Holland Park, London W8 (2009) – project & commercial management of £3million residential job
What was the client and the project?
The client was a private residential homeowner undertaking a high-specification refurbishment conversion and enlargement of two adjacent properties in Holland Park. The project comprised the conversion of the two properties into a single dwelling over five floors (approximately 7,200 sq ft), including:
- A new basement incorporating a swimming pool, gymnasium, bar, party room and cinema
- A new mansard roof
- Extensive structural alterations and high-end finishes throughout.
The project was originally procured via a traditional route, with a specialist high-end residential refurbishment contractor appointed.
What was the challenge?
Approximately 15% into the project, during the early “cut and carve” stage, the relationship between the client and the contractor broke down. A series of disputes led to the suspension of the work, leaving the project stalled, incomplete and exposed to significant technical, safety and financial risk.
LMA were appointed at this critical stage to represent the client and take control of a failing project.
What were the financial or operational risks?
- The project was suspended with no clear route to completion.
- The partially excavated basement and temporary works posed potentially significant serious health and safety risks associated with building instability.
- Structural elements were incomplete across all five floors, including the mansard roof.
- There was a high risk of escalating costs, prolonged delay and potential litigation with the contractor.
Without decisive intervention, the client faced an unfinished project, significant time and cost issues, and exposure to dispute.
What action did LMA take?
LMA’s initial role was to stabilise the situation and protect the client’s interests. This included:
- Negotiating a mutually acceptable settlement with the incumbent contractor, enabling our Client to recover ‘occupation’ of the site all whilst avoiding protracted, costly litigation.
- Managing and implementing urgent temporary works and safety-proofing measures to secure the site and structure.
Following this:
LMA prepared and agreed with the Client a new cost plan and construction programme.
A construction management procurement route was adopted.
LMA took on full project management responsibility, co-ordinating the design team and the newly, directly, appointed site management team.
The design and construction process was actively managed through to completion.
What was the measurable outcome?
The project was completed in line with the agreed £3million cost plan.
The works were delivered within an agreed 12-month construction programme.
A potentially costly dispute with the original builder was resolved without litigation.
A complex, unsafe project that had stalled was successfully stabilised and delivered to completion.
This project demonstrates LMA’s ability to:
Step into a failing and high-risk project, mid-construction.
Resolve contractor disputes pragmatically and commercially.
Manage complex temporary works and safety issues.
Successfully implement a construction management procurement process.
Successfully deliver a technically challenging, high-end residential project to a defined cost and programme.
It is a clear example of LMA’s strength in project recovery, risk management and delivery of complex residential refurbishments.
