Construction management.

Construction management is a transparent project-delivery method. Under the open-book agency model, you contract directly with each trade while the construction manager governs budgeting, procurement, scheduling, quality control and coordination — from the first drawings through to final completion.

A general contractor signs every trade agreement and gives you one price, with the margin and assumptions hidden inside it. A construction manager holds none of the trade contracts and takes no markup on the work; you hold each contract directly and see every cost. One model profits from the price; the other is paid to protect it.

In the agency model you hold each trade contract in your own name and the practice earns nothing from the trades, so nothing is marked up and nothing is hidden. Every scope is competitively tendered, every invoice is yours in full, and nothing of consequence proceeds without your written approval.

You do. Every trade contract is signed in your own name, and the trade relationships, warranties and tax position remain yours to keep. The practice holds none of them.

Each scope is tendered on a defined, like-for-like basis and presented to you as a true comparison, with a recommendation. You approve the selection. Competitive tendering on resolved drawings is what keeps the budget honest.

From resolved drawings and competitive tenders we build a detailed budget and a working construction programme, then track both continuously — reporting cost against budget, identifying the critical path, and flagging issues while options are still open and inexpensive.

Nothing of consequence is committed without your written authorisation, and the cost record is reconciled continuously. Small revisions are not allowed to accumulate invisibly; you always see the cost and schedule impact before a change proceeds.

Tender and award scopes, coordinate every consultant and trade, run and reissue the schedule, supervise quality on site, track and report cost, and govern change — one office accountable for the whole, rather than many parties each responsible for a fragment.

Through a single coordinator who reconciles the work of every consultant and trade, on-site supervision, and a documented record of cost, correspondence and approvals — so the project can be read, and audited, at any moment.

Ambitious houses fail in the coordination, not the building. Resolved drawings before tender, competitive procurement, a single point of coordination, a programmed schedule, governed change and full documentation are the disciplines that keep a complex build on course.