FEATURED PROJECTS
Every project has its unique DNA
Regulatory & Governance Leadership
Acting as senior advisor to the Remediation Director of East Village Management Ltd — the Principal Accountable Person for a 63-block higher-risk residential estate under the Building Safety Act 2022. The engagement supported a complex, closely-scrutinised remediation programme operating in a particularly demanding stakeholder environment.
Authored the governance protocols and Standard Operating Procedures for EVML's in-house remediation team discharging PAP duties, contributed to live higher-risk building activity, and helped establish defensible, written-down foundations the small internal team continues to build on.
The thread running through it: building governance that does real operational work day-to-day and stands up to regulatory scrutiny when challenged.
Embedded Construction Capability
Working one day a week with Costcap, a growing SME standing up a construction management arm of the business.
The engagement is embedded with the team rather than delivered at arm's length — writing the operating procedures, supporting live site activity, mentoring the delivery managers, and standing alongside the senior team as the new function takes shape.
The value isn't in the documents alone, although the documents matter. It's in the day-to-day judgement calls, the unblocking of decisions, and the transfer of senior experience into a team that's professionalising in real time.
A model that's replicable across other SMEs building or scaling a construction or property capability.
Strategic Advisory & Diversification
Retained strategic advisor to a £20m main contractor exploring where the business goes next.
The engagement combines facilitated strategy workshops, structured papers for the senior team, and ongoing availability as a sounding board between sessions.
The role is part advisor, part critical friend.
Twenty-five years inside large client organisations brings the buy-side perspective into the conversation — what good looks like, what the client side actually wants, and where the credible opportunities are.
The aim isn't a strategy document on a shelf; it's a clear sense of direction the leadership team owns and can act on.
Cost Saving and Commerciality
An external benchmarking review of costs and processes completed in 2023 found "a very competitive and market leading approach, with some opportunities to further improve our position" — a testament to six years of structured work driving significant improvements in ROI, ROC and payback.
Procurement & Supplier Management: Main contractor full tender — rationalised the supplier base from many to 11 core partners, aligned rates, exited poor performers. Project management full tender — reduced suppliers from 7 to 3, improving efficiency. QS procurement — cut QS fees by 30% through smarter sourcing. Flooring full tender — introduced direct tile purchasing and dual installers. Developer shell specification — improved detail requirements to avoid costly rework and enhance long-term asset quality.
Governance, Standards & Commercial Strategy: Lean store trial — removed over 30% of the cost of a new store fit-out through specification and process improvements. Delivery design manual — introduced and maintained a standardised build guide for use in the field, creating consistency. Cost tracking & dashboards — replaced spreadsheets with simplified dashboards to improve programme-level control. Asset depreciation extension — enhanced build quality led to extension of store depreciation term from 8 to 10 years, with significant positive financial impact.
Sustainability Project
Delivered a flagship project for sustainable retail construction, setting a new benchmark for low-carbon, high-efficiency store design and exemplifying a commitment to environmental responsibility and long-term operational efficiency.
Key achievements: 50% reduction in embodied carbon over the entire 25-year lifecycle of the building; sustainable construction methods deployed from design to completion; green walls and photovoltaic (PV) solar panels integrated into the building envelope; combined refrigeration, heating and cooling systems to improve energy efficiency and reduce operational emissions; reduced materials intensity with a stronger focus on sustainable sourcing and construction practices.
Strategic significance: A replicable model for low-carbon, high-efficiency store design that aligns with broader ESG goals, supports carbon reduction and net-zero ambitions, and lowers total cost of ownership through energy-efficient systems. Reinforces brand positioning as an environmentally conscious retailer and sets the stage for further innovation in construction sustainability.
Capital & Roll-out Programmes
Twenty-five years inside large retailers - Sainsbury's, Tesco and the Co-op Group, latterly as Director of Construction UK for the Co-op — a £200m annual capex programme across the entire UK and NI estate.
At sustained peak: 100+ new retail stores a year. 100–200 convenience refresh a year. Around 50 large-format refresh a year. Logistics infrastructure from 10,000 to 600,000 sq ft. Funeralcare homes and care centres. Conservation and listed-building work where every decision had to satisfy planners, heritage officers and operational reality at the same time.
New builds, brown- and green-field developments, mixed-use schemes, complex trading-store extensions, asset renewal, special projects.
Every format. Every geography. Every year.
The work that taught me how to run complex programmes at scale — and how to lead the teams that actually deliver them.
