Represents your interest across everyone else working on the project: consultants, the municipality, the contractor. Someone has to own the decisions, the budget and the schedule. On most projects that role either falls to the owner by default, or it doesn’t get filled at all.

Most development managers coordinate technical consultants. We are one. The engineering that decides whether a project works, such as servicing capacity, off-site upgrades and stormwater, comes from inside the same firm. It gets priced early instead of arriving as a surprise from a subconsultant.

Yes, including pre-application meetings, referrals, review comments and council. Because we’re also the engineer on the project, technical questions get answered in the meeting instead of taken away and returned two weeks later.

Before acquisition, if you can. That’s when the decisions are cheapest to change and when civil constraints are still information rather than sunk cost. Mid-project works too, and that’s often when people call, but the earlier engagement is worth more.

No. You keep your design team and your builder. We manage the delivery around them: scope, budget, schedule, approvals, and the decisions that fall between disciplines and otherwise sit unresolved.

Yes, case by case. We review what’s designed, what’s approved and what’s been committed before agreeing to carry it. Stalled files usually have a specific cause, such as an unresolved approval, an unpriced upgrade or a decision nobody owns, and we identify it before we take the project on.

Multi-family, mixed-use, commercial and multi-lot residential across the Sunshine Coast, Sea-to-Sky and North Shore. The threshold isn’t scale. It’s whether the owner has the capacity to run the project themselves.

Usually, and it’s the reason this works. Where an owner prefers separation, we can run development management with another engineer on the technical scope.