For owners with a lot at stake.
Your home deserves the same attention behind the scenes as it does in the finished detail. We connect the budget, the team and the next decision—on your behalf.
Discuss owner representation Explore an example project01 / A scope that fits your stage
From early planning to an active site, the right appointment starts with the work already done—and the questions still open.
Deliverables, attendance, reporting cadence and fees are agreed in your appointment.
Deliverables, attendance, reporting cadence and fees are agreed in your appointment.
Deliverables, attendance, reporting cadence and fees are agreed in your appointment.
Deliverables, attendance, reporting cadence and fees are agreed in your appointment.
02 / The owner’s project desk
Move an assumption. See what it changes. These connected tools explain the conversations we bring to the owner.
Interactive example only. No client data, market estimate or guaranteed outcome. Changes stay in this page until you leave.
The baseline is construction only. It excludes land, financing, professional fees, permits, furnishings and the management fee. The example assumes 70% committed, 30% not yet committed, $90,000 of existing approved changes, and $3,500 per extra week. These are teaching assumptions, not recommended allowances or rates.
Forecast = baseline + approved changes + pending exposure + time allowance + additional risk. The contingency funds headroom; it is not added to spending twice.
Forecast including pending exposure
$3,175,000Pending exposure is included for visibility. It has not been authorized.
Cash flow / Illustrative distribution
Explore how the same forecast might be distributed over nine reporting periods. A real cash flow follows your contract, milestones and payment review.
5 / 8 / 12 / 15 / 18 / 16 / 12 / 8 / 6% = 100% of this example forecast. These periods do not predict payment dates.
03 / A change moves through the whole project
A window package affects far more than the purchase order. Follow its scope, timing and owner authorization through one connected example.
A proposed window package enters the record as pending exposure. It is included in the example forecast, but it is not an authorized commitment.
Selecting a step only previews the example. No work or spending is authorized.
04 / Schedule + procurement
A procurement decision becomes a construction dependency. The example holds the other work constant so you can see that connection clearly.
Sequence study
The baseline has two weeks of delivery float with an 18-week lead time. Work moves only when that float is exhausted. Any additional time allowance also updates the forecast above.
Work backward from installation
2 weeks of delivery floatExample delivery: week 28. Selection release: week 8.
Negative release weeks mean the decision would have been needed before week 0. Confirm actual supplier, drawing review and shipping durations for your project.
05 / Compare the same work
A useful comparison reconciles exclusions and allowances before anyone treats two prices as equivalent. These two fictional proposals explain why.
01 / Proposal A
$955,00002 / Proposal B
$925,000A comparison allowance is not a supplier quotation. This separate teaching example does not change the project forecast. Quality, qualifications, schedule and contract terms still need review.
06 / Clear responsibilities
Construction management represents you alongside your separately hired builder. We make the connections visible while keeping each appointment clear.
Reviews & recommends
We connect scope, cost, schedule and open questions, then present recommendations within the management appointment. A recommendation is not authorization.
07 / Make uncertainty visible
Risk reporting should tell you what needs attention, who supplies the answer and what happens next. Priority labels here are illustrative, not calculated probabilities.
4 example items shown
Input from / Design team + builder
Confirm the reviewed package and supplier lead time before release.
Input from / Geotechnical / structural team
Resolve investigation and design inputs before pricing the affected work.
Input from / Architect + interior designer
Review a coordinated junction or sample before fabrication.
Input from / Builder + owner representative
Reconcile inclusions, quantities and allowances against the issued scope.
08 / The management appointment
Six connected workstreams. Your written scope defines the deliverables, reporting frequency and level of involvement.
Review construction scopes, exclusions, allowances, payment milestones and change procedures. Bring unclear responsibilities and gaps into the conversation before they become site issues.
A scope review with questions, exclusions and items to resolve.
Review is from a construction and budget perspective. Legal questions and legal drafting remain with your counsel.
Establish the agreed budget and track commitments, approved changes, pending exposure and forecast costs. Keep construction, consultant and other agreed project costs distinct so the next decision has context. Review payment requests against the agreed scope, progress records and contract requirements, and report questions before the owner authorizes payment.
A current cost view with assumptions and changes clearly identified.
A pending change is not an approval, and a forecast is not a guarantee.
Help organize bid information and compare inclusions, exclusions, allowances and lead times. Connect procurement needs to the drawings, selections and decisions that must be ready first.
A comparable scope review and a record of procurement decisions.
Appointment and purchasing authority are defined in your management agreement.
Review the construction schedule alongside design releases, permits, selections, site constraints and long-lead items. Make dependencies and upcoming decisions visible to the people responsible for them.
A milestone review with dependencies, questions and decision dates.
Your architect, interior designer, engineers and builder retain their agreed roles.
Coordinate progress reviews and site observations within the agreed appointment. Track open issues, review proposed changes and report their scope, cost and schedule implications for your decision.
A dated issue and decision record, with recommendations for action.
Recommendations and authority to commit your funds remain separate.
Coordinate outstanding items, punch-list follow-through and the agreed handover information. Track warranties, operating records and relevant inspection or test status with the responsible team members.
A closeout record showing what is complete and what remains open.
Required certifications and specialist inspections remain with the appropriately appointed professionals.
09 / Your owner’s view
A reporting format should connect the forecast, the next milestone, pending decisions and closeout. Explore the example, then choose what you would like to discuss.
Example owner report / No client data
This snapshot updates from the assumptions above. A real report identifies its reporting date, source records and responsible team.
Completion deserves the same attention
Checking these examples does not certify completion or replace required inspections.
Build a conversation around your priorities
Select the topics you want to discuss. Download or copy your example report with those topics; share it with our team when you are ready.
10 / Before we begin
This construction management service represents you alongside a separately hired builder. That builder performs the construction under its agreement with you. Our management appointment defines our scope, reporting and authority.
Yes, from a construction and budget perspective: scope, allowances, exclusions, payment milestones and change procedures. We flag questions for discussion and coordinate legal questions with your counsel; this service does not provide legal advice or legal drafting.
Yes. Coordination with your design team is central to the service. Your architect, interior designer and engineers retain their design responsibilities; we help connect their information with the budget, procurement, construction schedule and decisions the owner needs to make.
We can discuss an appointment at the current stage of your project. The first step is to review the existing contracts, team, records, schedule and open issues, then define where management support will be useful.
We prepare a scoped appointment around the project stage, complexity, duration and support required. Deliverables, site attendance, reporting cadence, fees and any additional-service triggers are agreed for that engagement. The construction budget and the management fee are separate.
The owner keeps approval authority unless specific authority and limits are delegated in writing. We review information and make recommendations; those recommendations do not, on their own, authorize spending or a change to the construction contract.
A considered next step
Tell us where the project stands, who is appointed and what needs attention. We will discuss a scope around your actual needs.
Owner representation is a separate appointment from our construction service.