Our services
WHAT WE DO
Asset and product strategy
What the asset should be, who it is for, and where the value actually sits. Market and competitor work, positioning, unit mix, revenue logic.
You call me when the numbers work on paper and nobody can explain why the scheme still feels wrong.
Concept and design development
Setting the brief before anyone draws, then holding it through Stages 2 and 3. Space planning logic, gross-to-net, specification strategy, and the operational requirements design teams tend to discover late.
You call me when the design team is producing something beautiful that the operating model cannot support.
Delivery oversight
Keeping the product intact from planning to opening. Value engineering review, specification defence, coordination across the design team, the contractor and the operator.
You call me when cost pressure is about to remove the thing that justified the pricing.
Owner's representation
Sitting on your side of the table opposite the operator. Operator selection and negotiation, management agreement review, pre-opening oversight, performance against the deal that was signed.
You call me when you are about to sign a management agreement drafted by people who negotiate them every week.
WHY THIS WORKS
Most people advising on these assets have sat in one seat. We’ve worked client-side and operator-side inside a vertically integrated investment business, on the same assets, at the same time. I watched the investment case get written, then watched the building try to deliver it.
The gap between those two things is where value leaks. It rarely announces itself. It shows up as a floor plate that lets slowly, an F&B offer the building cannot physically support, a specification decision at Stage 3 that quietly removes the reason anyone would pay the premium.