The system
We work through six areas that decide whether a development or construction business makes money, at both business and project level.
We get the business working, then get a grip on the projects inside it. Both matter, and most problems live where the two meet.
Level one
Is it built to make money, win the right work, and run without depending on you for every decision? This is the engine that carries you between projects.
Level two
Every scheme has its own budget, its own programme, and its own ways to make or lose money. We give each one the grip it needs to land on plan.
The six areas
Profit and cash are where it starts and where it shows. We look at viability, margins and cashflow at both levels: whether the business as a whole is built to make money, and whether each project stacks up and stays funded through to completion. The aim is steady cash through the gaps between projects, not just a profit on paper at the end.
The right work, on the right sites, at protected values. We get clear on the schemes and clients that suit you, how you win them, and how you hold sales values and pricing rather than giving margin away. Good marketing here is about pipeline and positioning, so you choose your projects rather than taking whatever comes.
Programme, delivery and the scheme itself. This is how the work actually gets built: a programme that holds, delivery that runs to it, and a product, the design and specification, that the market wants and the numbers support. Get this right and projects finish closer to plan, with fewer surprises on site.
Appraisals, cost control and the numbers that flag trouble early. We put the financial discipline in place: appraisals you can trust, cost plans that survive contact with the site, and a short set of KPIs that tell you where a project or the business is heading while you can still do something about it.
Decisions, problem-solving and repositioning what isn't working. Development throws up problems that don't have a textbook answer. This is about how you make the call, where you find a better route, and how you reposition a site or a scheme that's stuck, so a hold-up becomes a turning point rather than a loss.
People, consultants and contractors pulling one way. A development happens through other people: your team, your consultants, your contractors. We work on how you lead them, set expectations, and hold the standard, so everyone is rowing in the same direction and the business doesn't rest on you carrying every part of it.
Start with a call. We'll work out where you are, and the one or two areas that will move the business most.
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