Services
A development appointment allocates three things: authority, liability and information. We write all three down before we accept one. These are the mandates this practice holds, what each carries, and the shapes an appointment takes.
01 · Development management
The lead mandate
Indian delivery fragments the client side. Architect, engineers, cost consultant and delivery manager arrive as separate appointments, and the gaps between them arrive on site as variations. The model this market treats as normal is the model your board would call unmanaged.
Development management closes it. We hold the brief, appoint and direct the professional team, own cost and programme, administer the contract and answer for the outcome. Delegated authority, exercised inside a governance frame your investment committee sets and we obey.
02 · Advisory
Before commitment
Most of a development's outcome is decided before a contractor exists: in the entity chain, the control instrument over land, the diligence and the appraisal. Advisory mandates buy that judgement at the point it is still cheap.
Stage-scoped
Entity chain, route of investment, instrument and exit mechanism, mapped against the foreign-exchange conditions before a site is shortlisted. The memorandum your counsel reads three years later, written so it survives the reading.
Stage-scoped
From thesis to shortlist to a held position, with money moving only as risk retires. Condition-precedent architecture is the craft here, and we hold the pen.
Stage-scoped
Title, technical and regulatory diligence run as one exercise with one monetised risk position. The value is not the three reports. It is the reconciliation, and the residual-risk statement that names what stays unresolved and what it costs if it crystallises.
Stage-scoped
An appraisal built on Indian cost evidence and Indian approval timelines, stress-tested against the diligence it sits on. Sensitivity on the few variables that actually move the answer, and a written basis separating evidence from judgement.
03 · Independent monitoring
For capital
An investor's real fear is not the bad month. It is learning of the bad month five weeks later, deep inside a pack. Monitoring exists to make that impossible.
We run the discipline the way the chartered profession's published standard writes it: an initial report fit to stand as a condition precedent of the facility, then a monthly cycle of site inspection, cost-to-complete assessment, progress report and drawdown certificate. Appointed by the capital, answerable to the capital, paid through the development budget without one degree of duty bending toward the borrower.
Two lines appear in our monthly report that a domestic delivery consultant does not carry and an offshore monitor cannot: the foreign-exchange position of every tranche against its lock-in, and the regulator's register read against the scheme's own filings. The report your committee already reads, now carrying the two exposures it currently cannot see.
04 · Procurement and delivery
Commitment
Design completeness at the point of commitment decides an Indian tender. Item-rate contracts let on incomplete design re-measure their way to a different number. Fixed prices stay fixed only where the design was finished first. We force that decision into the open, price the risk of each route honestly, and run the tender to a recommendation your board can interrogate rather than a lowest-price table.
On site, the employer's agent function follows: administration of the contract, valuation discipline, change held to the register, and completion certified against the statutory gates rather than the contractor's letterhead.
05 · Engagement shapes
Appointment
Fee bases are written into appointments, not marketing. What a page can say honestly is the shape of the mandate and where in the life of an asset it begins.
Shape
Development management under delegated authority, from entry or from any later gate, through completion and exit.
Shape
Structuring, diligence or appraisal as a bounded instruction with a named deliverable and a date.
Shape
Initial report and monthly cycle for a lender or investor, held for the life of the construction phase.
Shape
Our people inside your team, under your governance, for as long as the programme needs them.
Shape
A distressed scheme taken over, re-baselined and driven to a defensible completion. Short mandates, hard authority.
No minimum project size is published, because size was never the question. The question is whether the mandate can be held cleanly.
06 · Before and after the gates
The extended spine
Most of an asset's value is decided before the first gate and after the last one. Four mandates work those ends, each with its own page and its own discipline.
Before
Indian positions taken from presumptive paper to a re-performable evidence pack: records corrected, tenure converted, consents collected, ground measured, charges cleared, disputes resolved.
Before
The resurrection test for special-situations capital: approvals checked for life, clearances priced, the cost to complete re-baselined from the site rather than the promoter's claim.
After
Owner-side governance of the income years: the statutory calendar with expiry dates, income and cost verified quarterly, reporting held to the listed standard.
After
Sell-side technical and compliance diligence, the ten-chapter data room, and the exchange-control evidence assembled item by item.
07 · What we refuse
The negative position
Enquiries
The development practice is led by Tanishq Chauhan. Correspondence reaches the principal directly.
Tanishq Chauhan on LinkedIn, opens in a new tab
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