We focus on residential opportunities where architectural quality, a clear target market and disciplined execution can support a viable project.

These may include individual homes, paired houses and small residential developments on the Costa Blanca.

We assess each opportunity on its own merits. A promising location or attractive design is not enough: the planning position, costs, demand, funding requirements and route to exit must also be considered.

The assessment is proportionate to the opportunity and the stage of commitment.

It may include planning and technical feasibility, site conditions, access and infrastructure, preliminary costs, market positioning, funding assumptions and development scenarios. Legal, tax and other specialist reviews are undertaken by the appropriate advisers.

We distinguish confirmed information from assumptions and outstanding checks. Where information is incomplete, the assessment identifies what must be resolved before proceeding.

Potentially. A land contribution can form part of a development arrangement, but its suitability depends on the property, its planning position, valuation, funding needs and the structure agreed between the parties.

Contributing land does not automatically remove the need for additional capital or mean that the landowner has no further obligations.

The proposed arrangement is evaluated before any commitment, with independent legal and tax advice where appropriate.

These are established through the project structure and written agreements.

The documentation should identify each party’s contribution, the basis of valuation, responsibilities, approval rights, reporting arrangements and procedures for changes or disputes.

Where relevant, it also addresses additional funding, cost overruns, delays and the consequences of a party being unable to meet its obligations.

Our remuneration depends on the role we undertake.

It may include fees for assessment, architecture or development management, together with a performance-related share of the outcome where agreed. These elements are identified separately so that the parties can understand what is paid during the project and what depends on its results.

Any profit participation, calculation method and payment conditions are documented for the specific operation.

Development involves uncertainty. Risks may include planning outcomes, unforeseen site conditions, construction costs, contractor performance, financing and changes in demand or achievable sale prices.

We assess these through project-specific assumptions, contingency allowances and alternative scenarios. They cannot be eliminated entirely.

The agreements establish how material changes are handled, who approves the response and whether additional funding or a revised strategy may be required. We do not assume that every overrun or delay can be absorbed without affecting the outcome.

There is no single distribution model for every project.

The agreements establish the order of payments, the treatment of project costs and finance, the return of capital and any preferred return or profit participation.

Distributions depend on the agreed conditions and the cash available. Forecast returns are not guaranteed, and a contractual priority of payment does not by itself guarantee recovery of capital.

Reporting arrangements are agreed at the outset and reflect the size and structure of the project.

Updates may cover programme, expenditure against budget, funding, planning, construction, sales and decisions requiring approval.

The intended exit is assessed before commitment and reviewed as the project progresses. Any material change to that strategy follows the decision-making process established in the agreements.