Real estate and project-driven finance

A developer with one project has a spreadsheet. A developer with twelve has a reporting problem, a cash problem, and usually a bank asking questions.

The situation this usually starts from

• Every project is budgeted and tracked differently, because each was set up by whoever was running it.
• Project cash flows exist, but nothing rolls them up into a group view that shows when the money actually gets tight.
• Cost overruns are visible after the fact, in the accounts, rather than while there is still time to act.
• Financing is arranged project by project, which means worse terms and no view of total exposure.
• The bank or the investor wants portfolio-level reporting that nobody can produce without two weeks of manual work.

What I do

Project level

• One budgeting and cost-control structure applied across every project, so they can be compared.
• Project cash-flow forecasting that shows the funding requirement before it becomes urgent.
• Cost tracking against budget with variances that surface early enough to matter.

Portfolio level

• Consolidated FP&A across the projects: what the portfolio needs, what it returns, and where the pressure is.
• Real-time dashboards so management stops waiting for month-end to know where things stand.
• Feasibility and investment appraisal on the next project, tested against scenarios rather than a base case alone.

Financing

• Structure and arrange the facilities the portfolio needs: term loans, revolving credit and working-capital lines.
• Produce the reporting lenders ask for, on their schedule, in their format.

The proof

As Deputy General Manager, Finance for a real-estate developer, I led FP&A and core finance across 12 large projects at once, covering budgeting, project cash flows, cost controls and tax planning.

I drove the group's move to SAP and deployed Power BI dashboards for real-time financial visibility across all twelve, and arranged the bank financing behind them across term loans, revolving credit facilities and working-capital lines.

Who this fits

A good fit if: you are developing several projects at once, you cannot get a reliable portfolio view, or you are about to raise financing and need the reporting to support it.

Not a fit if: you need a quantity surveyor or a project manager. I own the finance and the numbers, not construction delivery.

How it works commercially

Fractional for ongoing portfolio oversight, or a fixed-scope project to set up the budgeting and reporting structure and arrange the financing. Interim where a finance lead has left mid-portfolio.