report tests the certified position against the sanctioned cost plan, the programme against the contract, and the remaining risk against the headroom.

Pre-acquisition due diligence folds into this service as the pre-drawdown phase: cost plan review, contract review, programme assessment and development appraisal testing before the facility is committed. Monitor's reporting then runs monthly through construction to practical completion.

Typical deliverables: monthly monitor's report, drawdown recommendation, cost-to-complete review, risk register, early-warning flags on tender inflation or contractor distress.

Due Diligence

Technical and commercial due diligence for purchasers, funders and investors — cost, contract and programme risk tested before commitment, not after. Whether the trigger is an acquisition, a re-finance or a facility drawdown gate, the work answers three questions: is the cost plan realistic, is the contract adequate, and is the programme achievable?

Deliverables: cost plan benchmarking against current market data, contract review (form, risk allocation, amendments), programme logic review, development appraisal sensitivity testing and a written report with RAG-rated findings and recommended conditions.

Contracts Management

Contract setup and administration — procurement route selection, tender documentation, compliance and payment discipline held through delivery. The work is unglamorous and high-value: most disputes trace back to contract administration failures in the first three months, not construction failures in the last three.

Scope: procurement strategy (JCT vs NEC vs bespoke), tender documentation and analysis, contract execution and data setup, valuation and payment procedures, change control and formal notice management.

Distressed Sites & Project Recovery

Contractor failure, stalled schemes and rescued programmes — cost position stabilised, options priced, delivery re-planned. The first 48 hours after a contractor insolvency determine whether the scheme is recoverable on existing terms or needs re-scoping. The commercial position (what is certified, what is contested, what is retained) must be established immediately.

Typical scope: immediate cost position review, remaining-works re-scoping and re-tendering, funder liaison and reporting, delivery sequence rebuild, final account with the failed contractor's administrator.

Interim Commercial / Project Director

Senior embedded capacity for developers, funders and contractors — commercial or project leadership without a permanent hire. When a commercial director leaves, a scheme needs senior oversight for six months, or a contractor needs interim commercial leadership during a dispute, this is the role.

The scope is defined by the client: full-time embedded, two days per week, or a specific project phase. The hands-on disciplines (CVRs, procurement, subcontract administration, change, forecasting, cash flow, final accounts) remain live regardless of title.