The difference between a scheme that is signed off and a scheme that is finished is usually invisible from the boardroom.
Board and advisory
The value to a board is in holding both at the same time, because the second tells you whether the first is working.
Why this matters at board level
A board sets a strategy and then receives a report telling it the strategy is working. The report is written by the people delivering it. Nobody is being dishonest. The people delivering the strategy are marking their own homework, and the board is so often the last to know.
I have been on both sides of the report. I have written the vision and I have walked the finished building. That helps me ask the questions a delivery paper does not answer.
My experience
What this adds to a board
A registered directorship, board reporting, audit and remuneration exposure, and ten years of seeing where delivery risk actually sits rather than where the risk register says it does.
Appraisals, viability, product and pricing. I have argued for schemes, and I have advised clients not to proceed.
The evidence base. Fifty thousand quality and satisfaction data points from homes inspected before and after handover, and two rounds of primary research with the people running the industry. I can quantify what poor delivery costs, which is the version of the argument that tends to win.
When you need me
Non-executive and advisory roles with residential developers, investors, operators and public bodies. Most useful where your board is wrestling with quality, customer outcomes, reputation, or the gap between what a development promised at planning and what it became.
Mixed use and regeneration as readily as residential, and organisations entering or scaling in the GCC and Australia.
Availability