01
From dream to project
Before there is a project
For private owners with land, capital and an idea, and no project yet
Show me the land. I will tell you what it can carry, what the regulations allow, what it will cost and in what order it has to happen, and then I will run it. Prinsengracht, Veere, Ecoral and Almonds & Corals were my own visions before they were projects, so I am hired for the seeing as much as for the building.
You get: a project you can fund and a programme someone can be held to, or an honest answer that this dream does not fit this piece of land.
02
Operational due diligence
Before you commit
For buyers under LOI, and advisors working from the desk
Two or three days on site. I read the building, the organisation and the agreements nobody wrote down, then put it in writing: what this asset is structurally prevented from earning, and why.
You get: a written judgement you can price, with a cost attached to each finding.
03
Project management and owner's representative
While it is built
For owners building, renovating, opening or repairing an operation
I hold the brief, the budget, the programme and the contractors on your behalf. Then I set up the operation: systems, reporting, and a manager I select, train and hand over to.
You get: an operation that runs, and a manager who runs it.
04
Eyes on the ground
While you are elsewhere
For foreign owners who cannot stand in the building every month
Your interest, present. I come on a fixed rhythm, hold the manager to the numbers that were agreed, read what the reporting does not show, and tell you plainly what I would do about it.
You get: a monthly written read of your asset from someone who was in it.
05
Performance boost
While it is running
For owners of an asset that works but is not reaching what it could
I rebuild the commercial engine: rate, distribution, cost lines and the standards the team is actually keeping, and I take the manager through it so the gains hold after I stop coming.
You get: a higher-performing operation, and the reporting to show where the gain came from.
06
Exit preparation
Before you sell
For owners selling within one to three years
Every weakness left in place is found in diligence and charged against you, usually at a multiple of what repair would have cost. I rebuild the structure first: reporting, owner dependency, the commercial engine.
You get: an asset a buyer can verify instead of trust.
