Cost Management

We were appointed by the Howard de Walden Estate to undertake planned maintenance surveys and associated reports/ schedules for its directly managed portfolio, comprising c.230 properties located in Marylebone, central London. The portfolio covers a range of use classes, in five key sectors of commercial office, retail, healthcare, residential and education.

The surveys sought to identify any immediate health and safety risks and repairs immediately required.

Whilst undertaking this work, we updated key portfolio asset management information to assist with preparation of service charge budgets and prioritising of cyclical maintenance works programmes over the next ten-year period.

Our appointment was subsequently extended to provide Project Management, Cost Management and Principal Designer services for identified implementation projects.

We were appointed to project manage the extensive refurbishment of Angel House - an occupied early 1900s office - restoring the building’s original fabric to create fully serviced, studio-style office accommodation across two floors. Alongside this, we delivered full pre-and-post-contract cost management.

Following a detailed cost verification exercise, we negotiated with the contractor, benchmarking against comparable projects within the building to ensure value for money. Robust change management processes were established, ensuring all variations were properly assessed, costed, approved and transparently reported throughout.

Post-contract, our clear and disciplined cost management approach enabled accurate and timely valuations, giving the client complete financial visibility. As a result, the final account was agreed efficiently, with no surprises.

We’re working with The Student Hotel to manage the cost of purpose-built student accommodation developments across Europe.

Currently, cost data is presented in very different formats across Europe, making it difficult to review and compare the cost of similar types of projects. This is a headache for investors and developers who wish to build the same type of development in different locations.

We developed a cost management tool for The Student Hotel to enable them to analyse the price of multiple projects in one consistent format, promoting strategic cost reduction.

Using our in-house database experts, we prepared bespoke data capture sheets and developed a cost database specific to The Student Hotel. This captured their in-house data and utilised it in a way the client had never been able to achieve it before.

Reporting in this way gives investors and developers much greater visibility on the cost of projects, and a greater understanding of where they’re spending and where the opportunities are for increasing cost efficiency. The reports also enable investors and developers to see what development opportunities are viable in other countries.

We were appointed as Cost Manager, CDM Advisor, and Principal Designer for the extensive restoration of 372 apartments and common facilities at Dolphin Square, a landmark residential development in London. Our multidisciplinary role spanned cost management, environmental consultancy, health and safety, mechanical and electrical, and technical due diligence services, ensuring a seamless and integrated project delivery.

Phase 1 Cost Management

We played a pivotal role in shaping the procurement strategy as Cost Managers for Phase 1 restoration. A bespoke two-stage procurement process was developed to secure the best market price for this unique project.

We collaborated with the design team and undertook option studies and refined the design to achieve optimal value. A targeted soft market testing exercise identified cost-effective solutions for recurring items such as white goods, kitchens, and sanitaryware.

We led a detailed review of the tender returns, ensuring the best-value submission by balancing cost, capability, and experience. Post-contract, we overcame significant challenges caused by unforeseen issues e.g. asbestos and inadequate fire protection, which resulted in numerous changes to the design and scope of work.

However, through robust cost control and analysis of costs at sub-contractor and main contractor levels, we were able to accurately manage, control, and report on costs throughout the post-contract period. Transparent and effective communication throughout the project was crucial to ensure the client and project team were fully appraised of the cost position at all times.  This included regular client cost meetings and creation of a bespoke cost report document to give the client the information they required in a format that worked for them.

Environmental, Health and Safety

We conducted an Environmental, Health and Safety (EHS) due diligence assessment to identify potential liabilities. This addressed soil and groundwater contamination, environmental compliance, and health and safety management, enabling the client to make informed decisions about the development.

As Principal Designer and CDM Advisor, we ensured compliance with health and safety legislation during Phase 1 and additional project instructions, including Services Diversions, KPH Strip Out, Leisure Package 1 and 2, Tennis Courts and the Thames Water Connection. Through regular site inspections, the creation of a contractor’s site manual, and effective design risk management, we upheld the client’s safety vision and policies.

Our efforts were recognised through our Association for Project Safety (APS) corporate membership and backed up by the exemplary practices demonstrated on this project, such as ensuring proper water safety during the Thames Water connection package, this was achieved by addressing contamination concerns with proactive design interventions.

Preconstruction expertise

Our project knowledge was exemplified during pre-construction, as demonstrated by our work on the Thames Water connection package.

A prior investigation revealed specific pipe requirements due to contaminants, which we flagged to ensure the specification met safety standards. This approach ensured that we prioritised water safety.

Tight pre-construction timelines were met with urgency and precision, through detailed design reviews that facilitated thorough risk assessments. Our in-depth understanding of the site’s unique challenges allowed us to deliver tailored solutions, ensuring a smooth transition from pre-construction to active work.

Construction inspections

Our health and safety team performed rigorous inspections during the construction phase, touring all site levels to identify risks and uphold safety standards. Inspection reports were reviewed and refined internally, allowing continuous improvement and knowledge sharing across the team.

We also conducted contractor safety inspections, ensuring extensive issue tracking and follow-up on identified risks. This multi-layered safety approach highlighted our commitment to effectively and collaboratively address the severity of potential risks and hazards. Our regular site inspections with the contractor helped maintain a very safe site.

Handover and documentation review

The handover phase was underpinned by thorough documentation reviews, confirming all design and material details were accurately recorded. Understanding the importance of the health and safety file for future works, we prioritised clarity and usability throughout the project.

For example, during the services diversion package, we identified missing service isolation certificates, promptly addressing the oversight, and improving documentation practices. Our attention to detail ensured that Dolphin Square’s maintenance and engineering team received high-quality handover materials, supporting long-term safety and operational efficiency.

Throughout the restoration of Dolphin Square, Hollis’ project team demonstrated a firm, collaborative, and value-driven approach. By challenging design solutions, upholding diligent safety standards, and prioritising cost efficiency, we successfully delivered a complex project that ensures the long-term functionality and safety of this landmark residential development.

The project consisted of the fit-out of a listed building on the canals in Amsterdam (Herengracht) to create a new global headquarters for Karl Lagerfeld. The developer, Millten, delivered the base build works and the fit-out works were directly procured by the client Karl Lagerfeld in individual packages. We were appointed by Karl Lagerfeld to deliver a full suite of Project Management and Cost Management services.

We were responsible for the strategy of the project delivery as well as the procurement of the contractors being directly appointed. We worked closely to integrate our services with the developer, working together in order to avoid failure costs caused by design changes between base build and fit-out. By carrying out the procurement using a packaged approach, we created cost and time savings for this fast-paced project.

We were appointed as Employer’s Agent and Cost Consultant on a £6.5m new build industrial scheme, managing phased delivery, design and build procurement, cost control and tailored reporting, while integrating measured surveys to inform design and reduce project risk.

The development of the site is being completed in several phases. Phase 1 was split into two packages: the main development works and the S.278 road improvement scheme. We tendered both schemes which were procured on a design and build basis. We recommended contractors, prepared and agreed the contract documents, and are now managing the works on site. We also provided our client with standard monthly progress reports, which were tailored to suit them and the development funder. In doing this, we saved our client additional project monitoring fees.

Our Measured Survey team were utilised to complete laser scanning of the overhead HV power lines to inform the design of the adjacent units.

We were appointed by our client, Wirefox, to undertake the refurbishment of ‘The Leddie’ – formerly ‘The Ducks Inn’ – a boutique hotel based in Aberlady, along the East Lothian Coast in Scotland.

We provided full a Technical Due Diligence service at acquisition stage for our client, Wirefox, which later evolved into Full Cost Management and Principal Designer Services as the project progressed.

The project included the refurbishment of an existing 1800’s hotel and a cottage at the back. As significant alterations were carried out, we encountered some challenges.

Due to the age of the building, the management of unforeseen risks was key and fire strategy compliance was essential. Upgrading the existing statutory connections was also required to ensure enough supply was available to complete the works.

The building is located in a conservation area, so, it was crucial that the building and surrounding areas were treated with the upmost respect. We also ensured to maintain a close working relationship with the Architect and Planning Consultant, to ensure that design proposals were carefully considered, and the correct materials were selected to meet the budget.

We are pleased we have met Wirefox’s brief to upgrade the building, while ensuring the hotel is a safe and comfortable space for their guests.

A long-term partnership across nine years 
We were appointed by DWS through the entire lifecycle of two major office buildings in Cardiff, beginning with Technical Due Diligence for the acquisition in 2016 and culminating in their successful disposal in 2025. Over this nine-year period, Hollis delivered a wide range of services, all under one roof, demonstrating the value of a fully integrated consultancy approach.

Strategic support from acquisition to exit 
Our involvement began with technical due diligence during the acquisition phase. From there, we provided ongoing consultancy throughout the client’s ownership, including:

• Dilapidations and lease strategy: Settled a dilapidations claim on Building 4 to enable a short-term lease renewal. We then managed a complex strip-out project across three floors to support a rates mitigation strategy, working closely with the client’s ratings surveyor while maintaining tenant occupation on two floors.
• ESG and sustainability: Delivered EPCs and improvement reports, advised on MEES compliance and strategy, and prepared ESG due diligence reports for the vendor packs.
• Technical and operational services: Provided MEP engineering, vertical transportation consultancy, planned maintenance reviews, health and safety audits, measured surveys, and drone data capture.
• Tenant alterations: Provided technical advice in respect of tenant alterations and fit outs.   
• Planned Maintenance: Prepared a PPM for building 3. This allowed the client to get an understanding of the maintenance requirements over a 10-year period and set service charge budgets.  
   

A seamless disposal process 
In early 2025, we prepared comprehensive vendor TDD packs to support the sale of both buildings. The properties were successfully sold in October, marking the end of a strategic and collaborative journey.

Challenges and opportunities  
One of the most significant challenges was managing the strip-out of three floors in Building 4 while a tenant remained in occupation on two other floors. This required careful planning to maintain health and safety standards and minimise disruption. Shared M&E services added complexity, demanding precise coordination to avoid service interruptions.

The strip-out formed part of a rates mitigation strategy, which meant close collaboration with the client’s rating surveyor was essential. We worked proactively to ensure the scope and execution of the works met the client’s objectives for reducing rates liability on the vacated floors, while maintaining compliance and operational continuity for the occupied areas.

A showcase of multidisciplinary, in-house expertise 
This project exemplifies how Hollis can support clients across every stage of the property lifecycle. From acquisition to disposal, all services were delivered in-house, ensuring consistency, efficiency, and strategic alignment throughout.

We were appointed by our client, M&G Real Estate, to provide multiple services for their CAT A office refurbishment. These services included Building Forensics, Project Management, Cost Management, Mechanical and Electrical, CDM Principal Designer and ESG Consulting.  

Works on the property involved upgrading their dated ground floor reception to a new mezzanine structure. On the first level is a multi-use room that has been designed with flexibility in mind and is ideal for presentations, corporate events and yoga sessions. On the other side of the reception is a new large formal meeting room. The main reception area has built-in booths for ad-hoc meetings with colleagues and visitors and includes two up-lit artificial trees that add colour, promote calmness, and increase positive energy throughout the space.  

The works also included repurposing an unused storage room at the rear of the building into a new modern cycle change facility with new showers, heated lockers, and a fully refurbished bike storage area. We’re proud to have achieved an ActiveScore Gold certification for the new facilities in the building.  

In addition, the works included the Cat A refurbishment of the 8th and 9th floors, which consisted of stripping out the dated suspended ceilings, modifying the existing M&E and preparing/decorating the soffits and structural elements in order to provide a modern and contemporary de-furbished look to the floor plates.  

As this refurbishment was being worked on in a live multi-tenant city centre building, to avoid disruption, we implemented a careful phasing plan in collaboration with the building management team. We worked to keep the reception partially open at all times during the programme for building users and visitor access.  

The project experienced technical design issues that required resolution in a timely manner as the works progressed on-site at a quick pace. This was a result of the tight timeframe available to get the reception fully open again as quickly as possible and ahead of a planned agents opening launch in the week before Christmas.  

One particular challenge for the project team was finding a solution for fixing the steel mezzanine structure to the existing building floor structure, as there was a public multi-story car park located beneath the building.  

The solution needed liaison with NCP to gain access to closed-off work areas, drill into soffits to expose the structure, and check that the new steel was in the correct place. As a result, we utilised cross-laminated timber (CLT) floor for the new mezzanine structure. The decision to go for timber rather than concrete or steel was because CLT is a low-impact material with a much lower embodied carbon footprint. It also allowed the M&E services to be concealed due to its lower profile.  

The cycle change facilities within the building attained an ActiveScore Gold for the health and wellbeing factors available. End of journey facilities enable occupiers to travel to work via bike and offer amenities for this, encouraging travel choices that reduce the impact on the environment. This meets the client brief to offer a healthy working environment designed to attract and retain tenants. We look forward to seeing the facilities enjoyed by future occupiers.