Property-Wise
Property-Wise
  • HOME
  • SERVICES
    • Due Dilligence
    • Feasibility Studies
    • Zoning/Planning HBU
    • Acquisitions
    • Capital Advisory
    • Transaction Advice
    • Development Management
  • TYPICAL CLIENTS
    • Rezoned Land Owners
    • Property Developers
    • Private Syndicates
    • Investment Funds
    • Professional Advisors
    • Government Bodies
    • Religious/NFP Groups
  • TEAM
  • More
    • HOME
    • SERVICES
      • Due Dilligence
      • Feasibility Studies
      • Zoning/Planning HBU
      • Acquisitions
      • Capital Advisory
      • Transaction Advice
      • Development Management
    • TYPICAL CLIENTS
      • Rezoned Land Owners
      • Property Developers
      • Private Syndicates
      • Investment Funds
      • Professional Advisors
      • Government Bodies
      • Religious/NFP Groups
    • TEAM
  • HOME
  • SERVICES
    • Due Dilligence
    • Feasibility Studies
    • Zoning/Planning HBU
    • Acquisitions
    • Capital Advisory
    • Transaction Advice
    • Development Management
  • TYPICAL CLIENTS
    • Rezoned Land Owners
    • Property Developers
    • Private Syndicates
    • Investment Funds
    • Professional Advisors
    • Government Bodies
    • Religious/NFP Groups
  • TEAM

DEVELOPMENT MANAGEMENT

Most projects don’t fail because the idea was wrong. They fail because governance was weak: scope drift, redesign cycles, procurement mistakes, cost escalation, program slippage, and inconsistent reporting.


Propertywise provides development management support that keeps projects coherent across scope, cost, program, approvals and procurement. 


This is particularly valuable for rezoned landowners and syndicates transitioning from “asset ownership” to “project delivery”, where complexity increases and decision discipline becomes the difference between value creation and value leakage.

Contact Us

PROJECT EXPERIENCE INCLUDES

WHAT WE DO

GOVERNANCE + CONTROL SYSTEMS

CONSULTANT PROCUREMENT + CO-ORDINATION

CONSULTANT PROCUREMENT + CO-ORDINATION

  • Set the project governance architecture: decision rights, delegated authorities, escalation pathways, and meeting cadence (weekly/fortnightly/monthly).
  • Establish the “single source of truth” across scope, cost, program and assumptions (so consultants aren’t designing to different briefs).
  • Create a decision-gate roadmap aligned to approvals, procurement and funding milestones (what must be true before progressing).
  • Implement reporting discipline suitable for owners, JV partners and capital stakeholders (progress, risks, decisions required).
  • Maintain a live risk register with probability/impact, mitigants, owners, timing, and “early warning” triggers.

CONSULTANT PROCUREMENT + CO-ORDINATION

CONSULTANT PROCUREMENT + CO-ORDINATION

CONSULTANT PROCUREMENT + CO-ORDINATION

  • Procure and scope consultants (as engaged): planner, architect, engineers (civil/structural/services), traffic, acoustic, fire, BCA/access, ESD, landscape, QS/cost manager, survey, legal interface.
  • Define consultant deliverables and interfaces (who provides what, when, and to what level) to avoid rework and scope drift.
  • Drive coordination and resolution across disciplines (clash points, services, compliance triggers, design efficiency).
  • Protect the brief: keep the design aligned to feasibility, approvals strategy and end-user requirements.
  • Manage consultant performance: programme adherence, quality control, meeting actions, RFIs, and decision closure.

SCOPE + DESIGN GOVERNANCE

CONSULTANT PROCUREMENT + CO-ORDINATION

SCOPE + DESIGN GOVERNANCE

  • Translate feasibility into a delivery brief: key value drivers, non-negotiables, and constraints.
  • Control design progression with explicit stage gates.
  • Maintain an issues register linking design/planning changes to cost/program/value impacts.
  • Protect saleability/lettability: ensure cost reductions don’t destroy the attributes buyers/tenants pay for.
  • Manage compliance risksuch as BCA/access/fire, services capacity assumptions, interface constraints.
     

APPROVALS PATHWAY SUPPORT

APPROVALS PATHWAY SUPPORT

SCOPE + DESIGN GOVERNANCE

  • Oversee the approvals strategy and keep planner workstreams decision-led (we do not replace the planner).
  • Maintain approvals critical path: submissions, responses, authority engagement, and dependencies.
  • Track planning risk and mitigation: what’s contested, what evidence reduces risk, what triggers redesign/time impacts 
  • Ensure approvals outputs remain aligned to feasibility and funding expectations (bankable, deliverable pathway).
  • Coordinate stakeholder rhythm with authorities and affected parties (as engaged) to reduce timeline shocks.
     

COST + QS MANAGEMENT

APPROVALS PATHWAY SUPPORT

PROGRAM + PROCUREMENT

  • Coordinate QS/cost planning at appropriate stages and ensure scope alignment (no cost plan on moving sand).
  • Establish contingency logic: quantum, where applied, governance for release, and triggers for reforecast.
  • Run value management / value engineering with discipline:
  • protect revenue drivers first
  • remove cost without increasing defects or approval risk
  • link every change to feasibility impacts
  • Maintain cost-to-complete visibility (as engaged) and support practical decisioning under cost pressure.

PROGRAM + PROCUREMENT

APPROVALS PATHWAY SUPPORT

PROGRAM + PROCUREMENT

  • Build and maintain an executable program with critical path, float, and decision gates.
  • Procurement strategy by stage: early contractor engagement, package planning, tender preparation support, bid levelling governance.
  • Support tender scoping (consultants and, where engaged, build packages): clarity that reduces variations later.
  • Coordinate delivery sequencing assumptions so the program aligns with approvals and funding requirements.

CAPITAL / STAKEHOLDER REPORTING (BOARD-READY)

CAPITAL / STAKEHOLDER REPORTING (BOARD-READY)

CAPITAL / STAKEHOLDER REPORTING (BOARD-READY)

  • Produce a monthly/fortnightly reporting pack (as agreed):
  • program status + critical path
  • budget and forecast movements
  • key risks and mitigants
  • decisions required and due dates
  • procurement status
  • Maintain capital confidence by keeping reporting consistent, evidence-based and action-led.
  • Support stakeholder decision cadence so issues are resolved early, not escalated late.

HANDOVER + NEXT-STAGE READINESS

CAPITAL / STAKEHOLDER REPORTING (BOARD-READY)

CAPITAL / STAKEHOLDER REPORTING (BOARD-READY)

  • Stage transition governance: DA to CC, procurement to mobilisation, mobilisation to delivery, delivery to sales/settlement (as relevant).
  • Close-out discipline: documentation readiness, defect/risk visibility, and clean handover pathways.
  • Lessons learned / process refinement for multi-asset clients and repeat mandates.

WHO THIS IS FOR

CAPITAL / STAKEHOLDER REPORTING (BOARD-READY)

WHO THIS IS FOR

  • Owners/syndicates delivering uplift or development outcomes in NSW
  • Developers wanting disciplined governance and reporting support
  • Projects where approvals, cost and program risk must be controlled tightly

CONTACT US

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

Message us on WhatsApp

Office 3, Level 1, 12 Churchill Ave, Strathfield NSW 2135, Australia

Copyright © 2026 Property-Wise - All Rights Reserved.

Powered by

This website uses cookies.

We use cookies to analyze website traffic and optimize your website experience. By accepting our use of cookies, your data will be aggregated with all other user data.

Accept