Project Consultancy

GAR Global Investments offers project consultancy services spanning feasibility, design coordination, procurement advisory, construction oversight interfaces, and handover support. We act as the client's representative in the real estate development lifecycle, ensuring decisions remain anchored to the approved business case while adapting pragmatically to site conditions and market feedback. Our consultants are accustomed to working alongside Singapore-based architects, engineers, quantity surveyors, and project managers on commercial assets across the island.

Feasibility is the foundation of successful delivery. We assess planning parameters, allowable intensities, prevailing construction costs, likely rental or capital values, and sensitivity to schedule delay. For value-add investors, this includes scenario modelling on vacancy periods, capex phasing, and exit timing. Where projects involve change of use or conservation considerations, we map approval pathways early to avoid redesign cycles that erode returns.

During design development, we facilitate alignment between investment committee requirements and consultant outputs. This includes review of space efficiency, MEP resilience, lobby and common area specifications, and provisions for future tenant flexibility. In Singapore's competitive leasing market, design choices that improve net effective efficiency and operating cost transparency often translate directly into letting velocity and rent resilience.

Authority submissions in Singapore follow defined planning channels whose timelines must be integrated into master programmes. Whether involving URA development applications, building plan approvals, or temporary occupation permits, we map dependencies that affect financing drawdowns and pre-letting campaigns. Early identification of consultant deliverables prevents critical path slippage that compounds cost.

Cost reporting should speak the language of investment committees. We present budget status with transparent contingency allocation, approved variations, and forecast final account projections. Where value engineering is considered, trade-offs between capex reduction and lettable quality are documented so decisions are deliberate rather than purely cost-driven.

Commissioning and defects liability periods close the loop between construction promise and operational reality. We support preparation of snagging lists, witness testing of critical plant, and transition to property management with complete operations manuals. Assets that launch with disciplined handover experience fewer early occupier complaints and smoother stabilisation.

Digital project controls — common data environments, milestone dashboards, and document version discipline — reduce rework between consultants and contractors. GAR encourages adoption of reporting tools suited to investor governance without burdening project teams with bureaucratic overhead that slows decisions in the field.

Interface management between base build and tenant fit-out is a frequent source of dispute. Clear delineation of MEP capacities, ceiling heights, floor loadings, and access windows should be documented before tenants commit capital to interiors. Project consultancy that addresses these interfaces early protects both owner delivery programmes and occupier move-in schedules.