01 / Fit conversation
Site/land status, design status, intended use, approximate size, timing, investment context, and owner priorities establish whether a serious preconstruction conversation makes sense.
02 / Site + design review
Available site/design information is reviewed with the appropriate team. Important unknowns and outside professional inputs are identified rather than assumed away.
03 / Preconstruction agreement
Scope, assumptions, budget framework, constructability questions, procurement risks, and decision gates are developed iteratively while design can still respond.
04 / Proposal + contract
When design and scope are defined enough, the construction agreement reflects the same assumptions the team has been testing. Remaining allowances/unknowns stay visible.
05 / Procurement + schedule
Long-lead items, owner selections, trade sequence, site logistics, permits/professional dependencies, and start conditions are coordinated before mobilization.
06 / Construction
Regular communication follows meaningful checkpoints: work completed, decisions due, changes, schedule dependencies, and issues that require team action. Complexity is not hidden behind a “hands-off” promise.
07 / Owner decisions
A decision calendar identifies what is needed when. Remote clients can participate through documented reviews, but remote ownership still requires decisions.
08 / Completion + transition
Final review, known completion items, operation/care information, project records, and remaining responsibilities are handed off without treating the final photograph as the end of the relationship.