We worked closely with the commercial management team and the local regional managing director to build a plan including an operating model for commercial which was designed to link the essential and value adding/proactive activities to the business measures.
Using Lean tools and techniques we were able to map out what people were spending time on, the organisation structure was redefined, moving highly trained surveyors to more value-adding activities.
Cost control across the group improved dramatically, reducing build cost overruns from 10% to 3%. The changes were underpinned by introducing new ways of working for the commercial teams and strict adherence to build certainty sign off levels drawing handover processes. Budget sign off controls and a monthly cost review processes were introduced.