OUR SERVICES
Six services. All led by Adam personally.
Every engagement starts with the operational reality of your business or project, not a standard service scope. Adam leads every piece of work directly.
CLIENT ADVISORY
Owner's Representative
Recent engagement
The Bond, Mulpha Group, $55M mass timber commercial development. Full client-side principal, MMC-led delivery.
Many clients have the brief, the design team and the budget. What they need is a senior person with the credibility and independence to hold every other party accountable, from concept through to completion.
Adam provides client-side principal and Owner's Representative services for complex projects and programmes. The offer is senior-level accountability and operator depth, not a governance layer on top of the team that is already there.
- Independent oversight across the full project lifecycle.
- Programme management for multi-stage developments and capital programmes.
- Procurement advisory covering contractor selection, Early Contractor Involvement (ECI) structure and tender management.
- Commercial governance covering contract administration, variation control and cost forecasting.
Project Innovator is a productivity advisory practice. The Owner's Representative service is reserved for projects where boutique MMC and DfMA expertise add commercial value beyond standard PM provision.
DIAGNOSTIC PRODUCT
Innovation Road Map
The Innovation Road Map is Project Innovator's proprietary four-week assessment. It scores your business across five pillars, benchmarks you against the market and produces a prioritised improvement plan with actions and sequencing for up to three to five years ahead.
Fixed fee. Defined scope.
- Five-pillar scoring across Culture and Leadership, Systems and Data, Modern Construction Methods, Lean Construction, and AI and Automation.
- A directional view of the cost of the current state, drawn from your data and the evidence base applied to it.
- Benchmark comparison showing where your business sits relative to comparable organisations.
- Prioritised road map covering what to do, in what order, over what timeframe and what the directional return looks like.
Two ways to engage
Both options run on the same diagnostic engine. Both give a measured starting point. Both carry Talk to Adam as the next step. Quoted on request after a scoping conversation.
Score only
Diagnostic interviews up to 20 people, scored five-pillar baseline and benchmark comparison. No Road Map. For builders who want a measured starting point without committing to the full programme.
Score plus Map
The full Innovation Road Map. Diagnostic interviews, scored baseline and benchmark, plus the prioritised five-pillar improvement plan with sequencing for two to five years. The complete product.
CONSTRUCTION METHODS
DfMA, MMC and OSM Advisory.
Design for manufacture and assembly, modern methods of construction and offsite solutions are maturing commercially in Australia. The decision many property and construction organisations are navigating is not 'is this possible?' but 'does this apply to our business or project, and what does the transition actually look like?'
That is the question Project Innovator addresses.
The starting point is always strategy, not product selection. What MMC methodologies, solutions and products are available? Who supplies them? How are they integrated into project design and delivery? And how does that change the commercial model of the business?
- Feasibility and business case for MMC, DfMA and OSM adoption.
- MMC methodology landscape covering solutions, products, suppliers and how they are applied into projects and designs.
- Procurement advisory covering manufacturer identification, supply agreements and commercial structuring.
- Programme and delivery modelling for MMC-enabled projects.
- Supply chain development, on-shore and off-shore.
TECHNOLOGY
Digital Systems Advisory.
The average property and construction business runs six to twelve software platforms that may not be connecting in the way the business needs them to. The result is a Manual Data Tax, the hidden overhead of re-entering, reconciling and chasing data that should flow automatically between systems.
Project managers spend an estimated 30 to 40 per cent of their time on non-productive data administration. On a $150 million business with 12 project managers at $150,000 each, that is $630,000 a year.
FMI/PlanGrid ANZ edition, 2018. Project Innovator analysis.
The opportunity is visibility. A business with properly integrated systems has real-time data across cost, time, quality and risk, available to the right people at the right time.
Project Innovator's digital advisory is strategy-first and platform-agnostic. The question is never 'which software should we buy?' It is 'what is the operational problem we are solving, and what technology addresses it?'
- Technology road map covering what to use, in what sequence and connected to what operational problem.
- Current-state audit showing which platforms are in use, how they connect and where the data tax is accumulating.
- Platform selection advisory, independent of any software vendor.
- Implementation oversight ensuring technology connects to operational change, not just software deployment.
PM time on data admin
[FMI/PlanGrid ANZ, 2018]
Annual data tax on a $150M business
[Project Innovator analysis]
Lost per PM per week to fragmented data
[Deloitte/Autodesk, 2025]
SUPPLY CHAIN
Supply Chain Advisory.
Supply chain is the underinvested discipline in most property and construction businesses. Procurement strategy, manufacturer relationships and long-term supply agreements all affect project margin directly. Most are managed transactionally, whether at the business or project level.
Off-shore and international supply chains add a significant compliance layer. Products and components from overseas manufacturers must meet Australian standards. Compliance mapping and management across the supply chain, from manufacturer certification through to in-market product registration and NCC alignment, is one of the most complex and underestimated risks in any MMC, DfMA or OSM programme.
Adam has direct experience in supply chain development for industrialised construction, including international manufacturer engagement, component specification and commercial structuring for both project-specific and business-level supply arrangements.
- Procurement strategy, moving from transactional to strategic supplier relationships.
- Off-shore and domestic manufacturer identification, due diligence and commercial structuring.
- Compliance mapping across Australian standards alignment, product certification and NCC compliance for imported components.
- Long-term supply agreements and preferred-partner frameworks.
- Supply chain development for MMC, DfMA and OSM programmes.
AUTOMATION
AI Integration and Automation.
AI in construction has moved from experimental to operational. 67 per cent of contractors are now actively using or evaluating AI applications, up from 34 per cent in 2023. [Autodesk AI Trends, 2026] Only 19 per cent have adapted their actual workflows. [Autodesk, 2026] The gap between saying 'we use AI' and integrating it into how the business operates is where most organisations currently sit.
The question Project Innovator starts with is not 'what AI tools are available?' It is 'what decisions are slow, what data is going uncollected, and what reporting is consuming PM time that could be automated?' The tools follow from the operational problem, not the other way around.
- AI readiness assessment covering where the business sits today and what the realistic pathway looks like.
- Use-case identification where AI produces a real return, not a demonstration of capability.
- Vendor selection advisory, independent of any AI platform.
- Workflow automation design connecting AI tools to actual project management and delivery workflows.
- Implementation oversight ensuring deployment connects to operational change.