Northgate Logistics Hub

Northgate appointed us before the design team. As owner's project manager, we ran the consultant procurement, set the cost plan, and wrote the employer's requirements that every later contract was measured against — which is why the building handed over matched the building the board approved.

Through construction, our role was cost, schedule, and quality control: monthly valuations independently checked, a programme reviewed against site evidence rather than contractor assertion, and a quality regime with hold points the contractor could not build past until released.

The hub was handed over within two percent of the budget approved at sanction, three years earlier. Final account was agreed without dispute — the quiet measure of a programme run properly.