Six phases. One accountable hand.
The same engagement model runs every project — single-family infill or 200-unit mixed-use. The complexity changes from project to project. The discipline does not.
From diagnosis to stabilized operations.
We run full owner's-rep engagements from Phase 01 through 06. We also engage on a single phase when that is what the owner actually needs. Either is fine. Misrepresenting which one the owner needs is not.
Diagnose — understand the owner, the property, and the dominant constraint.
Every engagement starts with a 45-minute project review. We look at the property, the contract or ownership posture, the owner's actual return target, and the timeline pressure. Most projects have one constraint that will dominate every other decision. The first work is identifying it honestly.
Underwrite — what can be built, in how long, at what cost, with what return.
Underwriting turns the diagnosis into a number. Highest-and-best use, hard and soft cost calibration, regulatory and schedule risk pricing, sensitivity on the variables that actually move the IRR. The output is one memo: build (how), partner (terms), hold, or walk.
Plan — select and sequence the design team, constructability before bid.
Plan is where the project becomes buildable. Architect and engineering disciplines are selected on actual fit, sequenced correctly, and held to a published schedule. Constructability review at SD, DD, and 90% CD catches what the contractor would otherwise charge a premium for or write as a future change order.
Permit — jurisdiction strategy, agency relationships, the buildable path.
Permit is a strategy phase, not a paperwork phase. The right approval track is chosen on risk and time, not habit. Pre-application meetings happen with the right counterparties in the room. Sequencing is coordinated so trades do not stall on missing upstream approvals.
Build — contractor selected, supervised daily, draws verified, scope held.
The build phase is the owner's most expensive, and the one most often delegated to people who are not the owner. We run procurement with discipline, attend the meetings, walk the property, hold change orders to scope and necessity, verify pay applications against work in place, and report up weekly.
Operate — hand over into stabilized operations, run the operator, not the property.
Operate is the discipline of making sure the asset earns from the day the underwriting promised it would. Operator onboarded, vendors contracted, warranty managed, capex planned. Reporting in language the owner can act on.
Reporting in language the owner can act on.
The phase changes; the discipline of reporting does not. Whatever phase an engagement sits in, the owner receives a clear read on what happened, what is at risk, and what needs a decision this week.
Decision memo, risk register, budget exposure, photo log, draw status, and next actions — written so the owner can act on them in minutes, not interpret them over an afternoon.
Where in the process are you?
A project review is a 45-minute conversation. By the end of it we will both know which phase you actually need, and whether we are the right firm to run it.