Development Management

Our Value Add

We are a niche development management service provider and our senior team has over 75 years project execution experience across a wide variety of asset classes with a total gross development value of projects delivered totalling USD 5-Billion. Our development management services provide our Clients with a fully flexible outsourced professional development solution for short-term and long-term project situations. The majority of our team comprises professionals with a longstanding “client-side” track record with blue chip developers from the GCC in the fields of real estate development and asset management.

TCN GCC provides end-to-end development management services across a range of real estate asset types, from hospitality and leisure to residential, commercial and industrial projects.

Our target is to increase your project’s financial returns (ROI / IRR) and decrease your development risk

Developer in a Box Solution

TCN can serve as an Owner’s Rep and outsourced development management team to fully execute a project from concept to delivery

We Work Within Your Structure

Based on over 75 year’s combined Client-side experience, we are familiar with large-scale developer’s corporate protocols and can seamlessly integrate our work stream within your system.

Fully Flexible Service Delivery

We can deliver services on an ad-hoc basis, alongside your existing team, or independently for stages of a project- whatever fills your need as the Client at the time.

Core Services Overview

Our expertise covers all stages of the development process from concept and feasibility, to strategy planning and development, through to delivery and operations.

Core Services Overview

Our expertise covers all stages of the development process from concept and feasibility, to strategy planning and development, through to delivery and operations.

Activities By Project Stage

Our senior team will lead, manage and execute the critical development activities throughout your project lifecycle.

PROJECT INITIATION	DESIGN	CONSTRUCTION	DELIVERY & HANDOVER
Client vision / mission / project objectives	Design Brief	Suggest alternatives and agree with Client the procurement strategy for construction works	Update the Sales / Marketing / Asset Management strategy documents 6-months prior to handover and setup a Handover System
Development Strategy	Technical analysis to establish “achievable project design envelope”	Manage tender in-line with Client procurement systems	Ensure compliance with all municipal/ government agencies and external stakeholders
Business Case	Manage tender for design and technical consultants and PM	Resolve disputes / change orders / project issues	Oversee the PM’s works during DLP period
Financial Modelling	Coordinate consultant activities to ensure maximum value result	Evaluate site construction progress at critical project junctures	Manage tender for FM / PM / other service providers as-needed
Sales / Marketing Strategy	Conduct Value Engineering and Constructability Analysis workshops	Manage the PM’s contract and scope of works	Ensure construction loan close-out and final project budgeting
Asset Management / disposal / retention strategy	Conduct financial and market evaluation	Update financial and market evaluation during construction period	Coordinate handover to the assigned Asset Management company or internal Client department

Sub-Developer Management System

This is a key tool that successful master developers have utilized throughout the GCC where they engage in the business model of selling serviced land plots to 3^rd party developers within a master community structure.
The basic outline of the Master Developer ‘’toolbox’’ is to create the systems and processes which:

Allow the Master Developer to maximize IRR on the master development in terms of revenue from land sales vs. expenditures on infrastructure and community facilities

Organizes and manages the activities of 3^rd party developers

Organizes and manages the Master Developer’s long-term obligations (maintenance and community upkeep) to the 3^rd party developers and the end-users

Organizes and manages the Master Developer’s relationship with the local Municipality and other government agencies where relevant

All while ensuring that the Master Plan vision and development intent is maintained as the community gets built-out

Sub-Developer Management System

Allow the Master Developer to maximize IRR on the master development in terms of revenue from land sales vs. expenditures on infrastructure and community facilities
Organizes and manages the activities of 3^rd party developers
Organizes and manages the Master Developer’s long-term obligations (maintenance and community to the 3^rd party developers and the end-users
Organizes and manages the Master Developer’s relationship with the local Municipality and other government agencies where relevant
All while ensuring that the Master Plan vision and development intent is maintained as the community gets built-out