About
NNMC applies the discipline of managing complex technical delivery to residential building projects.
The principal
A product owner by profession, responsible for the delivery of a commercial platform at a major corporation: sitting between business stakeholders, users, specialists and a development team that is contracted rather than employed, and answerable for scope, budget, deadlines and the result.
That is structurally the same problem as a building project. Someone wants something built, several parties with different interests have to be brought into line, and one person has to carry the deadline and the money. The material changes; the discipline does not.
Before that, years inside the real estate industry, including redesigning asset management processes at a large corporate owner. SAFe and SSPO II certified. Originally from Russia, living in the Netherlands for seventeen years, and working in English, Dutch and Russian.
The difference
Most people offering construction supervision came up through the trades. That is real knowledge and we rely on it every day, in the contractors we hire. But that is knowledge of how a building goes up, and your project rarely fails there. It fails in the management of it, which is a separate profession with its own methods, and that is the one we trained in.
| The usual construction supervisor | NNMC |
|---|---|
| Learned the job on site, one trade at a time | Learned delivery as a discipline in its own right, then applied it to building |
| Watches the work and raises problems | Owns the scope, the budget and the date, and answers for all three |
| Agreements made verbally as the job goes | Requirements written down, agreed and version controlled |
| Costs reconciled when the invoices arrive | A live cost forecast, and no variation ordered without written approval |
| Reports when there is something to report | Structured written reporting on a fixed rhythm, good news and bad |
| Knows how a building goes up | Also knows how the asset is valued, financed and reported on |
| Often paid by, or working alongside, the contractor | No trades, no commission, no interest in any contractor |
| Works in Dutch | Works in English, Dutch and Russian |
What transfers
A brief with acceptance criteria written against it, agreed before work starts and versioned when it changes. On most residential jobs the brief is a series of conversations, and every gap between them becomes a variation you pay for.
Every proposed extra is priced, assessed for its effect on the schedule, and approved by you in writing before anybody orders it. That is routine in technology delivery. On a building site the usual mechanism is a phone call and an invoice at the end.
A live position showing committed, spent and expected, so you can see where the project lands while there is still time to steer it. Reconciling the numbers after the fact tells you what happened. Forecasting them lets you change it.
A written update on a fixed cadence whether the news is good or bad, because problems surfaced late are the expensive kind. Delivery disciplines are built entirely around getting bad news early. Building culture tends to be built around not spoiling the mood.
Architect, contractor, installers, municipality and lender all want different things and none of them is wrong. Bringing incompatible stakeholders to a single agreed sequence is the daily work of a product owner, and it is the single hardest part of a building project.
Years inside institutional real estate mean the work is judged by what it does to the asset: the valuation, the rent ceiling, the label, the saleability. A supervisor optimises the build. We optimise what the build is for.
Method
Eight things that do not change from project to project.
In enterprise technology a slipped date is a tracked number reported to executives, not a shrug on site. Years running exactly that at a major corporation, accountable end to end for scope, budget, programme and stakeholders. SAFe and SSPO II certified.
Specialist teams brought in on contract, not on the payroll. Stakeholders who want incompatible things. A fixed budget, a hard date, and one person who answers for the result. That is a product owner's job description. The material changes; the discipline does not.
In our world what you asked for is a controlled artefact with acceptance criteria against it. On most building jobs it is a chat on site that two people later remember differently. That single difference is where the majority of variations are born.
Formal change control. A live cost forecast, not a reconciliation once the invoices land. Written acceptance before anything is called finished. Structured reporting on a fixed rhythm. Ordinary practice in technology delivery, rare on a residential project.
Years in real estate, including redesigning asset management processes at a large corporate owner. We understand how the asset is valued, financed and reported, not just how the wall goes up. Building work is a means to a number, and we keep sight of the number.
English, Dutch and Russian, including the one much of the Dutch building workforce speaks at home. Client, municipality, architect and site are all addressed directly. Most arguments on a site start as a misunderstanding, so this is a control, not a courtesy.
No trades on the payroll, no commission, no supplier discounts kept back. When a contractor proposes extra work, the person judging whether it is genuine is not the person who would be paid for it.
Whoever surveys your building is on site and at handover. No account manager, no junior taking over halfway. We take on a handful of projects at a time and say straight when we can start.
Tell us what you are looking at and we will tell you what we think, honestly, before any money changes hands.
Enquiries in English, Dutch or Russian.
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