The case for Owner’s Representative: Why every project needs a true advocate from day one

Alan Lakein's assertion that "failing to plan is planning to fail" resonates deeply in the construction industry. Yet, time and time again, projects fall into chaos, not because of bad intentions, but because the right people weren’t involved at the right time. 
Many clients believe the first step to a successful project is hiring an architect to get drawings done and bring their vision to life. But here’s the reality: without a knowledgeable project manager engaged at the start, even the most beautiful architectural designs can become a financial and logistical nightmare. 
An Owner’s Representative, an independent project manager acting on behalf of the client, should be the first point of contact, long before an architect is hired. Why? Because construction is more than just drawings and blueprints. It’s about strategy, risk mitigation, and knowing how to navigate the science and common sense of this tricky industry. 

Most clients unknowingly set themselves up for cost overruns, delays and design conflicts by following the traditional project delivery method: 
 

• The architect creates the design
• The design goes to bid / tender
• The lowest bidder is selected
• The construction begins 

At first glance, this seems logical. But in reality, this linear approach often leads to unexpected expenses and conflicts because: 
 

• Architects may design without direct input from contractors or cost estimators, leading to impractical designs that become expensive to build. 
• Contractors are not obligated to save the client money. If they notice a design flaw in the bid phase, they’re not required to point it out, instead, it will come back later as a change order, increasing project costs. 
• In many cases, the client has to play referee in disputes between the architect, engineers and contractors, leading to frustration, cost overruns and delays.

I’ve heard it too many times on the job site: “Don’t blame me, blame the drawings. I priced what was on the drawings.”  And just like that, the client absorbs the financial burden of poor coordination and planning. 

A knowledgeable project manager will assess the project from the outset and recommend the best project delivery method, not just default to the traditional design-bid-build approach. 
For example, based on project complexity, timeline and budget, the project manager might recommend: 
 

• Integrated Project Delivery (IPD) – Where the architect, contractors and engineers work collaboratively from the start, minimising cost overruns and conflicts. 
• Design-Build – Where the design and construction teams work under one contract, streamlining the process and reducing the client's need to mediate between multiple parties.

Unlike the traditional method, these approaches transfer the risk of change orders from the client to the team. They prioritise collaboration over competition, ensuring that design is aligned with budget and constructability before a single foundation is laid. This is where an experienced Owner’s Representative project managerbecomes invaluable. 

As someone who has worked on multi-million-dollar government, commercial and private developments, I’ve seen how having an independent project manager as the Owner’s Representative changes the entire trajectory of a project. 

They hold stakeholders accountable

A contractor's project manager reports directly to the contractor and is tasked with driving the project forward, even if this involves compromises. An Owner’s Representative, on the other hand, reports solely to the client and has a duty to ensure fair contracting, transparency and accountability at every stage of the project.  

They prevent cost overruns before they happen

Inadequate planning of a project can become a financial time bomb. An Owner’s Representative ensures realistic cost forecasts, risk minimisation and contract drafting. In my professional practice, I have managed projects where an extra 10 % per trade has saved clients hundreds of thousands in unexpected costs.  
 
They ensure the project’s long-term success

An Owner’s Representative considers the entire life cycle of a project, from the business requirement to the final execution and post-commissioning assessments. In my professional practice, I have accompanied projects where the handover was problematic because the relevant steps were not integrated into the planning from the outset. This led to delays in operation, a lack of documentation and costly retrofits.

Countries with the most efficient infrastructure development, such as Singapore, Canada and Germany, heavily incorporate independent Owner’s Representation into their projects. This approach should also be adopted by the Bahamas in order to optimise project development. The Bahamas, with its expanding tourism, real estate, and infrastructure demands, cannot afford to keep running projects without true oversight. To enhance project efficiency and develop world-class infrastructure, we must prioritise strategic project management from the very beginning. The role of the project manager is indispensable. 
As an internationally certified project manager, I’ve made it my duty, ensuring that clients, whether private investors, government bodies, or business owners, have the representation they need from day one. After all, the success of any project is decided long before construction begins. The question is: Will we continue to let builders dictate project outcomes, or will we empower owners to take control? It’s time for a shift in project culture where Owner’s Representation is not just an option, it is the standard.