Real Estate · Development Advisory
What it could become, what it costs, and what could stop it.
An attractive concept is not a feasible project. The distance between the two is measurable, and measuring it early is cheaper than discovering it late.
The problem
Development decisions are connected.
Location constrains use, use constrains density, density drives cost, cost drives the financing, and the financing sets the timetable everything else has to meet. A change in any one of them moves the others, and the effect is rarely proportional.
What we do.
Market and site assessment
Market conditions, demand drivers, site characteristics and the development constraints that apply to the specific parcel.
Development feasibility
Alternative concepts tested against preliminary project economics, with sensitivity to cost, timing and revenue assumptions.
Budget and delivery risk analysis
Development budgets, construction-cost assumptions, cost-to-complete review and the delivery risks that carry real money.
Project monitoring and decision support
Agreed financial and development indicators tracked as a project progresses, with analysis for management decisions.
What an engagement produces
A development feasibility report, a market and site assessment, a project financial model, a preliminary budget review or a development risk memorandum.
These are examples of work the service is designed to produce. They are not a record of completed REGAL 3 engagements.