The whole lifecycle, from pursuit to close-out.

We help owners and developers take a project from concept to a fundable, buildable scope. That starts with feasibility and options analysis, a realistic cost and schedule baseline, and a clear-eyed assessment of the delivery model that fits the risk profile: Design‑Bid‑Build, Design‑Build, Progressive Design‑Build, Construction Management or P3.

Through design development we coordinate architects, engineers, authorities having jurisdiction and other stakeholders so scope, budget and programme stay aligned. Once shovels are in the ground we provide owner-side oversight of quality, cost and schedule so the project that gets delivered is the project that was approved.

Winning work in alternative delivery is a discipline of its own. We support contractors, designers and joint ventures through the full pursuit: go/no-go and teaming, RFQ and RFP response, technical and commercial proposals, cost and schedule estimates, and the resource plans evaluators are looking for.

We bring an evaluator’s eye to the proposal, reading the owner’s scoring criteria and risk allocation the way the selection committee will. We also advise on competitive positioning, clarification rounds and Best and Final Offer strategy, so the bid you submit is complete, compliant and priced to win without giving away margin.

A well-run contract prevents most disputes before they start. We support negotiation and drafting on standard and bespoke forms, including CCDC, Design‑Build and Project Agreements, with a focus on risk allocation, payment mechanisms, change and delay provisions, and security.

During execution we administer the contract day to day: notices and correspondence, change order and extension-of-time entitlement, progress claims and holdback, compliance tracking and issue resolution. Obligations are logged, monitored and closed so every party knows where it stands and surprises are kept off the table.

We stand up the controls framework a complex project needs: a work breakdown structure, CPM baseline schedule with resource loading, cost budget and cash-flow forecast, and a risk register with quantified contingency. The framework is scaled to the project, not the other way round.

Once live, we run the monthly cycle of schedule updates, earned value and productivity analysis, forecast-at-completion, and change and trend management. Dashboards and reports are written for the people who have to act on them, so early warnings arrive while there is still time to respond.

We provide hands-on project and construction management for infrastructure and building programmes, from mobilisation through substantial completion. That includes execution planning, procurement and subcontract packaging, resource allocation, interface management and coordination with owners, designers, utilities and authorities.

Our team has delivered on both the owner’s and the contractor’s side of Design‑Build and P3 projects, so we anticipate the friction points and manage them before they become schedule or cost events. Quality, safety and environmental obligations are built into the plan, not bolted on.

Close-out is where projects quietly lose money and goodwill. We manage the path from substantial completion to final completion: commissioning and testing, deficiency lists and rectification, as-built drawings, O&M manuals and warranty packages, and turnover to the operations team.

On the commercial side we reconcile final accounts, release holdback and security, close out changes and claims, and confirm every contractual obligation has been discharged, so the project can be closed without loose ends resurfacing years later.

When a project ends up in dispute, the outcome turns on the evidence. We investigate the root causes of delay, disruption and cost overrun, reconstruct what happened from the contemporaneous record, and quantify entitlement using recognised forensic methods, including windows, time impact and as-planned versus as-built analysis.

We prepare and defend claims, produce independent expert reports and support counsel through negotiation, mediation, adjudication, arbitration and litigation. Our reports are written to withstand cross-examination, with the analysis traceable back to the project record.

Our expertise extends beyond construction engineering. We advise small business owners, founders and growing firms on strategy, business plans, financial models and operating structure, from testing an idea to scaling what already works.

For construction and engineering businesses in particular, we help with alternative delivery readiness, pursuit and bid capability, operational efficiency and go-to-market strategy. The advice is bespoke: whether you are a multinational or a start-up, the plan is built around your goals, constraints and the market you are in.