We are a project management and investment governance consultancy. We work with owners, developers and contractors from the feasibility study through to handover — and we build governance on what was actually measured, not on an estimate that merely looks convincing.
Six services, taken together or one at a time. Every one of them is delivered as an auditable output — a figure with a document behind it.
A deterministic financial model: NPV, IRR, payback and debt cover — with every assumption that was not measured named as such, in the report itself.
From a conceptual NRM cost plan through to the final account, with every line traceable back to the drawing or model it was measured from.
Primavera P6 programme review, DCMA-14 schedule health assessment, delay analysis and earned value reporting.
Standing up the office and the decision rights behind it: roles, stage gates, an authority matrix, and reporting the owner can act on.
Preparation and assessment of claims under FIDIC and the SCL protocol, with entitlement evidenced against the programme.
Quantity take-off from IFC models, geometric clash detection, and linking the model to cost and to the programme.
One principle governs every deliverable we sign.
A number that was not measured must never read as though it were.
Every figure in our reports traces back to a drawing, a model, a contract or a site record. What has no source is marked missing rather than filled with a guess.
Analysis is automated; approval is not. Nothing reaches a bank or an investor until a named person has signed it.
The limits of a study belong in its body, not in a footnote — because a decision rests on what is known and what is not, together.
Capital projects where the cost of a wrong assumption is measured in years.
Master-planned communities, residential towers and hospitality-operated units — from the investment case to delivery.
Hospitals, clinics and education facilities, where operational readiness and authority approvals drive the programme.
Malls and commercial districts, with revenue modelling tied to lettable area rather than to gross floor area.
Capex-driven works where quantity governance and change control decide the outturn cost.
We run our engagements on a governance operating system we built ourselves — the reason our reports carry an audit trail rather than a spreadsheet.
A rapid assessment and a full seventeen-section study, composed into investor, partner and lender packages.
Classified estimates, quantities read from drawing schedules and from BIM models, and every item traced to its source.
P6 import, critical path, earned value analytics and Monte Carlo risk simulation.
Send us the project scope and whatever documents you have. We will come back with a work plan and a timeline.