30 Finance Monthly. Bank i ng & F i nanc i a l Se r v i ce s budgets and schedules, select and manage the right team of experts. Our professionals have worked in both the private and public sectors - in design, construction, production, and operations - and have managed, run and chaired nonprofit organisations. We tell clients that having “walked a mile in your shoes”, we understand how impactful a project will be on an organisation’s future operations and mission. Landair’s professionalsalsobringexperience as owners and developers and thoroughly appreciate that risk is ever present. We believe the OR is especially critical to highlight ‘risk alerts’ to the owner and to work with the owner’s design and construction team to minimise and mitigate risk to the project and the client. An owner’s rep is especially valuable to any client who lacks the experience and/or the human resources to effectively manage a capital project, without jeopardizing day-to-day operations. An OR’s responsibility as a facilitator is as important as their role as a project leader and serves as “command central” for all aspects of theplanning, design, and construction process. Ultimately, though the responsibility for timely and rational decision-making rests with the property owner, the OR’s expertise and professional advice assures trustworthy guidance throughout the entire real estate process to enable them to make decisions with confidence. The OR is often the arbiter between the architect and the construction manager. And while everyone from the architect to the construction manager should protect the client, the OR is the sole consultant whose only agenda is to protect the client’s interests at all times. In recent years, Landair has expanded the definition of owners’ representation to include a much wider spectrum of services. Compliance is particularly warranted at the confluence of public-private partnerships (P3). At the root of P3 projects rests an agreement that is sealed by the shared goals and mutual obligations of both sectors. Frequently these opportunities involve public investment, and always public trust. We provide our government owners with an extra layer of ‘eyes and ears’ to ensure their statutory and contractual rights are being properly delivered. What are your vision and mission? As an entrepreneur, I firmly believed in starting with a bold vision and providing a high level of integrity in our work. Today, 30 years after founding Landair, I still embrace our bold vision and trust in the power of seeing each project and client challenge as a unique service opportunity. Landair routinely assembles a panoply of consultants, designers, architects, and contractors to adapt, renovate, construct, preserve and modernise. We thrive on complexity. We are not building out simple office space (though we can!). Rather we seek opportunities that are challenging and complicated and that involve a lot of uncertainties. We are completely comfortable with
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