MARSH TO MANSION

End-to-End Operations Manual

Version 1.0 — April 2026

Marsh Works Pty Ltd | ABN 53 626 222 722 Trading as Marsh to Mansion Parent: Otetto Group

This document is the operating system of Marsh to Mansion. It exists because every great construction company — Bellevarde, Horizon Built, Bau Group — operates from documented institutional knowledge, not from the memory of its founder. This is ours. It is a living document. Every process improves. Every section gets updated when reality teaches us something new. But it starts here, and it starts complete.

Current systems maturity: 3/10. Target: 10/10. Current revenue: $6M. Target: $25M in 36 months. The gap between those two numbers is filled by this manual.

DOCUMENT CONTROL

Owner: General Manager Review cycle: Quarterly Next review: July 2026

TABLE OF CONTENTS

PART 1: COMPANY FOUNDATION - 1.1 Company Overview and Mission - 1.2 Company Values and Culture - 1.3 Organisational Structure

PART 2: ROLE PLAYBOOKS - 2.1 Executive Chairman - 2.2 General Manager - 2.3 Head of Construction Operations - 2.4 Senior Project Manager - 2.5 Project Manager - 2.6 Site Manager - 2.7 Leading Hand - 2.8 Subcontractor Management

PART 3: PROJECT LIFECYCLE - 3.1 Lead Identification and Qualification - 3.2 Initial Enquiry and Scoping - 3.3 Proposal and Tender - 3.4 Contract Execution - 3.5 Preconstruction - 3.6 Construction — Phase Management - 3.7 Practical Completion - 3.8 Defects Liability Period

PART 4: FINANCIAL CONTROLS - 4.1 Budget Management - 4.2 Progress Claims - 4.3 Variations - 4.4 Subcontractor Payments - 4.5 Company Financial Reporting

PART 5: CLIENT AND ARCHITECT RELATIONSHIPS - 5.1 Client Communication Standards - 5.2 Architect Relationship Management - 5.3 HubSpot CRM Standards

PART 6: MEETING CADENCE AND OPERATING RHYTHM - 6.1 Daily Standup - 6.2 Weekly Site Meeting - 6.3 Weekly Management Meeting - 6.4 Monthly Leadership Review - 6.5 Quarterly Business Review - 6.6 Annual Planning

PART 7: PEOPLE AND HIRING - 7.1 Hiring Process - 7.2 Onboarding - 7.3 Performance Management - 7.4 Letting People Go

PART 8: SYSTEMS AND TECHNOLOGY - 8.1 Core Systems Stack - 8.2 Google Drive Structure - 8.3 Document Standards - 8.4 AI Integration

PART 9: COMPLIANCE AND RISK - 9.1 Licensing and Registrations - 9.2 Australian Standards and Industry Codes - 9.3 Site Safety — WHS NSW - 9.4 Contract Risk Management - 9.5 Insurance - 9.6 Quarterly Operations Audit

PART 10: THE CHAIRMAN PLAYBOOK - 10.1 What Only the Chairman Does - 10.2 What the Chairman Must Stop Doing - 10.3 The Chairman's Weekly Rhythm - 10.4 Decision Thresholds

PART 1: COMPANY FOUNDATION

1.1 Company Overview and Mission

Who We Are

Marsh to Mansion builds exceptional architect-designed homes in Sydney's harbour and coastal suburbs. We take on projects between $1M and $5M where design intent is high, clients are sophisticated, and the margin for error is low. We are not volume builders. We are not style-specific renovators. We are delivery partners for architects who need a builder they can trust to protect their work.

The business was founded in 2018. In 2024 we won the MBA Award for Alterations and Additions in the $1.2M to $1.4M category — the Surry Hills House, designed by Architect George. That project set the standard. Every project since is measured against it.

We currently run four concurrent projects — Freshwater, Neutral Bay, Stanmore (completing), and Bronte (commencing) — with strong leads at Greenwich and Balmoral. Revenue sits at $6M. The target is $25M over 36 months, which requires scaling from four concurrent projects to ten or more. That scale requires systems. This manual is the foundation of those systems.

What We Build

Every Marsh to Mansion project has four things in common:

Architectural integrity. We are not handed a spec and told to build it cheaply. We are given design documentation by architects who care, clients who are invested, and a vision that must be honoured. Our job is to deliver that vision without compromise.

Craft. The quality of finish on a Marsh to Mansion project must be immediately obvious to anyone who has spent time in great homes. Joinery tight, surfaces level, junctions clean. The MBA Award proved we can do this. The systems in this manual ensure we do it consistently across every project, not just the ones the principal is watching.

Transparency. Clients in our segment are highly informed, often anxious, and frequently misled by builders. We set the standard differently. They have access to the project portal. They get weekly updates. They hear about problems from us first, not from their neighbour. That trust is the product.

Sustainability leadership. Marsh to Mansion is the only builder in our tier with a live connection to hempcrete construction. Through Living Canvas — our co-founded hempcrete prefab panel business — we can offer carbon-negative construction options that no competitor can match. The NCC embodied carbon mandate becomes voluntary from now and mandatory in 2027/2028. We are already there. This is our only competitive advantage over Tier 1 operators, and it is significant.

Brand Architecture

Four names, one business, one purpose. Use the right name in the right context.

Marsh to Mansion is the client-facing brand for residential construction. This is what goes on proposals, contracts, signage, and email signatures for project work. This is the brand that won the MBA Award.

Marsh Works Pty Ltd is the legal entity. ABN 53 626 222 722. This appears on contracts, invoices, tax documents, and legal correspondence. Not on marketing materials.

Otetto Group is the parent company context. Used when speaking to investors, banks, or partners who need to understand the broader structure. Not used in construction project contexts.

Never use Norton Homes in any context. That name does not exist in this business.

Target Market

Geography: Sydney harbour suburbs, coastal Northern Beaches, Inner West architectural pockets. Target areas: Freshwater, Manly, Balmoral, Mosman, Neutral Bay, Cremorne, Bronte, Bondi, Woollahra, Surry Hills, Glebe, Newtown, Greenwich, Birchgrove.

Project type: Architect-designed alterations and additions, new builds, heritage renovations. Projects where a licensed architect is already engaged, or where the client is seeking a design-and-construct service.

Project value: $1M to $5M. Below $1M, the margin cannot sustain our delivery model. Above $5M, we are competing against Bellevarde and Horizon on territory they have held for decades. The $1M to $5M segment is ours to win.

Client profile: Professionals, couples aged 35 to 60, owner-occupiers investing in a property they intend to live in for ten or more years. They are not developers chasing margin — they are people making the most significant investment of their lives. They value quality, communication, and confidence over price.

Architect profile: Sydney-based architectural practices with 2 to 20 staff, generating 5 to 20 residential projects per year in our target geography. Their core need: a builder who makes their projects better, not harder. A builder who understands design intent, manages the client relationship professionally, and delivers to the standard the drawings demand.

Pipeline Drivers

Three channels bring us work, in order of reliability:

Architect relationships are the primary channel. An architect who trusts us becomes a pipeline for the life of their practice. One architect relationship, properly maintained, can generate three to five projects per year. The top ten architectural firms in our target geography are named accounts — each one owned by the Executive Chairman, each one reviewed quarterly.

DA searches are the proactive channel. Development applications are lodged with Council and are publicly visible. A DA for a significant residential project in our target suburbs, lodged by an architect we know, is a lead before it becomes a public tender. The HOC runs the DA search process weekly and feeds qualified leads into HubSpot.

Referrals are the conversion channel. A satisfied client who refers their architect, their neighbour, or their colleague is the highest-quality lead we will ever receive. Every completed project ends with a deliberate referral conversation. The systems for this are in Part 5.

The MTM Seven-Step Process

Every Marsh to Mansion project follows this sequence. Clients see this framework from the first meeting. It sets expectations, creates milestones, and gives the team a shared language.

1. Initial On-Site Consultation — Meet the client, understand their vision, assess site conditions and feasibility. This is not a sales visit. It is a diagnostic exercise. We are deciding as much as they are.

2. Concept Design — Develop initial design concepts in collaboration with the project architect, or develop in-house for design-and-construct engagements. The builder's voice is in the room from the start.

3. Construction Documentation — Detailed drawings, engineering, and specifications. Council approvals where required. We are already contributing to buildability at this stage.

4. Estimation — Comprehensive cost estimation and contract preparation. Our pricing methodology is in Part 3. Our margin targets are non-negotiable.

5. Construction — On-site build execution with quality control, safety management, and client communication. The bulk of this manual addresses this phase.

6. Weekly Project Meetings — Regular client updates, progress reviews, and decision-making. Not optional. Not subject to client preference. Built into every contract.

7. Completion and Handover — Final inspections, defect rectification, handover documentation, warranties, maintenance guidance. The project ends when the client is genuinely happy and the paperwork is complete.

The Builder's Ladder — Where We Are and Where We Are Going

The Professional Builder framework describes five stages of a construction business:

• Start-Up ($0-500K): Cashies, word of mouth, the founder builds everything
• Builder/Foreman ($500K-1M): First staff, admin chaos, reactive
• Project Manager ($1M-2.5M): Multiple sites, basic systems
• Business Owner ($2.5M-5M+): Management layer, systemised
• Enterprise ($5M+): Runs without the founder

At $6M revenue, Marsh to Mansion sits at the top of Business Owner and is reaching the base of Enterprise. The critical truth of the Builder's Ladder: what got you to $6M will actively work against you at $25M. The behaviours, habits, and systems that work at $6M — founder involvement in operations, informal communication, reactive decision-making — become the ceiling at $25M. This manual exists to break through that ceiling before we hit it.

The builder's hamster wheel is when the founder becomes the human instruction manual for the team. Every time the team asks a question, the founder answers it. Every time there is a problem, the founder solves it. This is not leadership. It is a trap. This manual breaks the cycle. The answers to every question are in here. When a team member has a question, the first place they check is this document.

1.2 Company Values and Culture

Four Values. Not Wallpaper.

At Marsh to Mansion, values are not a branding exercise. They are a control mechanism. They protect margin discipline, retention stability, succession capability, and brand integrity. A team that shares values makes better decisions faster, argues less, and delivers more consistently.

Our four values are adapted from TrainerRoad's culture framework. They are not unique to us — they are proven principles that work. What is unique is how we apply them to the specific reality of building high-end homes in Sydney.

Value 1: Constructive Debate

What it means: Hold strong opinions loosely. Bring your perspective, argue for it, then align behind the decision once it is made. The best decisions come from people who disagree well.

What this looks like on a Tuesday afternoon when a subcontractor has stuffed up:

The site manager discovers the tiler has deviated from the specified tile layout by 100mm on the feature wall. There are two choices: keep quiet and hope no one notices, or flag it now. Constructive Debate means the site manager raises it — even knowing it creates work, even knowing it will cause a delay. Then in the meeting, the HOC and SM debate the fix: rectify now at cost to the subie, or document and address at the variation stage. Both views get heard. One view wins. Everyone executes the decision.

What it does not look like: the SM says nothing because he does not want to make waves. The HOC dismisses the SM's concerns because he is under schedule pressure. The client finds out from the architect.

In meetings: Ask for the opposing view before agreeing. "What's the argument against this?" is a phrase that should be heard in every project review. If everyone agrees on everything immediately, either the question is trivial or someone is not being honest.

In hiring: In the interview, give the candidate a position you disagree with and ask them to argue against it. Watch how they handle disagreement. Red flag: they immediately agree with whatever you say.

Interview questions to surface this value: - Tell me about a time you disagreed with a decision your manager made. What did you do? - Describe a situation where you changed your mind based on new information. - When you believe you're right and the team is going in the wrong direction, how do you handle it?

Red flags in hiring: - They have never disagreed with a manager (and say so) - They describe "debate" as conflict that needs to be avoided - They change their stated view the moment you push back on it

Value 2: Extreme Ownership

What it means: If it happened on your watch, it is your responsibility. There is no blame culture here. When something goes wrong, the person closest to it owns the fix — and the lesson.

This comes from Jocko Willink's framework: "There are no bad teams, only bad leaders." Applied at every level of Marsh to Mansion: there are no bad outcomes, only people who should have caught it earlier and acted differently.

What this looks like on a Tuesday afternoon when a subcontractor has stuffed up:

The plumber missed the rough-in for the island bench power point. Now the slab is poured. The PM owns this. Not because the PM poured the slab, but because the PM is the person responsible for ensuring every subie has the documentation they need, every RFI is answered before work proceeds, and every coordination issue is caught before it is cast in concrete. The PM does not say "the plumber should have checked the drawings." The PM says "I should have confirmed the rough-in location before the pour."

What it does not look like: the PM blames the subie. The site manager says "the PM didn't tell me." Christo gets called because nobody wants to own the mistake.

In project delivery: Every project has a named PM who is the accountable person. When the project hits a budget blowout, a programme delay, or a quality issue, the question is not "whose fault is it?" It is "what happened, what do we do, and what do we change so it does not happen again?"

In the commercial layer: The person who quotes the job owns the margin on that job. Not partially. Not shared. If the margin erodes because subcontractor costs came in over budget, the PM who wrote the subie budget owns that outcome — and the lesson.

Interview questions to surface this value: - Tell me about a project that went badly. What was your role in it? - Describe a time you made a significant mistake at work. What did you do? - When something goes wrong on site, what is your first instinct?

Red flags in hiring: - Their project failure stories always end with someone else as the cause - They use the word "they" repeatedly when describing problems - They frame accountability as something imposed on them, not something they choose

Value 3: Radical Candor

What it means: Care about the person. Challenge their work. Never sacrifice honesty for comfort, and never sacrifice kindness for honesty.

Kim Scott's original formulation: Care Personally, Challenge Directly. The failure modes are ruinous empathy (caring but not challenging — giving false feedback to spare someone's feelings) and obnoxious aggression (challenging without caring — being brutal and calling it honesty). We aim for the intersection.

What this looks like on a Tuesday afternoon when a subcontractor has stuffed up:

The site manager has been letting the concreting subcontractor start work without completed SWMS documentation. The HOC finds out. Radical Candor is: "The SWMS issue puts the whole site at legal risk, and you know that. I need this fixed today and I need to understand why it's been happening." It is direct. It is not personal. It acknowledges the standard and the gap without destroying the relationship.

What it does not look like: the HOC ignores it to avoid a difficult conversation. Or the HOC dresses down the SM in front of the crew.

Public praise, private correction. Great work is acknowledged in front of the team. Mistakes are addressed in private. No one is embarrassed in a group setting. No one is praised in private for exceptional work. Get this right and the team knows exactly where they stand.

Feedback cadence: Do not save feedback for performance reviews. Feedback has a half-life of about 24 hours. After that, the context is gone and the impact is minimal. When something good happens, say so that day. When something needs correcting, say so within 24 hours.

Interview questions to surface this value: - Describe a time you had to give someone difficult feedback. How did you approach it? - Tell me about a time your manager gave you feedback that was hard to hear. How did you respond? - How do you handle a team member who is not performing?

Red flags in hiring: - They have never given difficult feedback (or say it was "not my place") - Their approach to underperformance is avoidance or escalation rather than direct conversation - They conflate directness with aggression or cruelty

Value 4: Constant Improvement

What it means: Nothing we do today is perfect. Some of it is not even good. The goal is to be 1% better every week. Over a year, that compounds into something significant.

The TPB framework makes this concrete: a 3% improvement in gross profit across five active projects is transformational. Not dramatic. Not heroic. Three percent, applied consistently, changes the trajectory of the business.

What this looks like on a Tuesday afternoon when a subcontractor has stuffed up:

The debrief after the tiling error is not just about fixing the tiles. It is about updating the QC checklist to include a tile layout verification step before the tiler commences. That checklist change is one percent better. It prevents the same error on the next project. Over 12 months of these micro-improvements, the QC process becomes something Tier 1 builders would recognise.

This manual is the output of Constant Improvement. MTM currently rates itself 3/10 on systems maturity. Bellevarde's 200-page construction manual is the gold standard. We are not Bellevarde today. But every update to this document closes that gap.

Learning culture in practice: After every project reaches practical completion, there is a one-hour project debrief. What went well? What went wrong? What changes for the next project? The outputs go into the relevant section of this manual. The person who runs the debrief is the GM. The outputs are owned by the HOC.

Interview questions to surface this value: - Tell me about a process you improved in your last role. How did you identify the gap? - What is the last thing you learned that changed how you do your job? - How do you approach a process that is working but could be better?

Red flags in hiring: - "I just do what I'm told" — no ownership of improvement - Actively resistant to feedback or process change - Describes current process as "just the way it is"

The Values Intersection

The four values are strongest when they operate together. Constructive Debate without Extreme Ownership is argument without accountability. Extreme Ownership without Radical Candor becomes blame-taking that never generates improvement. Radical Candor without Constant Improvement is a feedback loop with no output. And all three without Constant Improvement are just good intentions.

When someone at Marsh to Mansion is operating at their best, you see all four at once: they raise a problem directly (Radical Candor), take responsibility for fixing it (Extreme Ownership), hear out alternative approaches without getting defensive (Constructive Debate), and update the system so it does not happen again (Constant Improvement).

Culture Is a Financial Control

Margin leakage, rework, and talent turnover are cultural problems that manifest as financial problems. A team that avoids difficult conversations lets variation work proceed without written approval. A team without accountability lets programme slippage build until it becomes a delay claim. A team that stops improving keeps making the same errors on project after project.

Culture protects margin. Culture protects retention. Culture protects the business. Treat it accordingly.

Culture budget: 1 to 2 percent of overhead budget is allocated annually for training, development events, team events, and recognition. This is a non-negotiable line item. It appears on the P&L. It is reviewed at every quarterly business review.

Culture scorecard — board-reported quarterly: - Staff retention rate (target: 85% or above; trigger investigation below 80%) - Leadership roles filled internally (target: 60% or above) - Staff engagement pulse score (anonymous quarterly survey; target: 8.0 or above; trigger intervention below 7.5) - Training hours per employee per year (minimum: 20 structured hours) - Event cadence compliance (4 per year minimum; board notified if missed)

The No High-Performer Exemption Rule

No one is exempt from the values. A site manager who delivers exceptional projects but treats subcontractors with contempt is not a high performer. A PM who hits margin targets but withholds information from clients is not a high performer. Performance is measured against both commercial outcomes and cultural alignment. Both matter. Neither excuses the other.

Equity vesting is linked to this. Vesting can be paused for proven cultural misconduct. Equity is not automatic. Equity requires character.

1.3 Organisational Structure

The Hierarchy

EXECUTIVE CHAIRMAN (Christo Ball)
         |
    GENERAL MANAGER (Johan Grimsgard — incoming)
    /           \
HEAD OF              SENIOR PROJECT
CONSTRUCTION         MANAGER
OPERATIONS           (Nathan Duncan — incoming)
(Elliot Marsh)
    |
PROJECT MANAGER(S)
    |
SITE MANAGER(S)
    |
LEADING HAND(S)
    |
SUBCONTRACTORS / TRADE CONTRACTORS

Current state (April 2026): Elliot Marsh is HOC. Nathan Duncan's offer is active. GM role (Johan Grimsgard) is in progress. Two leading hands recently signed (EJ Jensen and Luke). Site Manager CJ is on one site.

Target state (12 months): GM in seat, Senior PM active on all projects, HOC operating independently of the Chairman, two to three Site Managers across concurrent projects, one contracts administrator.

Who Owns What — Responsibility Matrix

OWNS means this person is the accountable party. If it is not done, they are responsible. Executes means this person does the work. Manages means this person coordinates the activity. Reviews means this person provides oversight and sign-off. Supports means this person assists the owner. Inputs means this person provides information. Informed means this person is kept updated.

Information Flow

What gets reported to the Chairman, and when:

What the Chairman should never receive: - Questions about subcontractor scheduling - Requests for site visit approval - Progress claim preparation questions - Day-to-day client queries that the PM should handle - Operational emails that the GM can answer

If the Chairman is receiving these, the GM and HOC are not doing their jobs. If the role is vacant, they are being tolerated as direct reports temporarily — with an end date.

What ONLY the Executive Chairman Does

At $25M, Christo Ball has one job: protect the future of the business. That means:

1. Maintaining architect relationships with the top ten practices in Sydney
2. Making hiring decisions at GM and HOC level
3. Signing contracts above the thresholds in Part 10
4. Owning the Living Canvas strategy and investor relationships
5. Banking and investor relationship management for Marsh Works
6. Setting the annual strategic direction and 90-day priorities
7. Being the culture custodian — the person who reinforces the values by embodying them

Everything else should be running without him. If he is still the person who gets called when a subcontractor does not show up, the business has not graduated from the Builder/Foreman stage. This manual exists to graduate it.

What ONLY the General Manager Does

The GM owns the business of running the business. That means:

1. Weekly management meeting (agenda, minutes, follow-through)
2. Monthly board pack preparation and delivery
3. Hiring at PM, SM, and support-staff level
4. Cash flow management and forecasting
5. Pipeline health (2x revenue minimum at all times)
6. Staff performance management and culture maintenance
7. CRM hygiene and lead conversion oversight
8. Financial reporting accuracy
9. Overhead cost management (target: under 12% of revenue)
10. Architect outreach programme management (top 10 to 30 practices)

The GM does not go to site unless it is a relationship visit. The GM does not write progress claims. The GM does not manage subcontractors. The GM manages the people who manage those things.

What the HOC Owns End to End

The Head of Construction Operations is accountable for everything that happens on site from contract execution to practical completion. Specifically:

1. Delivery of every active project to programme, budget, and quality standard
2. Subcontractor engagement, instruction, and performance management
3. Variation identification, documentation, and client communication
4. Progress claim accuracy and timing
5. Site safety compliance across all active sites
6. Quality control process adherence
7. Site Manager performance and development
8. Weekly project status reporting to the GM
9. Preconstruction planning for all new projects
10. Defects liability period management

The HOC makes autonomous decisions on site-level and project-level matters within the approved project budget. Anything outside budget, involving contract amendments, or involving a client relationship deterioration is escalated to the GM.

PART 2: ROLE PLAYBOOKS

2.1 Executive Chairman Playbook

This section is written for Christo Ball. It describes the role as it should operate once the GM is in seat. Until then, Christo will be performing some GM functions. The goal is to make this the complete description of the role within 90 days.

Role Purpose

The Executive Chairman sets the strategic direction of Marsh to Mansion, owns the relationships that generate the pipeline and capital for growth, and is the custodian of the culture. He operates at the board level. He does not operate in the project delivery layer.

The measure of success for this role is not how many problems he solves. It is how few problems reach him.

Key Responsibilities

Strategic: - Set the annual company goals and 90-day priorities - Review and approve the annual budget - Monitor the business against the $25M revenue trajectory - Maintain and grow the top 10 architect relationships personally - Own the Living Canvas strategy, investor pipeline, and key partnerships - Represent the business at industry events, MBA forums, and awards - Make hiring decisions at GM and HOC level

Financial: - Sign contracts above $500K - Review and approve the monthly board pack within 72 hours of receipt - Approve any overhead expenditure above $20K - Own the iCare HBCF capacity position and manage it proactively - Maintain the banking relationship and any facility management

Culture: - Model the four values in every interaction - Conduct quarterly leadership reviews with the GM - Attend the quarterly culture dinner - Do not override the GM in public — if there is a disagreement, address it in private

External: - Be the public face of Marsh to Mansion at industry events - Personally manage the relationship with the top five architect practices (monthly minimum contact) - Lead all media, award submissions, and thought leadership representation

Daily Checklist

• [ ] Read morning brief from Atlas (6am Telegram delivery, 10 minutes)
• [ ] Review and respond to any flagged items in the brief
• [ ] Check HubSpot pipeline for any stage movements overnight
• [ ] One architect relationship action (email, call, or message — every day)
• [ ] Review any open items flagged by the GM
• [ ] One Living Canvas action (investor contact, product update, or partnership progress)
• [ ] No more than 2 hours on operational Marsh matters (hard limit)

Weekly Checklist

• [ ] Monday: 30-minute strategy and priorities review with GM
• [ ] Review weekly pipeline report from GM
• [ ] Review active project RAG status (5 minutes — green/amber/red dashboard)
• [ ] Send one architect relationship communication that is not business-related (article, reference, congratulations)
• [ ] Review any variations above $10K flagged in the weekly report
• [ ] Update Atlas with any strategic decisions or context shifts

Monthly Checklist

• [ ] Review and approve the monthly board pack within 72 hours
• [ ] 60-minute financial review with GM (and accountant once per quarter)
• [ ] Review iCare HBCF capacity position
• [ ] Architect relationship review — are the top 10 receiving appropriate attention?
• [ ] Living Canvas investor pipeline review
• [ ] One in-person site visit (relationship, not operational oversight)
• [ ] Review culture scorecard data from the GM

KPIs

Decisions the Chairman Makes Autonomously

• Hiring and firing at GM and HOC level
• Contracts above $500K
• Strategic pivots (new markets, new service lines)
• Equity grants to key hires
• Living Canvas investor terms
• Banking facilities and major capital decisions
• Any decision involving parents or Altitude 1260 (SENSITIVE — legal implications)

Decisions the Chairman Does NOT Make (Delegates to GM)

• Hiring at PM, SM, and support level
• Subcontractor selection and pricing
• Progress claim schedules
• Variation approval (client-facing)
• Day-to-day cash flow management
• Marketing and CRM management

Atlas Integration for the Chairman

Morning brief (daily, automated): Atlas delivers a structured brief to Telegram at 6am containing the day's schedule, top three priorities inferred from open actions, a pipeline snapshot, one blind spot flag, and the crypto/market summary.

Pipeline intelligence: Ask Atlas "run pipeline review" for a HubSpot-sourced summary of all leads by stage, deals at risk of going cold, and architect outreach gaps.

Architect BD research: Before any architect meeting, say "brief me on [architect firm name]" — Atlas searches recent projects, awards, relevant news, and any prior interaction history.

Board pack review: Send the monthly board pack to Atlas as a PDF attachment. Ask "review this board pack and flag any missing data, below-target metrics, and items requiring my decision." Atlas will produce a structured response.

Decision pressure-testing: For any significant decision, use the LLM Council. "Council this: [decision]." Five AI advisors independently analyse the decision, peer-review each other, and deliver a synthesised verdict.

Email drafting: Atlas follows the Email Drafter protocol. Provide context, goal, tone, and key points. Receive a ready-to-send draft.

Common Mistakes to Avoid

Solving operational problems instead of the system that created them. When a problem reaches the Chairman, the right response is "who should own this, and what system do we need so it does not reach me again?" Not "let me fix it."

Overriding the GM in front of the team. Undermines the GM's authority and encourages the team to bypass them. Always. Without exception.

Staying quiet when the culture is slipping. If a team member is demonstrating values misalignment and the Chairman sees it, the Chairman addresses it — with the GM, not around them.

Letting architect relationships go dormant. Pipeline is a lagging indicator. The relationships you are building today produce projects in 6 to 12 months. If architect outreach stops, the pipeline dries up 6 months later. Consistent contact is a non-negotiable.

What Great Looks Like in This Role

Christo Ball walks into the weekly Monday meeting with the GM, reviews the pipeline and project health dashboard, asks two or three sharp questions, makes one or two decisions, and leaves. The rest of the week, he is in architect meetings, LC investor conversations, and strategic planning. He has not been to a site except for a relationship visit. He has not answered a subcontractor question. He has not approved a progress claim. The business is running. He is building the next version of it.

2.2 General Manager Playbook

Role Purpose

The General Manager runs the day-to-day business of Marsh to Mansion. They are accountable for revenue performance, project delivery performance, financial management, people management, and pipeline health. The Chairman sets the direction. The GM executes it.

The GM's success is measured by the business hitting its targets — not by how hard they work. A GM who is always busy but the business is missing targets is not a good GM.

Key Responsibilities

Revenue and pipeline: - Own the pipeline (minimum 2x revenue at all times) - Manage lead qualification and conversion through HubSpot - Architect outreach programme management (tier two and three firms, supported by Chairman's tier one relationships) - Proposal review and sign-off before submission - Win/loss tracking and reporting

Financial: - Prepare and deliver monthly board pack to Chairman within 5 business days of month-end - Weekly cash flow review and forecast - Overhead management (target under 12% of revenue) - Progress claim schedule monitoring - Subcontractor payment oversight - Monthly P&L review with HOC

People: - Hiring at PM, SM, and support level - Onboarding new hires - Quarterly performance reviews for all direct reports - Managing underperformance - Culture pulse check and event coordination

Operations: - Weekly management meeting (chair and minute) - HOC and Senior PM direct management - Risk register maintenance - Compliance monitoring (licences, insurances, HBCF capacity) - Systems and process improvement

Daily Checklist

• [ ] Check Wunderbuild for any open RFIs due in the next 48 hours — call the relevant PM if overdue
• [ ] Check HubSpot for any leads that have gone cold (no activity in 7+ days at active stages)
• [ ] Review cash position against forecast — flag to Chairman if below 3 months overhead cover
• [ ] Check email from chris@marshtomansion.com for any client or architect correspondence requiring same-day response
• [ ] Confirm all site managers have submitted their end-of-day site report
• [ ] One pipeline development action (call, email, or meeting)
• [ ] Cash flow flags (standing items until resolved): Freshwater v1055 rear courtyard excavation $7,922 — confirm whether variation has been sent to client. Stanmore PC1045 heating balance $44,499 — confirm payment timing with client. Stanmore outstanding variations $120K+ — review full status register and confirm all items are invoiced or have written approval pending. Update Chairman weekly on these three until cleared.

Weekly Checklist

• [ ] Monday: 30-minute strategy review with Chairman
• [ ] Prepare and circulate weekly management meeting agenda (by Monday COB)
• [ ] Run weekly management meeting (Wednesday or Thursday — see Part 6.3)
• [ ] Review all active project progress against programme in Wunderbuild
• [ ] Review weekly financial position: cash, outstanding claims, unpaid invoices
• [ ] Chase any progress claims unpaid beyond 10 business days
• [ ] Review HubSpot for pipeline movement and update stages
• [ ] Check iCare HBCF available capacity against upcoming contracts
• [ ] Send weekly pipeline summary to Chairman (one page, dashboard format)
• [ ] Review overhead expenditure against budget

Monthly Checklist

• [ ] Prepare and deliver board pack to Chairman within 5 business days of month-end
• [ ] Monthly P&L review with HOC (project-by-project margin review)
• [ ] Cash flow forecast update for next 90 days
• [ ] Architect outreach — ensure each target architect has been contacted this month
• [ ] Staff performance check-in (informal — is everyone on track?)
• [ ] Culture pulse check (informal, quarterly formal survey)
• [ ] Risk register review and update
• [ ] Insurance certificates review (all current?)
• [ ] HBCF capacity position update

KPIs

Decisions the GM Makes Autonomously

• Hiring at PM, SM, and support level (up to $120K base salary without Chairman approval)
• Approving overhead expenditure up to $20K
• Approving progress claims for submission
• Subcontractor selection (with HOC recommendation)
• Marketing spend within budget
• Client and architect communication

Decisions the GM Escalates to the Chairman

• Hiring at GM or HOC level
• Contracts above $500K
• Any expenditure above $20K not in the approved budget
• iCare HBCF capacity nearing limit
• Staff performance issues at HOC level
• Any client relationship that is deteriorating towards legal action

Atlas Integration for the GM

Weekly report preparation: Paste raw project data, cash position, and pipeline snapshot to Atlas. Say: "Prepare the weekly management meeting pack. Format as per the Part 6.3 template." Atlas produces the formatted agenda and dashboard.

Email triage: Each morning, Atlas processes the incoming email on chris@marshtomansion.com (once OAuth is authorised) and delivers a triage summary: action required, FYI only, delete. The GM sees only what requires a decision.

Board pack preparation: Atlas maintains the board pack template. At month-end, the GM provides the raw financial data, project status inputs, and pipeline figures. Atlas formats the complete board pack and flags any below-target metrics.

Meeting agendas: Before any meeting, say "prepare agenda for [meeting type]" and Atlas will generate a structured agenda based on the meeting template and any open items from the previous session.

Variation documentation: When the GM needs to review a variation dispute or prepare a position paper, Atlas can draft the communication given the facts.

Common Mistakes to Avoid

Running the monthly board pack with softened numbers. The board pack rule is "red is red." If margin is below 30% on a project, it is reported that way with a written explanation. Not massaged. Not deferred.

Letting pipeline drop below 2x revenue. Pipeline is a lagging indicator. By the time the pipeline is empty, it is already too late. The discipline of maintaining 2x coverage means constantly progressing leads even when you have enough work.

Avoiding underperformance conversations. A GM who lets a PM coast because the conversation is uncomfortable is not serving the business. Radical Candor is not optional. Address it within 24 hours.

Being the Chairman's de facto site manager. If Christo is bypassing the GM to deal with site issues, the GM needs to name it and fix it — by demonstrating that the GM can handle those situations, so Christo stops going around.

What Great Looks Like in This Role

A great GM at Marsh to Mansion is the person the Chairman trusts completely to run the business while he is in an investor meeting for Living Canvas. The business does not stop. Projects deliver. Pipeline moves. Cash flows. People perform. The monthly board pack arrives on time, complete, and accurate. The GM runs toward problems, not away from them. They tell the Chairman bad news early, not late. And they constantly find the 1% improvements that compound the business forward.

2.3 Head of Construction Operations Playbook

Role Purpose

The HOC is responsible for everything that happens on site from contract execution to handover. They are the single accountable person for project delivery across the entire Marsh to Mansion portfolio. Quality, programme, safety, and margin on every active project are their responsibility.

Elliot Marsh holds this role. He is a licensed architect completing his builder's licence. His strengths are file management, coordination, and design literacy. His development areas are commercial decision-making, variation management, and table management (the confidence to hold a position in a room with a client or subcontractor).

Key Responsibilities

• Project delivery across all active sites (programme, budget, quality, safety)
• Subcontractor engagement, instruction, performance management, and payment recommendation
• Variation identification, documentation, pricing, and client approval management
• Progress claim preparation and submission oversight
• Site manager management and performance development
• Preconstruction planning for all new projects entering the pipeline
• DA search process (weekly — identify opportunities before they are publicly tendered)
• Quality control process adherence across all sites
• Defects liability period management
• Reporting to GM on weekly project health

Daily Checklist

• [ ] Open Wunderbuild. Check Active Projects tab. Look at programme view — any tasks overdue by more than 1 day?
• [ ] Check for any open RFIs marked "awaiting response" beyond 48 hours. If overdue, call the relevant party directly — do not email
• [ ] Review yesterday's site reports from all site managers. Flag any safety incidents, quality issues, or programme risks in the management meeting log
• [ ] Check for any new variation triggers: architect instructions, client requests, or site conditions that differ from contract documents. Log in variation register same day
• [ ] Confirm today's subcontractor attendance on all active sites (via site manager WhatsApp by 7:30am)
• [ ] Review outstanding purchase orders — any over $5K not yet approved?
• [ ] Check variation register: any unapproved variations where work is pending? If yes, resolve before work commences
• [ ] Send one subcontractor instruction or confirmation that has been sitting in draft

Weekly Checklist

• [ ] Monday: review programme for all active projects against site manager input. Update Wunderbuild milestones
• [ ] Prepare weekly project status summary for GM (RAG format — see template below)
• [ ] Run or attend weekly site meetings on all active projects (see Part 6.2)
• [ ] Review variation register — any items over 14 days without client approval? Chase directly
• [ ] Review quality control checklists from site managers — all completed and filed?
• [ ] Confirm subcontractor schedule for next week with all site managers
• [ ] DA search — review Council planning portals for target suburbs (see Section 3.1 for methodology)
• [ ] Submit progress claims due this week (see Part 4.2 for process)
• [ ] Review subcontractor invoices received this week against POs — approve or query
• [ ] Update the project risk register with any new risks identified this week

Weekly Project Status Template (RAG Format)

Project: [Name] | PM: [Name] | Contract Value: $[X]

Monthly Checklist

• [ ] Month-end project-by-project margin review with GM
• [ ] Subcontractor performance review — any subcontractors to replace, reward, or address?
• [ ] Review all active DLP projects — any defect items overdue for rectification?
• [ ] Update project programmes for next 90 days and share with site managers
• [ ] Site manager development conversations (informal monthly check-in)
• [ ] Review QC process: are the checklists actually being used? Are photos being filed?

KPIs

Decisions the HOC Makes Autonomously

• Subcontractor instruction and coordination
• Site-level quality decisions (where work meets specification)
• Safety stop orders on any site
• Subcontractor programme adjustments within 2 weeks
• Ordering materials up to $10K within approved project budget
• Issuing preliminary variation advice (price to be approved by client before work proceeds)

Decisions the HOC Escalates

• Escalate to GM: variations above $15K, programme delays beyond 3 weeks, client relationship issues, subcontractor disputes
• Escalate to Chairman: anything involving contract termination, latent conditions materially affecting the project, safety incidents that are notifiable

Atlas Integration for the HOC

Variation documentation: When a variation is identified, open Atlas and say: "Draft a variation notice for the following: [describe the event — what changed, what scope is affected, preliminary cost impact]. Use the variation notice template." Atlas drafts the formal notice for review.

Progress claim drafting: Provide Atlas with the project schedule, last claim amount, and work completed since last claim. Say: "Draft the progress claim narrative for [project name] for period ending [date]." Atlas produces the supporting narrative.

Subcontractor instruction templates: "Draft a site instruction to [trade] for the following scope: [describe]. The instruction must reference the relevant drawing number and be documented for our variation register."

Site issue summaries: After a site visit, record a 2-minute voice note describing any issues. Upload to Atlas: "This is a voice recording of my site inspection at [project]. Extract the issues, assign priority levels, and format as a site report."

Voice-to-skill: Any process the HOC does repeatedly — writing site instructions, preparing PC checklists, structuring RFIs — can be converted to a permanent Atlas skill. Record a voice note explaining how you do it. Paste the transcript into: "Use the skill-creator to build a skill based on this workflow description: [transcript]." Atlas builds the SKILL.md automatically.

Common Mistakes to Avoid

Letting variation work commence without written approval. This is the single most costly error in construction management. A variation proceeding without client approval is a gift to a difficult client and a loss of margin. No exceptions. Not even small ones. Not even for clients you trust.

Submitting RFIs to the architect and then forgetting about them. Every open RFI has a due date. Chase it at 48 hours. Escalate at 72 hours. An unanswered RFI that delays a trade is a programme risk you own.

Managing subcontractors by phone call without a written trail. Every material instruction to a subcontractor must be in writing — email or Wunderbuild site instruction. Verbal instructions do not exist in a contract dispute.

Giving the architect or client bad news without a plan. When you discover a problem that affects the client — cost, programme, quality — do not call them until you have the facts confirmed and a solution to present alongside the problem.

What Great Looks Like in This Role

A great HOC at Marsh to Mansion runs a portfolio of four to six concurrent projects with the confidence of someone who has done it a hundred times. They walk into every site meeting with the programme in hand, know every open variation, and know exactly what the margin is doing. They escalate problems early, never late. They develop site managers rather than doing the work themselves. Clients feel managed and informed. Architects see a builder who respects their drawings. The GM hears about site problems from the HOC first, not from the client.

2.4 Senior Project Manager Playbook

Role Purpose

The Senior Project Manager leads the delivery of individual architect-designed projects. They are the client's primary point of contact during construction, the day-to-day manager of the site team, and the commercial custodian of the project. They own the project from contract execution through defects liability completion.

Nathan Duncan holds this role (offer accepted). $165K base, plus technology package, plus equity participation plan (up to 5% of Marsh Works Pty Ltd over 5 years). The equity is contingent on minimum 30% gross margin across assigned projects, among other performance criteria.

Key Responsibilities

• End-to-end project delivery for all assigned projects
• Client relationship management during construction
• Architect and consultant relationship management on assigned projects
• Progress claim preparation, submission, and follow-up
• Variation identification, documentation, pricing, approval, and invoicing
• Programme preparation, monitoring, and recovery
• Subcontractor coordination, instruction, and performance management
• Site Manager management and daily oversight
• Quality control inspection compliance
• Site safety oversight
• Preconstruction documentation and planning for new projects

Daily Checklist

• [ ] By 7:00am: confirm site manager attendance and trade schedule for today via WhatsApp
• [ ] By 7:30am: review Wunderbuild for any overnight communications — architect emails, client messages, RFI responses
• [ ] Review variation register: any items where work is imminent without approval? Call the relevant party immediately
• [ ] Check outstanding RFIs — anything over 48 hours without a response? Call the architect directly, not email
• [ ] Review site manager end-of-day report from yesterday. Any issues flagged? Action them before 9am
• [ ] Check progress claim status — any claims unpaid beyond 10 business days? Follow up today
• [ ] Client update: is there anything material that the client should be hearing from you rather than discovering themselves?
• [ ] Check material delivery schedule — any deliveries expected today? Site manager confirmed?

Weekly Checklist

• [ ] Prepare and distribute weekly site meeting agenda by Monday COB (see Part 6.2 for template)
• [ ] Run weekly site meeting on all assigned projects
• [ ] Circulate site meeting minutes within 24 hours
• [ ] Update programme in Wunderbuild and circulate to site manager
• [ ] Review and update variation register — all items have a status, all approved variations have a invoice number
• [ ] Review QC checklist completion for the week — all required inspections done?
• [ ] Review labour and material costs against budget for the week
• [ ] Subcontractor coordination for next week: confirm schedule, materials on site, access requirements
• [ ] Progress claim: is one due this week or next? Prepare supporting documentation in advance
• [ ] Client communication: proactive weekly update (even if nothing significant has happened)

Monthly Checklist

• [ ] Progress claim submitted on time
• [ ] Review project cost-to-complete estimate against budget
• [ ] Margin check: where are we against tendered margin? What's moving it?
• [ ] Variation status review: all items either invoiced or formally approved for future invoicing
• [ ] Subcontractor performance review: who is performing? Who needs a conversation?
• [ ] Programme review: where are we against the master programme? What are the risks for the next 30 days?
• [ ] Client satisfaction check: have you spoken to the client in the last two weeks about how they feel the project is going (not just the facts)?

KPIs

Decisions the Senior PM Makes Autonomously

• Day-to-day subcontractor instruction within approved scope
• Site Manager scheduling
• Material procurement within approved budget line items (up to $10K per order)
• Issuing preliminary variation advice to client (subject to HOC awareness for items above $5K)
• Programme adjustments up to 2 weeks
• Approving subcontractor invoices against PO (up to $50K with HOC notification)

Decisions the Senior PM Escalates

• Escalate to HOC: any variation above $10K, any programme delay beyond 2 weeks, any client relationship issue, any latent condition
• Escalate to GM: any variation dispute where the client has formally refused to approve, any claim that is more than 15 days overdue

Atlas Integration for the Senior PM

RFI drafting: "Draft an RFI to [architect name] for [project name]. The issue is: [describe]. We need a response by [date] to prevent delay to [trade/activity]."

Client update emails: "Draft a client progress update email for [project name] for the week ending [date]. Key events this week: [bullet list]. Next week: [bullet list]. Tone: professional, warm, confident."

Programme narrative: "Draft a programme narrative for the attached programme update. Explain in plain language: where we are, what's changed since last month, and the critical path items for the next 6 weeks."

Variation pricing: "Help me structure the variation pricing for [describe scope change]. I have the following subie quotes: [list]. My on-costs are 15%. Format as per the MTM variation notice template."

Meeting notes to actions: After every site meeting, paste or upload the notes. "Extract the action items from these meeting notes. Format with owner, task, and due date." Atlas returns the structured table for inclusion in the minutes.

Common Mistakes to Avoid

Approving variation work verbally to keep the relationship smooth. Variation work without written approval is unrecoverable. Even for clients you have known for years. Even for $2,000 items. Every variation, every time, in writing before commencement.

Submitting the progress claim without checking the numbers. A progress claim that overstates the work done destroys trust. A progress claim that understates it leaves money in the client's pocket. Both are avoidable. Check the programme actuals before every claim.

Letting the site manager handle client conversations. The site manager manages the site. The PM manages the client. If the client is going directly to the site manager for commercial information, redirect them.

Saving difficult news for the site meeting. If there is a material issue — cost, programme, quality — the client hears it from you by phone or in person before they hear it from anyone else. Same-day notification, always.

What Great Looks Like in This Role

A great Senior PM at Marsh to Mansion is the person the architect calls when they have another project. They are calm under pressure, commercial in every decision, and consistently ahead of the problems that are coming. The client trusts them completely — not because everything always goes perfectly, but because they always find out about problems from the PM first, and the PM always shows up with a solution. Every project they deliver leaves an architect relationship stronger than it started.

2.5 Project Manager Playbook

Role Purpose

The Project Manager supports the Senior PM in day-to-day project administration and client communication, while developing towards independent project management. On smaller projects (under $1.5M), the PM may be the primary delivery contact.

Key Responsibilities

• Project administration: Wunderbuild maintenance, document control, RFI log management
• Subcontractor coordination on assigned projects
• Site visit support and inspection documentation
• Variation register maintenance and client approval follow-up
• Progress claim preparation (drafted, reviewed by Senior PM)
• Client communication on day-to-day matters
• Meeting minutes and action tracking
• QC checklist completion and filing
• Photographic documentation of works in progress

Daily Checklist

• [ ] Check Wunderbuild for any new documents uploaded by architect or consultants — action or file within 24 hours
• [ ] Check variation register — any items awaiting client response for more than 5 business days? Follow up today
• [ ] Review site manager's daily report and summarise any issues for Senior PM by 9am
• [ ] Confirm material deliveries expected today have been communicated to site manager
• [ ] Check for any unpaid invoices where the follow-up is due
• [ ] File any emails or correspondence received to the correct project folder in Google Drive

Weekly Checklist

• [ ] Prepare draft progress claim supporting documentation for Senior PM review
• [ ] Update variation register with all new items from the week
• [ ] Review and file all QC checklists received from site manager
• [ ] Distribute site meeting minutes within 24 hours of meeting
• [ ] Complete document register — all drawings current and version-controlled?
• [ ] Confirm subcontractor schedule for next week and communicate to site manager

KPIs

Decisions the PM Makes Autonomously

• Document filing and version control
• Non-commercial client and architect correspondence
• Material delivery coordination
• Meeting scheduling

Decisions the PM Escalates

• All commercial decisions (variations, claims, programme changes) to Senior PM
• Any client concern or complaint to Senior PM same day

Atlas Integration for the PM

Document management: "I need to file the following drawings received from the architect today: [list file names]. Based on our Google Drive structure, tell me the correct folder path for each."

RFI drafts: "Draft an RFI to [architect] for [project]. Issue: [describe]. We need a response by [date]."

Variation log entries: "Add the following to the variation register for [project]: [describe event, preliminary cost estimate, date identified, current status]."

Progress claim narrative: "Draft the progress claim narrative for [project] based on the following work completed this period: [list items]. The previous claim was for $[X]. This claim is for $[Y]."

2.6 Site Manager Playbook

Role Purpose

The Site Manager is the senior person on site. They are responsible for safety, programme, quality, and subcontractor performance at the site level. They are the first point of contact for every person who sets foot on the site. They do not manage the commercial layer — that is the PM's job. They manage the physical delivery of the work.

Key Responsibilities

• Site safety: SWMS compliance, inductions, incident management
• Daily subcontractor coordination and scheduling
• Quality control: inspecting work as it progresses, completing QC checklists
• Programme: ensuring daily and weekly activities match the programme
• Materials management: ensuring materials are on site when required, stored correctly
• Photographic documentation
• Daily site report to PM (every day, no exceptions)
• Site establishment and security
• Neighbour and community management (noise, access, amenity)

Daily Checklist

• [ ] 6:45am: site walkthrough before any works commence. Note any safety hazards, incomplete works, or access issues from previous day
• [ ] 7:00am: confirm all scheduled trades for today are attending. If a trade is absent, notify PM immediately (not at morning tea)
• [ ] Ensure all workers on site today have completed their site induction before commencing work
• [ ] Ensure SWMS is current and signed for any high-risk construction work commencing today
• [ ] Morning toolbox talk (Mondays only, or following any near miss or incident)
• [ ] Site diary entry: record date, weather, workers on site, work performed, issues, and decisions made. This is a legal document.
• [ ] Midday progress check: is today's scheduled work tracking to completion?
• [ ] EOD walkthrough: is the site clean and secure? Are materials stored correctly? Is the hoarding intact?
• [ ] End-of-day report to PM: work completed, any issues, tomorrow's planned work, any materials or instructions needed

Weekly Checklist

• [ ] Monday: receive and review the weekly programme from PM. Confirm it is achievable. If not, advise PM before Wednesday
• [ ] Complete all required quality control inspections for this week's work. File photos and signed checklist in Google Drive
• [ ] Confirm next week's subcontractor schedule — who is booked, what they need, any conflicts
• [ ] Materials review: what is coming next week? Is it ordered? Confirmed for delivery?
• [ ] Neighbour management: any concerns raised this week? Communicated to PM?

Quality Control Inspection Points (minimum — complete for every project)

• Footings and slab pre-pour inspection
• Steel and reinforcement inspection (before concrete pour)
• Frame inspection (before cladding or lining)
• Waterproofing inspection (before tiling)
• Pre-lining inspection (plumbing, electrical, insulation — before plasterboard)
• Window and door installation inspection
• Wet area waterproof membrane inspection
• Tile and floor finish inspection
• Joinery installation inspection
• Painting final coat inspection
• PC inspection and punch list

For each inspection: photograph all critical junctions, complete the QC checklist for that stage, and file both in the project folder in Google Drive within 24 hours.

Site Diary Standards

The site diary is a legal document. It must be completed every day the site is active. Minimum entries:

• Date and weather
• Persons on site (name and trade)
• Work performed (specific, not vague — "Tiler commenced bathroom 2 wall tiles" not "tiler on site")
• Any instructions received from PM, architect, or engineer
• Any decisions made on site that affect the work
• Any safety observations or near misses
• Any delays and their cause
• Any subcontractor performance issues

Never use the site diary to complain or editorialise. Record facts. The diary is used in variations, delay claims, and disputes.

KPIs

Decisions the Site Manager Makes Autonomously

• Day-to-day sequencing and scheduling of trades within the approved programme
• Site safety stop orders (can stop any work immediately if safety is at risk)
• Minor material substitutions where like-for-like (must notify PM same day)
• Neighbour management — first response to complaints

Decisions the Site Manager Escalates

• Escalate to PM: any programme issue that affects the week's schedule, any quality issue requiring remediation, any material issue that will cause delay, any contractor safety non-compliance after one warning
• Escalate immediately: any injury or notifiable incident (call PM immediately, then HOC)

Atlas Integration for the Site Manager

Site report templates: The daily site report template is in Google Drive. Complete it and email to PM daily. For the dictation-comfortable SM, record a 2-minute voice note and send to the PM, who passes it to Atlas for transcription and structuring.

Issue documentation: "Help me write up this site issue for the PM: [describe what happened, what you found, what the impact is]." Atlas formats it clearly for the project record.

Common Mistakes to Avoid

Starting high-risk work without completed SWMS. This is a $50,000 fine for the company and a potential prosecution for the SM personally. Zero tolerance. No exceptions.

Letting trades get too far ahead of inspections. If an inspection is overdue and trades are continuing past the inspection point, stop them. Do not let concrete be poured over uninspected reinforcement. Do not let plasterboard go up before the pre-lining inspection. The cost of unpicking it is always higher than the cost of stopping.

Solving subcontractor commercial disputes yourself. If a subie tells the SM they are not getting paid enough, the SM says "that is a conversation for the PM" and goes back to running the site. Commercial conversations do not involve the SM.

2.7 Leading Hand Playbook

Role Purpose

The Leading Hand is a senior trade worker (typically carpenter) who assists the Site Manager in coordinating work on site, mentoring junior workers, and maintaining quality in the carpentry and structural works. They are the SM's first deputy.

Eli Jensen (EJ) and Luke are the current leading hands. CJ Johnson operates as Site Manager on one site with SM scope.

Key Responsibilities

• Carpentry and structural work execution to the highest standard
• Assisting Site Manager with daily trade coordination
• Supervision and mentoring of apprentices and junior workers
• Quality checking of own and adjacent trade work
• Reporting material shortages or issues to Site Manager
• Maintaining safe work practices and supporting SWMS compliance
• Assisting with site diary entries for carpentry-related work

Daily Checklist

• [ ] Receive daily brief from Site Manager before 7:30am
• [ ] Confirm materials are on site and available for today's work scope
• [ ] Check the drawings for today's work — any ambiguity? Ask the SM before starting, not after
• [ ] Complete work to specification — check measurements before cutting, check layouts before fixing
• [ ] Flag any quality issues in adjacent trades (tiling, plastering, painting) to the SM during the day, not at EOD
• [ ] End of day: brief SM on progress, any issues, any materials needed tomorrow

KPIs

2.8 Subcontractor Management

This section describes how Marsh to Mansion manages its subcontractor relationships. It is not a playbook for a subcontractor — it is the internal process for every person who manages subs on behalf of MTM.

Subcontractor Hierarchy

Every subcontractor on a Marsh to Mansion project has exactly one point of contact: the Site Manager for day-to-day site matters, and the PM for commercial matters. Subcontractors do not communicate directly with the HOC, the GM, or the Chairman about commercial issues. If they do, they are politely redirected.

Preferred Subcontractor Register

The HOC maintains a preferred subcontractor register in Wunderbuild. The register includes:

• Trade category
• Company name and ABN
• Contact name and phone
• Licence number and expiry (where applicable)
• Insurance certificate on file (public liability minimum $10M, expiry date)
• Workers compensation certificate on file
• Performance rating (1-5 scale, updated after each engagement)
• Notes (reliability, quality, pricing relative to market, any issues)

Only subcontractors on the preferred register receive invitations to quote. New subcontractors are added to the register only after an initial assessment that includes licence verification, insurance check, and a reference check with one other builder.

Current rule: No subcontractor commences work on any Marsh to Mansion site without a current certificate of currency for public liability insurance (minimum $10M) and workers compensation. No exceptions.

Subcontractor Engagement Process

1. Invitation to quote: HOC or PM issues a written invitation via email or Wunderbuild. The invitation includes the scope of works, specification reference, start date, and required completion date.

2. Quote review: PM reviews all quotes against the project budget line. Where quotes significantly exceed budget, PM negotiates with the preferred sub before going to a second sub.

3. Award: PM issues a written award email confirming the scope, price, programme, and reference to the project's safety requirements.

4. Purchase order: PM creates the PO in Wunderbuild before any work commences. The PO references the scope, price, and programme. No work commences without an active PO.

5. Subcontractor agreement: For subcontract packages above $50K, a formal subcontractor agreement is executed. For packages below $50K, the PO constitutes the commercial arrangement.

6. Site induction: Before any subie sets foot on site, the Site Manager completes a site-specific induction. The subie signs the induction register. The SWMS for their scope is received and reviewed.

7. During works: Site Manager manages day-to-day performance. PM manages any commercial issues (variations, quality, programme).

8. Invoice approval: Subie submits invoice against PO. PM checks work completion against PO scope. If complete and correct, PM approves invoice in Wunderbuild. If incomplete or incorrect, PM raises the query in writing before the invoice is processed.

9. Payment: Approved invoices are paid within the agreed terms (typically 30 days or within 5 days of receiving the client's progress payment, whichever applies under the Security of Payment Act).

Performance Management for Subcontractors

Every subcontractor gets a performance rating at the end of each engagement. Ratings are based on:

• Quality of work (meets specification, finish standard, zero rework needed)
• Programme reliability (starts and completes when scheduled)
• Safety compliance (SWMS current, site clean, no incidents)
• Communication (responds to instructions, raises issues early, invoices correctly)

A subcontractor with a consistent rating of 3 or below receives a performance conversation from the PM or HOC. If performance does not improve on the next engagement, they are removed from the preferred register. This is not personal. It is quality control.

Managing a Subcontractor Who Is Underperforming Mid-Project

This happens. A tiler falls behind. A plumber's quality is not meeting the standard. An electrician keeps changing their availability. Here is the process:

1. Same day: Site Manager speaks to the subcontractor's supervisor (not the worker) directly. States the specific issue, the standard expected, and the timeline for correction.

2. In writing by COB: PM issues a written instruction via Wunderbuild or email confirming what was discussed, the standard required, and the timeline.

3. If not resolved in 24-48 hours: PM calls the subcontractor's principal (business owner). States the situation factually. Gives one clear final instruction.

4. If still unresolved: HOC makes the call on whether to replace the subcontractor mid-project. This is always a difficult call — the cost of removing a sub mid-project is significant. But the cost of allowing poor quality to progress is higher.

5. Document everything: Every conversation, every instruction, every response. This documentation protects MTM in any dispute about quality or payment.

PART 3: PROJECT LIFECYCLE

3.1 Lead Identification and Qualification

Pipeline Health Standard

Marsh to Mansion must be booked 6 to 12 months in advance. At $6M revenue with 4 concurrent projects, the pipeline target is a minimum of $12M in qualified leads at all times (2x revenue). As revenue grows to $25M, the pipeline minimum scales proportionally.

If the pipeline drops below 2x revenue, it is a crisis. Not a problem to monitor — a crisis requiring immediate action from the Chairman and GM.

LIVE PIPELINE SNAPSHOT — April 2026

[HOC+] Updated each Monday in HubSpot. GM reports to Chairman weekly.

Key leads (April 2026):

Pipeline coverage and margin strategy:

The coverage ratio directly affects how much margin MTM can command. At low coverage (1.0x), MTM must compete on price. At high coverage (2.5x+), MTM can hold firm on margin and select the best-fit projects.

At the current 1.43x coverage, MTM can realistically command 33-35% GP. To reach the 40-45% target requires a 2.1-2.5x coverage ratio. Building the pipeline to 2.5x coverage is not just a sales target — it is a margin strategy. The GM tracks coverage ratio as a primary KPI in every board pack. The Chairman drives this through architect BD.

Channel 1: DA Search Methodology

Development applications are lodged with NSW councils and published on their planning portals. A DA for a significant residential alteration in our target suburbs, lodged by an architect we know, is a live lead. Most builders never see it until it is tendered publicly. We see it at lodgement.

The DA search process — run every Monday by HOC:

1. Open the following council planning portals:
2. Northern Beaches Council: northernbeaches.nsw.gov.au/planning
3. Inner West Council: innerwest.nsw.gov.au/development
4. Woollahra Council: woollahra.nsw.gov.au/development
5. Waverley Council: waverley.nsw.gov.au/planning

6. North Sydney Council: northsydney.nsw.gov.au/planning

7. Filter for Development Applications lodged in the past 7 days

8. Filter by category: dwelling alterations and additions, new dwelling, heritage conservation area works

9. Review each DA and note:

10. Property address
11. Applicant name (often the architect's firm)
12. Description of works
13. Estimated value (where stated)

14. Council application number

15. For every DA with a construction value above $800K, check if the applicant is an architect we have an existing relationship with. If yes, this is a Tier 1 lead — contact the architect directly this week.

16. For DAs from architects we do not yet know: research the practice, identify the principal architect, and add them to the HubSpot architect outreach sequence.

17. Log every qualifying DA in HubSpot within 24 hours of search. Status: "DA Identified — Initial Contact Pending."

Target: 10 qualifying DAs identified per week minimum. At least 3 in target suburbs.

The DA research prompt for Atlas: "I've identified a DA at [address]. The applicant is [architect firm]. I don't have a prior relationship with this firm. Research the practice, identify the key contact for residential projects, find any relevant recent projects or awards, and draft an initial outreach message I can personalise."

Channel 2: Architect Relationship BD

The architect relationship is the most valuable commercial asset in this business. One architect relationship, properly maintained, generates five to ten projects over the life of the partnership. Building these relationships is not marketing — it is sales, executed over months and years.

The MTM Architect BD Approach

We do not pitch architects. We do not send them brochures or pricing schedules. We earn our position as their preferred builder by being so good at delivering their projects that recommending us to a client feels like doing their client a favour.

The approach has three phases:

Phase 1: Warm introduction (if no existing relationship) Never approach a new architect cold without context. Get a warm introduction through: - A mutual client who has worked with the architect - Another architect who knows them - An industry event (MBA, AIA, local chapter meetings) - A LinkedIn connection through someone you both know

If no warm introduction is available, the cold outreach approach is: - Research the firm thoroughly (their recent projects, their design language, any awards) - Find a genuine point of connection (a project type we have built, a suburb we both operate in, a mutual contact) - Open with something specific about their work — not "I admire your portfolio" but "I saw the Petersham house you completed last year — the way you handled the heritage interface was exceptional. We just finished a similar challenge at our Surry Hills project." - The ask is always a conversation, not a pitch. "I would love 20 minutes to show you how we document and deliver architect-designed projects. No agenda beyond that."

Phase 2: The first project The first project with a new architect is not about margin. It is about proof. Deliver it exceptionally. Over-communicate. Surprise them with how professionally you manage the interface between design intent and construction reality. The margin comes on the second and third project.

Specific actions that differentiate MTM on the first project with a new architect: - Start with a pre-construction design review — sit with the architect before the site starts and walk through every junction that you know will be a buildability challenge. Show them you read the drawings. - When an RFI goes to them, include a proposed solution. Do not just ask the question — suggest the answer and ask if that is the intent. - At practical completion, prepare a one-page project summary: what we built, what went well, what we would do differently. Architects remember builders who have that kind of reflective intelligence.

Phase 3: The ongoing relationship Architects are not one-time clients. They are a pipeline that runs as long as the relationship runs. Maintain the relationship whether or not you have a live project together.

Monthly minimum touchpoints for all named architect accounts: - Share something relevant to their work (a new product, an interesting detail from a current site, an industry development) - Reference their work in yours — if you are using a product or technique you first discovered on their project, tell them - Acknowledge their public wins (awards, publications, project completions on Instagram)

Quarterly minimum actions: - In-person or video meeting to review any current or upcoming work - Site visit invitation to an impressive current project - Introduction to someone useful in your network — architect, supplier, engineer, developer

The top 10 architect accounts (Chairman-owned):

These are named architect practices where the relationship is owned personally by Christo Ball. The HOC and GM support these relationships (sharing project updates, attending meetings as required) but Christo is the primary contact and the person who drives the relationship.

The top 10 list is reviewed quarterly. New firms are added when they become consistently active in our target suburbs. Firms that have not generated or indicated a project in 18 months are moved to a secondary tier.

The current top 10 list is maintained in HubSpot under the "Architect — Tier 1" segment. This is the Chairman's account list and no other team member takes commercial initiative on these contacts without coordinating with Christo first.

LIVE ARCHITECT ACCOUNT LIST — April 2026

[CHAIRMAN] This is the live account list. Maintained here and in HubSpot. Reviewed quarterly.

Currently Working With MTM (active or recent project):

Priority Outreach Targets (no current project — Chairman to initiate contact):

75+ firms in the broader database in HubSpot. The seven practices above are the immediate outreach priority — these are target suburbs, target project types, and no current MTM relationship.

Next action: Chairman contacts each of the seven priority targets within 30 days. Use the architect BD email template in Atlas or in Appendix I, Template 6.

The working architect tier (GM-owned):

Architects beyond the top 10 who are active in our target suburbs. The GM manages these relationships with support from the HOC. Outreach cadence: monthly communication, quarterly meeting or site visit.

Architect relationship conversation starters (use these — they work):

• "What's the biggest headache you have when a builder doesn't understand your design intent?" (opens the problem space — they will tell you exactly what they need)
• "We've just completed [project]. I'd love to show you how we handled [specific junction or challenge]. Would you be interested in a site visit before handover?"
• "I read that the NCC embodied carbon mandate becomes mandatory in 2027. We're the only builder in our tier with direct access to hempcrete panels through Living Canvas. Would that be useful for any of your current projects?" (this is the sustainability differentiator — use it)
• "Who does your best work with? I'm always looking to understand which contractors you've found most valuable so we can make sure we're working with the same people."

Post-project architect debrief (mandatory for every project):

Within two weeks of practical completion, the PM or HOC meets with the project architect for a 30-minute debrief. The agenda:

1. What worked well from your perspective?
2. Where did we fall short of your expectations?
3. What would you want us to do differently on the next project?
4. Is there anything coming up where we should be having a conversation?

The outputs are recorded in HubSpot and fed back to the HOC as continuous improvement inputs. If the architect raises a systemic issue (our RFI response time was too slow, our shop drawing reviews were incomplete) it goes into the relevant section of this manual as an update.

Channel 3: Referral Network

Every satisfied client is a potential referral source. Every architect who has completed a project with us is a potential referral source. Every subcontractor who has worked on our sites knows who is building in the suburb and who is asking for a builder recommendation.

The referral conversation happens at two points:

At practical completion: "We love working on projects like this, and if you know anyone else who is planning something similar — a friend, a neighbour, anyone — we would genuinely love the introduction. We do not advertise. Our pipeline is entirely referral and architect-led, and that is by design."

At the 3-month DLP check-in: "How has the house been? Any issues we should attend to? And — have any of your neighbours asked who built it?"

Referral leads go into HubSpot immediately with source noted. The source person is thanked personally (phone call, not email) and acknowledged with a genuine gesture (bottle of wine, dinner at a good restaurant) when the referral converts to a signed contract.

Lead Qualification Criteria

Not every enquiry is a Marsh to Mansion project. Qualifying a lead before investing time in it is as important as generating the lead.

A good Marsh to Mansion project has all of the following:

• Construction value of $800K or above (we quote from $800K but the sweet spot is $1.5M to $4M)
• Site is in our target suburbs (harbour, coastal Northern Beaches, Inner West architectural pockets)
• Client has engaged an architect, or is open to the design-and-construct pathway
• Client is owner-occupier, or developer with a quality-first brief
• Project is funded or the client can demonstrate funding capability
• The architect (if engaged) is one we have worked with or would want to work with
• The timeline is realistic (enough pre-construction time to price properly)
• The client has realistic expectations about cost and programme

A project that should not proceed to proposal has one or more of the following:

• Construction value below $800K (insufficient to sustain our delivery model)
• Client is primarily price-driven (has already received five quotes, wants the cheapest)
• Architect is one we have had quality or commercial disputes with
• Client shows signs of bad faith in the early conversation (trying to scope-creep the preliminary scope, unrealistic expectations about budget vs scope, reluctance to sign anything)
• Programme is not achievable without shortcuts
• The project is outside our geographic target without a compelling reason

The go/no-go framework:

When a new enquiry comes in, it is assessed against the above criteria within 48 hours by the HOC (for architect referrals) or the GM (for all other leads). The output is a go/no-go decision and a documented rationale in HubSpot. This is not a bureaucratic exercise — it is the discipline that keeps the team focused on the right work.

CRM Entry Standards — HubSpot

Every lead that passes initial qualification must be entered in HubSpot within 24 hours of identification. Minimum required fields:

Contact record: - Full name - Phone (mobile preferred) - Email - Company (if applicable) - Role (owner, architect, developer, referral source) - Source (how did we get this lead — DA search, architect referral, client referral, inbound)

Deal record: - Deal name: [Suburb] — [Brief description] (e.g. "Freshwater — Alt & Add $2.5M") - Associated contact - Deal stage (see below) - Expected contract value - Expected start date - Architect (if known) - Source - Notes (any relevant context from first conversation)

Deal stages:

Required HubSpot activity at each stage: - Every phone call: log a call note with summary of conversation and next action - Every email: ensure emails are being tracked in HubSpot (BCC to inbox integration, or manual log) - Every meeting: log a meeting note with attendees, discussion summary, and next action - Every stage change: add a note explaining why the stage changed

Atlas integration with HubSpot: Atlas can draft CRM update notes, summarise lead status for the weekly pipeline review, and flag leads that have been inactive at a given stage for too long. Ask: "Run a HubSpot pipeline review and flag any leads that have had no activity in the last 7 days at stages Qualified through Proposal Submitted."

3.2 Initial Enquiry and Scoping

First Response Protocol

Speed matters. The first builder to respond to an enquiry has a significant advantage. The target response time is:

• Inbound website or email enquiry: Response within 4 business hours during business hours (Monday to Friday, 7:30am to 5pm). If received after hours, respond first thing the following morning.
• Phone enquiry: Answer or return within 2 hours during business hours.
• Architect referral: Personal call from the HOC or Senior PM within 2 hours. Not an email. A call.

The first response sets the tone. It should be direct, confident, and demonstrate that you have already started thinking about their project. Avoid generic openers. Avoid listing your credentials before you understand their problem.

First response email template:

Subject: Re: [Project address/description] — Marsh to Mansion

Hi [Name],

Thanks for reaching out. [If architect referral: I heard about your project through [Architect Name] — they had great things to say.]

[Project address] sounds like exactly the kind of project we do well. [Add one specific observation about the project that shows you have read or thought about it — heritage interface, coastal location, DA complexity, etc.]

I'd like to start with a site visit so I can give you a realistic read on buildability and preliminary cost. Are you available [specific day and time options, e.g. Wednesday morning or Thursday afternoon this week]?

In the meantime, if you can share any drawings or the DA documentation, I can do some preliminary work on the cost structure before we meet.

[Your name] [Title] Marsh to Mansion | marshtomansion.com [Phone]

Initial Site Visit Checklist

The site visit is a diagnostic exercise. You are assessing the project as much as you are presenting the company. Complete the following assessment during the visit:

Site conditions: - [ ] Access for deliveries — can a concrete truck, scaffold truck, and crane access the site? Any tight corners or clearance issues? - [ ] Neighbouring properties — any party walls, shared structures, or neighbours who will require careful management? - [ ] Slope and soil conditions — visible signs of fill, rock, or drainage issues? - [ ] Existing structure (for renos) — visual assessment of structural condition, any visible signs of asbestos, heritage elements, existing drainage - [ ] Services — location of incoming sewer, stormwater, power, gas, NBN - [ ] Overhead lines — any aerial services that will require relocation? - [ ] Flood or bushfire overlay (check before the visit via the relevant council mapping tool) - [ ] BASIX requirements — energy and water efficiency obligations for this project type

Project scope: - [ ] Full walk through with client — let them explain what they want. Listen more than talk. - [ ] Note any scope elements that are likely to be complex or high-risk (structural work to existing walls, complex waterproofing, heritage fabric retention, significant excavation) - [ ] Note any scope elements that are likely to be lower-risk and lower-cost than the client expects - [ ] Note any gaps or ambiguities in the brief — things the client has not thought through yet

Client assessment: - [ ] Is the client's budget expectation aligned with the scope they are describing? If not, flag it now, not later. - [ ] Is the client's programme expectation realistic? - [ ] Is the client decision-making process clear? (Who else is involved? Is there a partner/spouse who is not here? A bank or financier?) - [ ] What is driving the project? (Living upgrade, investment, family change, neighbourhood comparison?) Understanding the motivation helps you understand their decision-making.

Photography: - [ ] Site access points - [ ] Existing structure from all four elevations - [ ] Any conditions of note (adjacent properties, soil, drainage, services) - [ ] Any potential heritage elements - File all photos in Google Drive under Leads > [Project Name] > Site Visit Photos on the day of the visit.

Preliminary Budget Preparation

Within 5 business days of the site visit, prepare a preliminary budget range. This is not a quote. It is a cost indication sufficient to determine whether the project is viable and whether our proposal will be in the right range for the client.

Preliminary budget method:

1. Estimate the construction area (GFA) from any available drawings or site measurement
2. Apply a rate per square metre appropriate for the project type:
3. Simple alterations and additions: $3,500 to $4,500 per m²
4. Complex alterations with structural work: $4,500 to $6,000 per m²
5. New builds — standard: $4,000 to $5,500 per m²
6. New builds — high specification: $5,500 to $8,000 per m²
7. Heritage restoration: $5,000 to $8,000+ per m²
8. Add any known site-specific costs (significant excavation, shared wall work, service relocations)
9. Identify any significant unknowns that could move the range materially
10. Present a range, not a number. "Based on the scope, we are working with a budget range of $1.8M to $2.3M. The unknowns that could move this are [list]. We will narrow this significantly in the proposal."

Never give a single preliminary number without caveats. A single number becomes the client's anchor. A range with named uncertainties is honest and professional.

Go/No-Go Decision Criteria (Detailed)

After the site visit and preliminary budget, the HOC or GM makes the formal go/no-go decision. The criteria:

Go (pursue the proposal) when: - The project meets all qualification criteria from 3.1 - The client's budget expectation is within 20% of our preliminary estimate - The client appears to understand that quality has a cost - The architect (if engaged) is someone we can work with productively - The programme is achievable - The margin is achievable at the scope and budget discussed

Conditional go (pursue with a specific condition) when: - The budget gap is 20 to 40% — pursue, but have the budget conversation before investing in a full proposal. "We need to align on budget before we invest time in a detailed proposal. Can we discuss?" - The scope has significant unknowns that need to be resolved — pursue, but include a provisional sum for the unknown elements

No-go (decline, or refer out) when: - The budget gap exceeds 40% and the client has shown no flexibility - The client demonstrates bad faith (tried to scope-creep the preliminary scope, made disparaging comments about other builders' prices) - The architect relationship is one that has previously been difficult - The project is outside our geographic target without a compelling reason - The programme requires shortcuts to quality that we cannot accept - The iCare HBCF capacity does not support adding this project (check before every go decision)

How to decline professionally:

"Thanks for the time you've spent with us. After reviewing the scope and site conditions, we have decided not to proceed with a proposal for this project. The [budget gap/programme/scope complexity] puts it outside our current delivery model. I'd be happy to recommend two other builders who might be a better fit."

Never burn a referral source by declining carelessly. Thank them. Refer them elsewhere if you can.

3.3 Proposal and Tender

The Marsh to Mansion Proposal

Every MTM proposal is a demonstration of who we are as a business. The quality of our proposal is a proxy for the quality of our project management. A sloppy proposal signals a sloppy project. A thorough, confident, well-presented proposal signals that the client is in safe hands.

Every MTM proposal contains the following, in this order:

1. Cover page - Client name and project address - Date - MTM logo and trading details - Version number (so we can track if it gets revised)

2. Executive summary (maximum half a page) - Our understanding of the project (one paragraph — shows we listened) - Our proposed approach (one paragraph — shows we are thinking about delivery, not just price) - Summary price and exclusions

3. About Marsh to Mansion (maximum one page) - Who we are, where we work, what we specialise in - The MBA Award (2024 — specific project, specific category) - The sustainability positioning (Living Canvas / hempcrete) — relevant for any client who cares about environmental credentials - Two to three project references with photos

4. Our team for this project - Named individuals, with photos, roles, and relevant experience - The architect and key consultants we will work with

5. Scope of works - Detailed description of what is included in the price - Provisional sums clearly identified (what they cover, what the assumed budget is) - Clear exclusions list — everything the client will need to procure or fund separately

6. The price - Lump sum contract price (or GMP where applicable) - List of all provisional sums and their assumed amounts - List of all PC items and their assumed allowances - Excluded items (explicitly listed) - The contract type we are proposing and why

7. Programme - High-level milestone programme (not a full Gantt chart at tender stage) - Key dates: site start, major milestones, practical completion - Programme exclusions (authority approvals, client decisions that affect programme)

8. Our process - Brief description of the MTM 7-step process — tailored to this project - How we will communicate with them (weekly meeting, online portal, single point of contact) - How we manage variations (always documented, always approved before proceeding) - How we manage progress claims

9. References - Two to three references from clients and architects on comparable projects - Contact details (with permission)

10. Terms and next steps - Contract type to be used - Required actions to proceed (signed contract, deposit, insurance) - Validity period of the proposal (30 days from date of issue) - Offer to meet to discuss

Pricing Methodology

Step 1: Obtain all available documentation Before pricing, obtain from the architect: all current drawings (issued for tender or construction), specifications, structural/engineering drawings, soil report, survey, and any relevant authority approvals.

If documentation is incomplete, note specifically what is missing and include a provisional sum or contingency for the unknown scope. Do not guess — price what you know and flag what you do not.

Step 2: Build the trade-by-trade cost breakdown

The cost breakdown uses the following trade categories as a minimum:

• Demolition and enabling works
• Excavation and bulk earthworks
• Concrete (footings, slab, structural elements)
• Masonry
• Structural steel
• Carpentry — structural (frame, roof)
• Carpentry — finishing (joinery, doors, windows, stairs)
• Waterproofing
• Roofing
• Insulation
• External cladding
• Internal linings (plasterboard)
• Wet area tiling
• Floor finishes (timber, tiling, carpet)
• Painting
• Plumbing (rough-in, fixtures, drainage)
• Electrical (rough-in, fit-off, switchboards)
• HVAC / mechanical
• Fire protection (if required)
• Landscaping / paving
• External works
• Provisional sums (list each by item)
• Preliminaries (site setup, supervision, insurance, security, waste, traffic management, scaffolding)
• Margin (applied as a percentage to the sum of all above — see targets below)
• GST

Step 3: Apply margin targets

The Professional Builder benchmarks provide the financial framework: - Cost of goods (subcontractors + materials + direct labour): target 75 to 80% of revenue - Gross profit: MTM current base 30%, targeting 40-45% of revenue (industry benchmark is 15-20% — we already exceed it and are pushing higher) - Overheads (company-level): target 8 to 12% of revenue - Net profit: target 10 to 15% of revenue

At the project level, the minimum gross margin on any Marsh to Mansion project is 30%. The target is 40-45%. Anything below 30% gross margin requires written approval from the GM before the proposal is submitted, with a documented reason (strategic value, relationship investment, unusual market conditions). If a job cannot be priced at 30%+ minimum, we do not take it.

The reason MTM can target 40-45% is the premium market position, architect relationships, and D&C capability. This margin is non-negotiable on any project.

Margin is applied to the sum of all direct costs. It is not negotiated down after the client pushes back on the price. The price conversation is about scope, not margin.

Step 4: Identify and document all provisional sums and PC items

A provisional sum (PS) is a budget allowance in the contract for an item where the scope or specification is not yet determined. Common provisional sums include:

• Joinery (where the client has not yet finalised selection)
• Landscaping (where the landscape design is not complete)
• Fixtures and fittings (where allowances are used pending final selection)
• Latent conditions (a contingency allowance for unforeseen site conditions)

For every provisional sum: state clearly what the allowance covers, what the assumed amount is, and how the adjustment mechanism works when the actual cost is known.

A PC (prime cost) item is similar — it is a budget allowance for a specific item the client will select (e.g. "PC item: kitchen tapware — $800 allowance"). The contract price adjusts up or down depending on what the client actually selects.

Clear provisional sums and PC items prevent variation disputes. They set the expectation up front that costs can move in these areas.

Step 5: Review for completeness and margin

Before the proposal is submitted, the HOC reviews the cost breakdown against the scope and checks: - Has every scope element been priced? Are there any gaps? - Are the subcontractor allowances realistic relative to current market rates? - Is the margin on every line item above the minimum? - Are all provisional sums and exclusions clearly documented? - Does the total price reconcile with the preliminary budget range given to the client?

If the total price is more than 15% above the preliminary range given to the client, there must be a conversation before submission. Do not surprise the client with a number that is far from what they expected.

Margin Targets and Approval Thresholds

Proposal Presentation

For projects above $1.5M: Present the proposal in person, not by email. This is not a box of documents you drop on a table. It is a conversation. Walk the client through the scope, the programme, and the price. Answer their questions. Hear their concerns. Leave the document behind as a reference.

Presentation agenda (30 to 45 minutes): 1. Our understanding of the project (5 minutes — let them confirm or correct) 2. Our approach and team (5 minutes) 3. Walk through the scope line by line (15 minutes — invite questions) 4. Programme (5 minutes) 5. Price (5 minutes — cover the total, the PSs, and the exclusions) 6. Next steps (5 minutes)

For projects below $1.5M: Proposal can be emailed with a cover call to walk through the key points. Always follow up with a phone call within 24 hours.

Follow-Up Cadence After Proposal Submission

Never pursue a lead beyond 30 days without a clear signal of intent. Time on a dead lead is time off a live one.

Win/Loss Debrief Process

When a proposal is won or lost, a debrief is completed within one week. The debrief is recorded in HubSpot and reviewed monthly by the GM.

Win debrief questions: - What did the client say was the deciding factor? - Was our price higher, lower, or in line with the competition? - What element of our proposal differentiated us? - What should we repeat on the next proposal?

Loss debrief questions: - Why did we lose? (Ask the client directly — most will tell you honestly) - Was it price, relationship, programme, or scope? - Was the project one we should have pursued, or did we miss a qualification flag? - What do we change next time?

Loss categories (track in HubSpot): - Price — our price was higher than the winning builder - Relationship — the client had a prior relationship with another builder - Programme — our proposed start or completion date did not work - Scope — our interpretation of scope differed from the client's expectation - No-proceed — client decided not to proceed with the project

If more than 40% of losses are on price, the pipeline qualification process is not filtering correctly — we are proposing to clients who are price-driven, which is not our market.

3.4 Contract Execution

Contract Types

HIA Residential Contract (lump sum): The standard Marsh to Mansion contract for alterations and additions and new residential builds under $1M where a fixed scope and fixed price can be established. Clear, well-understood, backed by the Housing Industry Association.

Master Builders Association of NSW Contract: For projects above $1M or where the scope has more complexity. The MBA contract includes more detailed provisions for variations, delays, and dispute resolution. Preferred for our $1.5M to $5M project range.

Guaranteed Maximum Price (GMP): For projects where the full documentation is not available at the time of engagement. The GMP establishes a maximum contract price with a mechanism for actual costs to be reconciled below the maximum. Used rarely — only where the client's need to commence early outweighs the risk of an incomplete pricing base.

Design and Construct Contract: Where Marsh to Mansion is providing both design and construction services. In this case, professional indemnity insurance obligations are higher and the contract must include clear delineation of design liability. Reviewed by the company's solicitor before execution.

Never proceed without a signed contract. Not even for preferred clients. Not even for architects you have worked with ten times. The contract exists to protect both parties. Clients who resist signing a contract before work commences are a risk profile. Address the hesitation directly — usually it is about trust or about timeline — but do not waive the contract.

Contract Review Checklist

Before any contract is signed by MTM:

• [ ] Contract amount matches the approved proposal (including all PSs and PC items)
• [ ] Contract type is appropriate for the project scope and value
• [ ] Programme start and completion dates are achievable and match what we proposed
• [ ] Variation clause is clear: all variations require written approval before work proceeds
• [ ] Progress claim schedule is clear: milestones or monthly?
• [ ] Retention clause: what percentage, when released? (Target: maximum 5%, 50% released at PC, 50% at DLP end)
• [ ] Defects liability period is specified (minimum 3 months, typically 6 months)
• [ ] Dispute resolution clause is workable (negotiation, then adjudication — not direct to litigation)
• [ ] Insurance requirements stated and achievable by the company's current policies
• [ ] iCare HBCF coverage confirmed (see below)
• [ ] Builder's licence number correct on the contract
• [ ] ABN is correct: 53 626 222 722
• [ ] Trading name correct: Marsh to Mansion (not Marsh Works Pty Ltd on client-facing contracts)

For contracts above $500K: reviewed by the Executive Chairman before signing. For contracts above $1M: reviewed by the company solicitor before signing.

iCare HBCF — What It Is and Why It Matters

The NSW Home Building Compensation Fund (HBCF), administered by iCare, provides insurance protection for homeowners against loss caused by incomplete or defective work where the builder has died, disappeared, or become insolvent.

When it applies: HBCF coverage is mandatory for all residential building contracts over $20,000 in NSW. Without it, the contract cannot be executed and work cannot commence.

How capacity works: MTM has an approved Open Job Value Limit (OJVL) — the maximum total value of all active residential contracts at any one time. This is the capacity ceiling. When active contracts approach the OJVL, new contracts cannot be executed until existing projects reach practical completion or the OJVL is increased.

The capacity risk: The OJVL can be determined by either the ASR score (financial rating — better score = higher limit) or the balance sheet OJVL. If the ASR score overrides the balance sheet position, a six-month lock-in applies. This is a significant business risk that must be monitored monthly by the GM and reported to the Chairman.

Monthly monitoring process: 1. At the start of each month, the GM calculates the current total active contract value across all projects 2. Compares to the approved OJVL 3. Flags to the Chairman if active contracts exceed 80% of OJVL 4. If a new contract would breach the OJVL, the GM escalates to the Chairman before the contract is executed — the capacity must be freed first (either through completion of an existing project or through an OJVL increase application to iCare)

HBCF premium: The HBCF premium is paid by the builder (MTM) and is typically recovered in the contract price as a project cost. The premium is calculated as a percentage of the contract value and paid at contract execution. Include the HBCF premium in every project budget as a line item.

Client Signing Process

1. PM prepares the contract and associated documents (HBCF certificate, contract schedule, annexures)
2. PM sends to client via email with a cover note explaining the key documents and what the client is signing
3. Give the client a minimum of 3 business days to review before requesting signature
4. Follow up on Day 4 if no response
5. Client signs and returns the original. MTM countersigns.
6. PM files the signed original in Google Drive and uploads a copy to Wunderbuild
7. PM confirms the HBCF certificate is issued and attached to the contract file
8. PM sends a project commencement package to the client (see Section 3.5 below)

Project Setup in Wunderbuild

Immediately upon contract execution, the PM creates the project in Wunderbuild with the following mandatory setup:

• [ ] Project name (format: [Suburb] — [Client Surname])
• [ ] Contract value entered
• [ ] Contract start and completion dates entered
• [ ] Client contact details entered
• [ ] Architect contact details entered
• [ ] All contract documents uploaded
• [ ] Preliminary programme created (even if high-level)
• [ ] Budget entered against trade categories
• [ ] Subcontractor engagement tasks created and assigned
• [ ] First progress claim scheduled
• [ ] Project added to the HOC's active portfolio view
• [ ] Project added to the variation register (starting empty)
• [ ] Photographic documentation folder created in Google Drive

3.5 Preconstruction

Programme Development

A detailed programme is produced by the PM (with input from the HOC and Site Manager) within 10 business days of contract execution. The programme must:

• Show all major construction phases with start and end dates
• Identify the critical path
• Show all key client decision and selection dates (when must the client confirm tile selection, joinery, fixtures, etc. to avoid delaying the programme)
• Show all authority and inspection milestones
• Be reviewed by the HOC before issue to the client

The programme is issued to the client and the architect before the pre-start meeting. It is updated monthly during construction. Programme slippage of more than 2 weeks triggers a formal programme recovery plan.

Subcontractor Engagement and Scheduling

8 weeks before site start: Initial contact with all trade packages. Request availability confirmation and issue scope documents for pricing.

6 weeks before site start: All major trade packages (concrete, carpentry, roofing, plumbing, electrical) confirmed and POs issued.

4 weeks before site start: All remaining trade packages confirmed. Subcontractor schedule issued showing trade sequence.

2 weeks before site start: Final confirmation of all subcontractors for first 4 weeks. Materials orders placed for early trades.

A subcontractor who cannot confirm availability by the 6-week mark for a major trade package is replaced. Pipeline delays caused by unavailable subcontractors are avoidable. Start the process early.

Authority Approvals and Permits Checklist

• [ ] DA consent confirmed and conditions reviewed (HOC to review conditions for any constructability or cost implications)
• [ ] Construction Certificate (CC) or Complying Development Certificate (CDC) issued and on file
• [ ] Principal Certifying Authority (PCA) appointed — confirm contact and inspection schedule
• [ ] S138 road opening permit (if required for service connections)
• [ ] Hoarding permit from council (if required)
• [ ] Long service levy paid and receipt on file
• [ ] Neighbour notification (where required by DA conditions)
• [ ] Tree protection orders (if any trees are protected)
• [ ] Asbestos assessment report (for all pre-1990 buildings — mandatory)
• [ ] Site establishment plan approved by PCA

Pre-Start Meeting Agenda Template

Meeting name: [Project Name] Pre-Start Meeting Date / Time: [Date], [Time] Location: [Site address or office] Attendees: Client, Architect (if applicable), PM, HOC, Site Manager

Agenda:

1. Introductions (5 minutes)

2. All attendees introduce themselves and their role in the project

3. Project overview and scope confirmation (10 minutes)

4. Walk through the scope of works
5. Confirm any changes since contract execution

6. Confirm all documentation is current and complete

7. Programme review (10 minutes)

8. Walk through the master programme
9. Confirm key milestones and client decision dates

10. Confirm site start date and initial work sequence

11. Contract and commercial (10 minutes)

12. Confirm progress claim schedule
13. Confirm variation management process ("nothing proceeds without written approval")
14. Confirm contact protocols (who calls whom, for what)

15. Confirm communication channels (weekly site meeting, PM as primary contact)

16. Site setup and logistics (10 minutes)

17. Site access (keys, access codes, hours)
18. Hoarding and neighbour management
19. Deliveries and parking
20. Dust and noise management

21. Site facilities (toilet, water, power)

22. Safety overview (5 minutes)

23. Site induction requirement for all visitors
24. PPE requirements
25. Emergency procedures

26. Key safety contact (Site Manager)

27. Selections and client decisions (10 minutes)

28. Walk through the selections schedule
29. Confirm which decisions are outstanding

30. Confirm due dates for each decision to avoid programme impact

31. Open questions (10 minutes)

32. Any questions from the client or architect

33. Next steps and actions (5 minutes)

34. Who does what by when (Atlas extracts action items from minutes)

Minutes circulated within 24 hours. Actions tracked in Wunderbuild.

Site Establishment Checklist

• [ ] Site fencing / hoarding erected per council approval
• [ ] Site signage installed (as required by the Building Code and DA conditions)
• [ ] Site office / amenities (toilet, site bin, tool lockup) in place
• [ ] First aid kit on site and stocked
• [ ] Emergency contacts posted
• [ ] Site diary commenced
• [ ] Site induction register prepared
• [ ] SWMS for first trades received and reviewed by Site Manager
• [ ] Materials delivery schedule communicated to site manager
• [ ] Existing services located (Dial Before You Dig completed — log number on file)
• [ ] Tree protection fencing in place (if any trees are protected)
• [ ] Dust and mud control measures in place
• [ ] Neighbour notification completed (letterbox drop with site contact and PM contact)
• [ ] All trades for first two weeks have current public liability insurance certificates on file

Neighbour notification letter template:

Dear Neighbour,

We will shortly commence construction works at [address]. The work is approved under Development Application [number] / CDC [number].

Construction hours are as follows: - Monday to Friday: 7:00am to 5:00pm - Saturday: 8:00am to 1:00pm - Sunday and public holidays: no work

During the works, you may experience some disruption from noise, dust, and vehicle movements. We will make every effort to minimise this impact.

If you have any concerns at any time, please contact our Site Manager [name] on [phone], or our Project Manager [name] on [phone and email]. We are committed to addressing any concerns promptly.

We look forward to completing this project and delivering a great outcome for the neighbourhood.

[Site Manager name] Site Manager, Marsh to Mansion

3.6 Construction — Phase Management

Phase Structure

Construction is divided into phases that correspond to major completion milestones. Phases are defined during programme development and form the basis of progress claims. Typical phase structure for an alterations and additions project:

Each phase has an associated progress claim amount established at the start of the project. Phases and claim amounts are confirmed in the contract or a separate schedule.

Weekly Site Meeting Agenda Template

Meeting name: [Project Name] Weekly Site Meeting Day/Time: [Day], [Time] — same time, same day, every week without exception Duration: 45 minutes maximum Location: On site Attendees: PM, Site Manager, Architect (fortnightly minimum, weekly preferred), Client (monthly minimum or as requested)

1. Safety (5 minutes) - Any incidents or near misses this week? - Any SWMS updates required for next week's work? - Any outstanding safety issues from last week?

2. Progress review (10 minutes) - What was completed this week against the programme? (Site Manager reports) - Any trades or activities that did not complete as planned? Why? - Is the project on programme? If not, what is the recovery plan?

3. Upcoming work (10 minutes) - What is planned for the next two weeks? - Trades confirmed and scheduled? - Materials on site or delivery confirmed? - Any coordination issues between trades that need to be resolved?

4. Variations and RFIs (10 minutes) - New variations identified this week — description and preliminary estimate - Open variations awaiting client approval — status? - Open RFIs — any outstanding? Responses received? - Any architect instructions received this week that affect scope or cost?

5. Programme update (5 minutes) - Updated programme circulated before the meeting - Any changes to key milestone dates? - Critical path items for the next 30 days?

6. Financials (5 minutes — PM only, not in front of client unless required) - Progress claim status (submitted, received, overdue?) - Budget position (on track, at risk, over?) - Any imminent variations that need to be priced and submitted?

7. Client / Architect issues (5 minutes) - Any outstanding selections required from the client? - Any decisions needed from the client or architect to prevent programme delay? - Any general concerns or questions?

8. Actions (5 minutes) - Confirm actions from this meeting: who, what, by when

Minutes circulated within 24 hours. All actions entered in Wunderbuild. Atlas processes the raw meeting notes into structured minutes on request.

Fortnightly Progress Claim Process

Who prepares: PM (with Site Manager input on physical completion percentages)

When: Claims are submitted fortnightly on the scheduled dates established at the start of the project (or monthly where agreed in the contract). Do not let claims slip. A claim one week late is potentially 30 days late in payment.

Step 1: Determine the claim amount (by Day 1 of the claim period)

The PM reviews the programme and determines the work completed since the last claim. The basis for the claim is one of:

• Percentage completion of each trade package (most common): PM and Site Manager walk the site or review the programme and assess the percentage complete for each trade. This is applied to the subcontractor's contract price to determine the progress claim value.
• Milestone completion: The contract specifies that a certain amount is due upon completion of defined milestones. The PM confirms the milestone is achieved.

Step 2: Prepare the claim document (Days 2-3)

The progress claim document includes: - Project name and address - Contract number - Claim number and date - Contract price - Amount claimed to date (cumulative) - Less amount previously claimed - Equals current claim amount - Less retention (as per contract) - Net amount payable - GST - Total amount payable

Attach: signed progress payment claim form (as required under the Building and Construction Industry Security of Payment Act 1999 NSW — the SOP Act).

Step 3: PM review (Day 3)

PM reviews the claim for accuracy. Any discrepancy between the claim and the programme actuals is corrected.

Step 4: HOC review and sign-off (Day 3)

HOC reviews and confirms the claim before submission.

Step 5: Submit to client (Day 4 at the latest)

Claim is emailed to the client with a reference number. Under the SOP Act, the client has a specified time to issue a Schedule of Payment (acknowledging the amount they will pay) or a Payment Schedule (disputing any portion). Know these timeframes — they are legally binding.

Under the SOP Act (NSW): - Client must issue a Payment Schedule within 10 business days of receiving the claim - If no Payment Schedule is issued, the full claim amount is due on the due date - Payment is due as per the contract (typically 5 to 10 business days after the Payment Schedule, or within 15 business days of the claim if no Schedule is issued)

Step 6: Follow up (Day 11 if unpaid)

If payment is not received within 10 business days of the due date: 1. PM calls the client's financial contact directly 2. PM sends a written payment reminder by email 3. If no response within 48 hours, GM is notified 4. If no payment by Day 15 after due date, GM reviews the SOP Act process for adjudication

Never wait 30 days before chasing an overdue payment. The cost of late payment cascades — subcontractors are waiting for payment, the company's cash position deteriorates, and the client forms a habit of paying late.

Variation Management Process

This is the section of the manual that protects the company's margin more than any other. Read it. Follow it. No exceptions.

Variations are work that falls outside the original contract scope. They are a normal part of construction. Every project has them. The difference between a well-managed project and a dispute is whether variations are documented and approved before the work proceeds.

The non-negotiable rule: No variation work commences without the client's written approval of the cost and scope. Not a verbal approval. Not "they seemed fine with it." Written approval, on the variation form, before the trade picks up a tool.

The Keller dispute (April 2026) is the case study for what happens when this rule is not followed: 16 variations submitted in bulk after the work was done, clients refusing to approve, formal dispute risk. That outcome was caused by variation work proceeding without approval. That outcome cannot happen again.

Step 1: Identifying a variation

A variation event can be triggered by: - A change in the scope of works requested by the client - An architect's instruction that changes the scope (written architect instruction required) - A latent condition discovered on site (e.g. unexpected rock, hidden asbestos, defective existing structure) - A statutory requirement discovered during construction (e.g. engineer's instruction based on site conditions) - A change in specification (the client selects a different material or product that costs more or less than the PC item allowance) - An RFI response from the architect that changes the scope

Anyone on the project team — including the Site Manager or Leading Hand — can identify a potential variation event. The Site Manager documents it in the site diary immediately and notifies the PM by phone, same day.

Step 2: Logging the variation

Within 24 hours of identifying the variation event, the PM logs it in the variation register in Wunderbuild with: - Date identified - Description of the event (factual, specific) - Potential scope impact (what additional or changed work may be required) - Potential cost impact (preliminary estimate or "to be quantified") - Status: Identified / Pricing / Awaiting Approval / Approved / Disputed / Withdrawn

Step 3: Pricing the variation

The PM obtains pricing from the relevant subcontractor(s) for the additional scope. For variations below $2,000, the PM can use a Schedule of Rates pricing approach without a subie quote. For variations above $2,000, a written subie quote is required.

The variation price includes: - Subcontractor's additional cost (as quoted) - Any additional materials (PM to price from supplier) - MTM's on-cost/margin (minimum 15% on labour and materials) - GST

Variation pricing template:

VARIATION NOTICE

Project: [Name and address] Variation No.: V-[XXX] Date: [Date] Reference: [Architect instruction number / client request / latent condition]

Description of Variation: [Clear, specific description of what has changed from the original scope. Reference the drawing or specification that is being varied.]

Reason for Variation: [Explain why this is a variation — what triggered it.]

Scope of Additional/Changed Works: [Detailed description of the work to be done as part of this variation]

Cost of Variation:

Programme Impact: [State any impact on the programme. If no impact, state "No impact on programme."]

Approval Required: This variation cannot proceed until written approval is received. Please sign and return this notice, or reply to this email indicating your approval.

Signed (MTM): ___ Date: _______

Approved (Client): ___ Date: ____

Step 4: Client communication

Before sending the variation notice, the PM calls the client. The call achieves two things: it gives the client a heads-up that a variation is coming (no surprises), and it gives the PM a chance to gauge the client's initial response.

How to present a variation to a client:

"I wanted to give you a heads-up about a variation on [project]. We've encountered [describe the situation — latent condition, design change, architect instruction]. To deal with this properly, it will require [brief scope description]. We're putting together the formal notice now, but I wanted to call you first because [reason — transparency, decision needed, timeline impact]. The preliminary cost is around $[X]. Is that something we can discuss today?"

Do not lead with the bad news alone. Lead with the context, then the cost, then the solution.

Do not apologise for a legitimate variation. A latent condition is not MTM's fault. An architect instruction is not MTM's fault. An in-scope variation is a normal part of construction. Be matter-of-fact.

Step 5: Receiving approval

Approval is received by email or signed form. A reply email from the client that says "yes, proceed" or "that's fine" constitutes written approval for the purposes of this process. Screenshot and file.

When approval is received: - PM updates variation register status to "Approved" - PM instructs the relevant subcontractor to proceed - PM creates the subcontractor PO for the variation scope - PM schedules the variation for invoicing in the next progress claim

Step 6: Variation invoicing

Approved variations are invoiced as part of the next progress claim, or in a separate variation invoice if the works are complete before the next progress claim is due. The invoice references the variation number and the date of client approval.

Step 7: Disputed variations

If a client disputes a variation: 1. Do not get defensive. The first response is to listen and understand their objection. 2. Pause the work. If the work has not started, it does not start until the dispute is resolved. If the work is in progress, assess whether pausing creates more damage than continuing. Seek HOC guidance immediately. 3. Prepare the position paper. Document the facts: what the original scope was, what changed, what triggered the variation, what the cost is, and the contractual basis for charging it. 4. Meeting. The HOC or GM meets with the client within 48 hours of the dispute being escalated. Bring the contract, the relevant drawings or specifications, the site diary entries, and any written evidence (architect instructions, photos, soil reports). 5. Resolution options: Negotiate a compromise where the facts genuinely support it. Do not discount a legitimate variation to preserve the relationship — it sets a precedent. If the client is refusing to pay a legitimate variation, the HOC escalates to the GM who escalates to the company solicitor for formal advice and, where warranted, pursues adjudication under the Building and Construction Industry Security of Payment Act 1999 (NSW). Document everything. Never settle a legitimate variation dispute by absorbing the cost silently — it teaches the wrong lesson and guarantees it happens again.

Site Defect Management During Construction

Defects identified during construction are categorised and managed differently from defects identified at practical completion. A defect found during construction is easier to fix, cheaper to fix, and less disruptive than one found after handover.

Quality inspection rhythm:

• Fortnightly inspection: PM and Site Manager walk the site together every two weeks. They photograph and log any quality issues in Wunderbuild.
• Trade completion inspection: When any major trade completes its scope, the PM inspects that trade's work before the next trade commences. Concrete before framing. Framing before lining. Waterproofing before tiling. Each completion is photographed.
• HOC inspection: The HOC conducts a quality inspection at frame stage, lock-up, and again four weeks before practical completion. The HOC's inspection is the internal quality gate.

The seven-day rule: Any defect identified on site must be logged in Wunderbuild within 24 hours and given a repair instruction within seven days. If a trade is responsible, the instruction goes to that trade with a deadline. If no response within seven days, the PM notifies the HOC and the trade's engagement is reviewed.

Defect categories:

Managing Subcontractors On Site

What great subcontractor management looks like:

• Every trade starts on time, with their SWMS received and reviewed
• Every trade knows exactly what they are building, to which specification, and on which dates
• Every trade is paid on time, every time
• Every trade receives accurate and timely information (drawings, RFI responses, material selections)
• Every trade is held to the scope — not more, not less

When a subcontractor fails:

A subcontractor fails when they: do not show up as scheduled, do not complete work to the required standard, or do not respond to a defect rectification instruction.

The response escalation is:

1. PM calls the subie's principal and has a direct conversation — what happened, what is the remedy, and what is the new commitment date?
2. If the trade fails to show for the second time, or fails to rectify a defect within the agreed timeframe, the HOC is notified and the subie is issued a written notice of underperformance.
3. If the trade fails again after written notice, the HOC recommends replacement and the PM sources an alternative. The underperforming trade is removed from the MTM preferred subcontractor register.

The preferred subcontractor register is maintained by the HOC and updated quarterly. It includes: - Trade name and contact - Rating (1-5, based on quality, reliability, communication, and value) - Any active issues or notes - Insurance expiry date - Date last worked with MTM

Any subcontractor rated below 3 is placed on review. Any subcontractor rated 1 is removed.

3.7 Practical Completion

Practical completion (PC) is the moment the building is complete, all contract works are finished, and the client takes possession. It is the most commercially significant milestone in any project — it triggers the release of 50% of retention, the formal commencement of the defects liability period, and the transfer of risk from MTM to the client.

Get it right. It is not a handover party. It is a formal commercial and quality event.

The 30-Day PC Countdown

30 days before target PC date:

• HOC conducts a full site walk with PM and Site Manager. The purpose: identify everything that is not complete or not to standard, and build a realistic four-week completion plan.
• PM reviews the variation register: all variations must be approved or formally disputed before PC. No variation should be outstanding at PC.
• PM reviews the progress claim position: what is outstanding on the contract price? Confirm the final claim amount.
• PM sends the client a "30-day notice" — a brief communication confirming the anticipated PC date and asking them to schedule their final inspection.

14 days before target PC date:

• PM confirms all trades are scheduled for final works
• Site Manager prepares the internal PC checklist (see Appendix A)
• Any defects found during the HOC's 30-day inspection must be rectified by this date
• PM prepares the final variation invoice (if any outstanding approved variations have not been claimed)

5 days before target PC date:

• HOC and PM conduct the internal "pre-PC walk." Every item on the PC checklist is inspected. Items not complete are flagged with a priority and responsibility.
• PM confirms the PC inspection time with the client and architect
• PM prepares the PC documentation package (see below)

Day of PC inspection:

Attendees: Client, Architect, PM, HOC.

The inspection proceeds room by room, item by item. The client and architect note any items they consider defects. The PM records every item noted. Do not argue during the inspection — listen, record, and respond in writing after.

A defect at PC is an item that does not meet the contract specification. A preference is not a defect. If a client says "I don't like the finish on this wall" and the wall meets specification, that is not a defect. Acknowledge it, note it, and respond in writing with the contractual position.

Practical Completion Documentation Package

The following documents are handed to the client at or within 24 hours of practical completion:

• [ ] Certificate of Practical Completion (signed by PM and HOC)
• [ ] Final variation register (all items marked Approved / Withdrawn / Disputed)
• [ ] Defects list from PC inspection (noting items MTM will rectify and timeline)
• [ ] Maintenance and operation manuals for all installed plant and equipment (HVAC, hot water, garage doors, intercom, fire system)
• [ ] Appliance instruction booklets and warranty cards
• [ ] Subcontractor warranty documentation (roofing, waterproofing, structural steel as applicable)
• [ ] As-built drawings (where required by the contract or by the architect)
• [ ] Certificate of Occupancy or equivalent authority sign-off (CC/CDC sign-off or OC — confirm with PCA)
• [ ] Keys, swipe cards, remote controls, alarm codes
• [ ] List of paint colours used (brand, range, colour name and code, finish) — one set for every room
• [ ] Building maintenance guide (see below)

Building Maintenance Guide — Standard Template

Every client receives a building maintenance guide at PC. It covers:

Waterproofing: All waterproofed areas (wet areas, balconies, roof) require inspection every 12 months. Look for cracking grout, lifting tiles, or evidence of moisture penetration behind linings. Do not drill or penetrate any tiled surface without knowing the waterproofing membrane location. Warranty: [insert warranty period from subcontractor].

Roof: Inspect the roof twice yearly, especially after storms. Clear gutters and downpipes of debris. Ensure all penetrations (skylights, vents, flues) are sealed. Report any evidence of leaking immediately. Warranty: [insert].

Structural: Your home has been built to comply with the National Construction Code and Australian Standard AS 1684 (timber framing) and/or AS 3600 (concrete structures). No structural modifications should be made without consulting a structural engineer.

External surfaces: Painted surfaces require repainting on a cycle of 8-10 years for standard acrylic exteriors. Inspect caulking at windows and doors annually and reseal where cracking.

Drainage: Inspect all surface drainage paths annually. Ensure water drains away from the building. Report any ponding or subsidence adjacent to the building.

Plumbing and electrical: Annual check of all tap washers, toilet internals, and hot water system anode rod (typically 5-year replacement cycle). Electrical switchboard to be inspected by a licensed electrician every 5 years.

Joinery: Adjust door and drawer mechanisms seasonally — timber joinery moves with humidity changes. Apply furniture wax to timber surfaces annually.

Contacts: For any maintenance concerns during the Defects Liability Period, contact your Project Manager [name] on [phone and email]. After the DLP, the following subcontractors provided the principal trade works and hold their respective warranties: [list].

Practical Completion Checklist (Internal — Pre-PC Walk)

The HOC and PM use this checklist five days before the scheduled PC date. All items must be marked Complete before the PC inspection proceeds.

External: - [ ] All external paintwork complete — no holidays, runs, or missed areas - [ ] All external caulking complete — windows, doors, penetrations, control joints - [ ] All downpipes connected and discharging correctly - [ ] All external drainage graded and free-flowing - [ ] Letterbox, clothesline, garden tap, hose bib installed (if in scope) - [ ] Driveway and paths complete — no cracking, level, no trip hazards - [ ] All rubble, off-cuts, and construction waste removed from site - [ ] Scaffold removed and any surface damage to neighbouring property documented and repaired - [ ] Pool fencing installed and compliant (if applicable)

Roof: - [ ] Roof capping and ridge caps secure - [ ] All gutters and downpipes installed, aligned, and sealed - [ ] Roof penetrations (skylights, vents, flues) flashed and sealed - [ ] Fascia and barge boards painted and sealed

Windows and doors: - [ ] All windows operating correctly — open, lock, and close smoothly - [ ] All doors hanging correctly — no binding, latching correctly, self-closing where required - [ ] All hardware (handles, locks, hinges) installed and tight - [ ] All glazing clean and free of scratches or chips - [ ] Flyscreens installed (if in scope) - [ ] Security system/alarm installed, tested, and programmed

Wet areas: - [ ] All waterproofing sign-offs on file - [ ] All tiling complete — no lippage, grout consistent, no hollow tiles - [ ] All grout sealed - [ ] All fixtures installed — vanities, mirrors, towel rails, toilet roll holders - [ ] All tapware installed and operating — no drips - [ ] Shower screens installed, sealed, and operating - [ ] Bath sealed at perimeter - [ ] All waste outlets flowing freely

Kitchen: - [ ] Joinery installed — doors straight and aligned, drawer faces level, soft-close functioning - [ ] Benchtop seams and cut-outs sealed - [ ] Splashback installed and sealed - [ ] All appliances installed, tested, and operating — oven, cooktop, rangehood, dishwasher - [ ] Undermount sink and tapware installed and sealed - [ ] Cabinet interiors clean and free of sawdust and debris

Internal finishes: - [ ] All plastering complete — no cracks, no tool marks, cornices tight to ceiling and wall - [ ] All internal paintwork complete — no holidays, no runs, cutting-in clean at all junctions - [ ] All skirting boards, architraves, and door stops installed and painted - [ ] All ceiling lights and power points installed and operational - [ ] Flooring complete — no gaps, no movement, floor transitions installed - [ ] Stairs: all treads, risers, handrails, and balustrades installed and compliant

Mechanical: - [ ] HVAC system installed, tested, and operational — all zones functioning - [ ] Hot water system installed, commissioned, and tested - [ ] All exhaust fans installed and operational - [ ] Laundry taps and waste connected

Compliance: - [ ] Certificate of Occupancy or equivalent sign-off received from PCA - [ ] Smoke alarms installed, tested, and compliant - [ ] Safety switches (RCDs) installed and tested - [ ] All DA conditions of consent complied with (confirm with architect/consultant)

Final Progress Claim and Retention Release

At practical completion, the PM submits the final progress claim including: - All remaining contract sum (less any amounts not yet certified) - All approved but uninvoiced variations - 50% of retention held to date

The retention claim at PC is a legal entitlement under most HIA and MBA contracts. Issue it on the day of PC. Do not leave it "for later." Track it.

The remaining 50% of retention is released at the end of the Defects Liability Period.

3.8 Defects Liability Period

The Defects Liability Period (DLP) is the period after practical completion during which MTM is contractually obliged to return to site and rectify any defects that become apparent. The DLP is typically 6 months under the MBA contract, or 3 to 6 months under the HIA contract. The DLP end date is tracked in Wunderbuild and the PM's calendar.

The DLP is not a warranty period. It is a contractual period for rectifying defects in the contracted work. Warranty periods for specific products (roofing membranes, HVAC systems, etc.) are separate and run from the subcontractor's warranty.

DLP Management Process

At PC plus 2 weeks: PM calls the client. Purpose: check in, confirm they are settled in, ask if they have noticed anything that needs attention. This is not a formal inspection — it is a relationship call. It catches minor issues before they become grievances.

At PC plus 6 weeks: PM emails the client: "As we approach two months in, please send through any items you'd like us to address. Our goal is to close out everything before the end of the DLP." This email is a prompt, not an open-ended invitation — make it easy for the client to respond with a list.

At DLP minus 4 weeks: PM contacts the client and schedules the final DLP inspection. All items notified by the client are compiled into the defects list and assigned to the relevant trades for scheduling.

DLP inspection: PM and Site Manager attend. Walk through every room. Check every item on the defects list. Add any additional items the client identifies during the walk. Photograph all defects.

DLP rectification: All defects on the list are assigned to the relevant subcontractor. Trades are given a maximum of 10 business days to complete DLP rectifications. PM confirms completion with the client by photo or site visit.

DLP close-out: Once all defects are rectified, the PM issues a DLP Completion Certificate to the client. The PM submits the final retention release claim — the remaining 50% of retention held. The project is marked "Closed" in Wunderbuild.

What Is and Is Not a Defect

This matters. During the DLP, clients sometimes request work that is beyond the contract scope. The PM must know the difference.

A defect is: - Work that does not meet the contract specification - Work that does not meet the relevant Australian Standard - Work that was not completed as described in the scope of works

Not a defect: - A change the client wants that was not in the contract - Normal movement of timber (minor seasonal cracking at joints) where AS 1684 tolerances are met - Normal settlement cracking in plasterboard at corners where the crack width is within NCC tolerances - Client preference for a different finish or product

When a client presents a "defect" that is not a defect, the PM responds in writing, clearly and without apology, referencing the contract specification and the relevant standard. Offer to provide the client with a separate quote for any additional work they want done. Do not conflate the two — it creates a precedent and a financial leak.

DLP Defects List Template

See Appendix B. The template captures: item number, location, description, trade responsible, date reported, date assigned, target completion date, date completed, and sign-off by PM.

End of Part 3 — Project Lifecycle

PART 4: FINANCIAL CONTROLS

Margin is not a result. Margin is a decision made before the project starts and defended on every site visit, every variation, and every subcontractor invoice. The companies that run at 10% net profit don't get lucky — they manage the process. This Part defines how Marsh to Mansion manages its money.

The TPB Benchmarks

The Total Project Budget (TPB) framework is the financial benchmark system for high-performing residential builders in Australia. MTM's targets are:

The Price-to-Budget Ratio is the contract price divided by the direct project cost (subcontractors and materials, before overheads and margin). If MTM's direct costs on a project are $800,000 and the contract price is $1,000,000, the ratio is 1.25. This means 25 cents of every revenue dollar is available to cover overheads and profit before the site bill is paid.

A ratio below 1.20 is dangerous. A ratio of 1.15 is a loss-making project at MTM's overhead structure. A ratio of 1.25 is the minimum acceptable. The estimating team (currently the PM and HOC) must apply the ratio at the time of estimating — not after the contract is signed.

TPB Builder's Ladder context: MTM is currently operating at the Business Owner stage (approximately $6M-$10M revenue). The Enterprise stage ($25M) requires not just more revenue but structurally different margin management, cost control, and financial reporting. The systems in this Part are designed to be the bridge.

4.1 Budget Management

Project Budget Structure

Every project has a budget established at the time of pricing. The budget is built bottom-up from subcontractor quotes and material costs, then a margin is applied. The budget has the following structure:

Budget Entry and Tracking in Wunderbuild

All project budgets are entered in Wunderbuild at project setup. The budget is updated whenever: - A variation is approved (the variation value is added to the budget) - A subcontractor quote comes in materially different from the budget (a budget overrun is flagged) - The PM identifies that a budget line is at risk (early warning — the trade is running over)

Budget review cadence: - Weekly: PM reviews the budget position for each active project as part of the weekly site meeting preparation - Monthly: HOC reviews the budget position across all active projects. Any project where actual cost is trending above 95% of the budget (before margin) is escalated to the GM - Quarterly: GM and Chairman review the financial position across the portfolio

Budget overrun protocol:

If actual project cost is projected to exceed the budget: 1. PM identifies the cause (missed item in estimating, latent condition, scope creep, subcontractor cost movement) 2. PM presents the situation to the HOC within 48 hours of identifying the risk 3. HOC and PM develop the recovery plan: can costs be recovered through a variation? Can the overrun be absorbed? Can scope be value-engineered? 4. If the overrun cannot be recovered and will reduce the project margin below 10% GP, the Chairman is notified immediately 5. Every budget overrun is documented in the project file with a root cause analysis. The root cause is used to improve the estimating process

Forecasting — Project Final Account

The Project Final Account (PFA) is the PM's forecast of the project's total cost at completion, compared to the original budget. The PFA is updated monthly.

The PFA includes: - All costs to date (actual) - All committed costs (POs and subcontractor contracts not yet invoiced) - All forecasted remaining costs (estimated to complete) - All approved variations (added to the revenue and cost) - The projected final gross margin

The PFA is the single most important financial document on any project. A PM who cannot tell you the project's forecast final margin at any point in time is not managing the project — they are recording it.

4.2 Progress Claims

Progress claims are the lifeblood of the company's cash position. Late or missed claims mean late payment, cash shortfall, and stress on subcontractor relationships.

Progress Claim Calendar

At the start of each month, the GM publishes the progress claim schedule for all active projects. This schedule shows: - Project name - Claim number - Claim date (date PM submits to client) - Expected payment date (based on contractual terms) - Expected claim value (PM's estimate) - Previous month's received amount

The progress claim calendar is reviewed in the weekly management meeting. Any claim that is overdue for submission is flagged and escalated.

The Security of Payment Act (NSW) — Practical Application

The Building and Construction Industry Security of Payment Act 1999 (NSW) is one of the most powerful tools available to builders in NSW. The PM and HOC must understand it.

Key provisions:

Payment claims: A builder can issue a payment claim under the SOP Act for any amount of money owed under a construction contract. The claim must identify that it is made under the Act (a standard note on the tax invoice achieves this).

Payment schedule: If the respondent (client) disputes any portion of the claim, they must issue a Payment Schedule within 10 business days of receiving the claim, stating the amount they will pay and the reasons for any withholding.

Failure to issue a payment schedule: If the client does not issue a Payment Schedule within 10 business days, they are deemed to owe the full claimed amount. MTM can then apply directly to the District Court or to an authorised nominating authority for adjudication.

Adjudication: Adjudication under the SOP Act is fast (decision within 10 business days of appointment) and low-cost compared to litigation. It is the appropriate first step when a payment is disputed and direct negotiation has failed.

Never let a payment sit overdue for more than 20 business days without escalating to the SOP Act process. The Act exists precisely for this situation. Use it.

Payment Chasing Protocol

4.3 Variation Financial Management

Every approved variation generates revenue. Every unapproved variation is a risk. The variation register is therefore not just a document management tool — it is a revenue management tool.

Variation Register — Financial View

The PM reviews the variation register weekly. The financial view shows:

Every approved and uninvoiced variation is a debtors risk. Invoice them promptly. Do not let approved variations sit for more than one progress claim cycle.

Variation Margin Floor

The minimum margin on any variation is 15%. This is non-negotiable. A variation is additional work. Additional work requires additional management, coordination, and risk. The 15% on-cost is the minimum compensation for that burden.

Where a variation is an architectural or client-initiated change with no latent condition or risk element, the target margin is 20%. Where the variation involves coordination complexity (sequencing multiple trades, temporary works, or specialist subcontractors), the target margin is 25%.

4.4 Subcontractor Payment Management

The principle: Pay subcontractors on time, every time. Not because it is generous — because it is commercially smart. Subcontractors who trust MTM to pay on time give MTM priority scheduling, competitive pricing, and loyalty in a tight market. Subcontractors who have been burned by late payment go elsewhere.

Subcontractor Payment Terms

Standard payment terms for MTM subcontractors: 14 days from invoice receipt.

Where a subcontractor submits an invoice against a PO, the PM verifies the work is complete against the PO scope before approving the invoice. Approval = PM signs off in Wunderbuild or emails the accounts function with approval. Payment is processed within 14 days.

Hold-back for incomplete work: If a subcontractor's invoice includes work not yet complete, the PM approves payment for the completed portion only. The PM communicates this in writing to the subie, noting what remains and when it will be paid.

Retention: Where a subcontractor's contract includes retention, the retention amount is deducted from each progress payment and released at the subie's equivalent of PC (their portion of work complete and defect-free). Track subie retentions in Wunderbuild — they are a liability, not revenue.

Subcontractor Invoice Approval Process

1. Subcontractor submits invoice (email or through Wunderbuild)
2. PM checks invoice against PO: correct amount? Work complete?
3. PM approves in Wunderbuild and notifies accounts
4. Accounts processes payment within 14 days
5. Remittance advice emailed to subcontractor on payment date
6. Invoice marked "Paid" in Wunderbuild

No invoice is paid without PM approval. No exception. This prevents: payment for incomplete work, duplicate invoices, invoices for work not ordered under a PO.

Subcontractor Payment Register

The accounts function maintains a payment register showing: - All outstanding subie invoices - Approval status - Due date - Amount - Project allocation

The register is reviewed weekly. Any invoice approaching its due date without PM approval is escalated to the HOC for resolution.

4.5 Company Financial Reporting

Outstanding Cash Flow Items — April 2026

[HOC+] Standing items requiring resolution. GM owns these until cleared. Report status to Chairman at each weekly management meeting.

Total outstanding from these items alone: $172,000+. These are not disputed — they are process gaps. Close them this week.

Monthly Management Accounts

The GM produces (or reviews, if prepared by an external accountant) the monthly management accounts within 10 business days of month-end. The monthly accounts include:

Revenue summary: - Progress claims submitted this month - Progress claims received this month (cash in) - Variations invoiced this month - Total revenue (accrual basis)

Cost summary: - Subcontractor costs (POs approved this month) - Materials costs - Preliminary costs (PM, Site Manager) - Overhead costs (see below)

Gross Profit: Revenue less direct project costs. Target: 30% current base, pushing to 40-45%. Reported project-by-project and company-wide.

Overhead costs: - Salaries and wages (office and management — not site) - Rent and office costs - Software subscriptions (Wunderbuild, HubSpot, Google Workspace, Adobe) - Marketing and BD costs - Vehicle costs (office vehicles — not plant) - Professional services (accounting, legal, insurance) - Training and development

Net Profit: Gross Profit less Overhead. Target: 20-35%+ (at 40-45% GP less 8-10% overhead).

Cash position: - Opening cash - Cash received (progress claims) - Cash paid (subcontractors, suppliers, overhead) - Closing cash - Debtors outstanding (claims submitted, not yet received) - Creditors outstanding (subie invoices approved, not yet paid)

Forecast: - Expected cash receipts for the next 30 and 60 days (based on progress claim schedule) - Expected cash outflows for the next 30 and 60 days (based on subie payment schedule) - Forecast cash position at 30 and 60 days

Chairman Financial Review

The Chairman (Christo Ball) reviews the management accounts within 3 business days of the GM producing them. The Chairman's review covers:

1. GP% — is it tracking to target? Which projects are underperforming?
2. Net profit % — is the overhead under control?
3. Cash position — is the 60-day forecast comfortable? Are there any impending shortfalls?
4. Debtors — are there any overdue progress claims? What is the recovery action?
5. iCare HBCF capacity — are we within the OJVL? What is the headroom?

The Chairman does not review individual invoices or approve individual payments. That is the GM's function. The Chairman reviews the position and makes strategic decisions: hire, invest, hold, or accelerate.

Annual Budget and Financial Plan

At the start of each financial year (1 July), the GM prepares the annual budget in collaboration with the Chairman. The budget covers:

• Revenue target (broken down by project value tier and number of projects)
• Gross margin target
• Overhead budget (by category)
• Net profit target
• Capital expenditure (vehicles, equipment, technology)
• Hiring plan and associated payroll cost

The annual budget is the single reference point for all monthly financial reviews. Variances are explained and actioned. The budget is reviewed and if necessary revised at the end of Q2 (December).

Key Financial Ratios — Quarterly Dashboard

These ratios are reviewed by the Chairman and GM at the Quarterly Business Review.

PART 5: CLIENT AND ARCHITECT RELATIONSHIPS

Marsh to Mansion is not in the construction business. MTM is in the trust business. Construction is the product. Trust is what clients pay a premium for, and what architects stake their reputation on when they refer a project.

The companies that build lasting pipeline in the $1M-$5M residential market are the ones that clients talk about at dinner parties and architects call first when a new project needs a builder. That position is earned through how the relationship is managed, from first contact to three years after PC.

5.1 Client Communication Standards

The Communication Promise

At the pre-start meeting, every client receives the following commitment from the PM:

"You will never wonder what is happening on your project. You will hear from us before you need to call us. If there is good news, we will tell you. If there is bad news, we will tell you first and with a solution. You will always know where the money is."

That promise is the standard. It is operational, not aspirational.

Communication Channels and Cadence

The Bad News Rule

Never let a client find out bad news — a delay, a defect, a cost issue — before MTM tells them. Clients forgive problems. They do not forgive surprises.

When something goes wrong on site: 1. The PM is notified same day 2. The PM has the facts within 24 hours (what happened, why, what it means for programme and cost) 3. The PM calls the client. Not emails. Calls. "I wanted to let you know about something on the project before you saw it..." 4. The PM leads with the context, then the situation, then the plan 5. The PM follows up with an email within 24 hours summarising what was discussed and agreed

Do not stall. Do not minimise. Do not guess. If you don't have all the facts yet, call anyway: "I'm still getting full information, but I wanted to let you know this is on my radar and I'll have a full picture for you by tomorrow."

Client Satisfaction Survey — Template

Issued to all clients 30 days after practical completion. Sent by Atlas-generated email.

Subject: [Project address] — One question from the Marsh to Mansion team

Dear [Client name],

Your project has been complete for a month and we hope you are settled in and loving the space.

We have one question:

On a scale of 0 to 10, how likely are you to recommend Marsh to Mansion to a friend, family member, or colleague?

[ 0 ] [ 1 ] [ 2 ] [ 3 ] [ 4 ] [ 5 ] [ 6 ] [ 7 ] [ 8 ] [ 9 ] [ 10 ]

And one optional question:

What is the single thing we did best? And if there's one thing we could improve, what would it be?

[Open text field]

Your feedback goes directly to Christo Ball and our project team. We read every response.

Thank you for choosing Marsh to Mansion.

[PM name], on behalf of the Marsh to Mansion team

NPS scoring: - 9-10: Promoters. Call them. Ask for a Google review and an introduction to their architect or network. - 7-8: Passives. Note any feedback. Follow up in 6 months. - 0-6: Detractors. HOC calls the client personally within 24 hours of receiving the response. Understand the issue. Take corrective action where possible. Document.

Target NPS: above 60. World-class NPS for construction: above 50.

Client Photography and Testimonials

After every project, MTM commissions a professional photographer to photograph the completed build. This is not optional. The photos are the single most powerful marketing asset in the business.

Photos are used for: - The MTM website project gallery - Instagram and LinkedIn - Architect portfolio submissions - New client presentations

Client permission is obtained at pre-start (included in the contract sign-on paperwork). If a client declines, note it and respect it.

After photography, the PM asks the client for a written testimonial. The ask: "Would you be happy to write two to three sentences about your experience working with us? It makes a real difference when we're talking to new clients." Most clients who scored 9 or 10 on the NPS survey will say yes.

5.2 Architect Relationship Management

Architects are the primary referral source for MTM's $1.5M-$5M project pipeline. An architect who trusts MTM will recommend MTM to their clients for 20 years. An architect who has one bad experience will never refer again.

The architect relationship is different from the client relationship. The architect is not paying MTM. But they are endorsing MTM with their professional reputation. Treat that seriously.

The Architect Value Proposition

Why should an architect recommend Marsh to Mansion?

1. MTM makes the architect look good. When the build comes in on programme and on budget, with quality that matches the design intent, the architect's relationship with their client is strengthened.
2. MTM communicates properly. RFIs are answered clearly and quickly. Architect instructions are acknowledged and acted on. Drawings are followed. The architect is not chasing us.
3. MTM is commercially sophisticated. MTM knows the cost of things. When an architect asks "is this buildable within budget?" MTM gives an honest, specific answer — not a vague "we can make it work."
4. MTM protects the design intent. MTM does not value-engineer the architect's work without their knowledge or consent. If a cost saving is proposed, it goes through the architect first.
5. MTM is professional in front of the client. The PM represents MTM and the team at every client interaction. The architect does not have to manage the builder.

Architect Engagement Protocols

During active projects:

• The PM copies the architect on all significant client communications (variations, programme updates, major decisions)
• The PM notifies the architect of any RFI or issue that affects the design or the specification before acting on it
• The PM does not make design decisions without the architect — ever
• The PM invites the architect to fortnightly site meetings (at minimum)

After project completion:

• PM sends the architect the professional photography set within 4 weeks of PC
• PM asks the architect if they would like to be credited in the project listing on the MTM website
• PM schedules a project review meeting with the architect (30 minutes, at their office): "What worked, what could we have done better?"
• Chairman or HOC adds the architect to the quarterly relationship dinner / site visit program

Architect Business Development

The architect BD program is driven by the Chairman (Christo Ball) and supported by the HOC and PM. It is not a sales program — it is a relationship program.

The target architect profile:

• Sydney-based, primarily residential
• Projects in the $500K-$5M construction budget range
• Focused on quality outcomes (not on delivering the cheapest job)
• Has an active pipeline of projects in the pre-DA or post-DA stage

The architect outreach process:

1. Identify target architects. Source: DA searches, Council Development Application portals (Sydney, North Sydney, Woollahra, Mosman, Northern Beaches), referrals from existing architect contacts, LinkedIn.
2. First contact. Email from the Chairman with 3-4 project photos and a brief, specific note. No pitch. "I wanted to share a few photos from a recent project in [suburb]. We worked with [architect] and produced something we're proud of. Happy to connect if you're working on anything we might be suited for."
3. Follow up. If no response in 14 days, one follow-up. If no response, park and retry in 3 months with new project photos.
4. Coffee. For architects who respond, the Chairman meets them in person. The meeting is 30 minutes. Listen more than talk. Ask about their practice, their clients, their challenges with builders.
5. Relationship maintenance. Every active architect contact is in HubSpot. The Chairman touches base (message, phone call, shared article, project photos) every 6-8 weeks. Never let the relationship go cold.

The target number: MTM needs 12-15 active architect relationships generating referrals to maintain the $10M+ pipeline target. Currently 4-5 active. Building to 12 is a 24-month program.

5.3 HubSpot CRM Standards

HubSpot is the single source of truth for all pipeline, lead, and relationship data. If it is not in HubSpot, it does not exist.

Deal Pipeline Stages

Every lead is entered in HubSpot as a deal and tracked through the following pipeline stages:

HubSpot Data Standards

Every deal in HubSpot must have: - Contact name (client) and company (if applicable) - Architect contact (linked contact record) - Project address - Project type (New build / Alterations and additions / Commercial fitout) - Estimated project value - Stage and stage date - Owner (which PM or the Chairman is responsible) - Next action and next action date - Source (how did the lead originate: architect referral / client referral / website / DA search / direct)

Every contact in HubSpot must have: - Full name, email, phone - Company (if architect or developer) - Relationship type (Client / Architect / Developer / Contractor / Other) - Last activity date - Notes from every interaction (phone call, email, meeting)

The HubSpot rule: Every interaction with a lead or a client contact is logged in HubSpot within 24 hours. This means: every call is noted, every meeting is summarised, every email is tracked.

Atlas can extract a HubSpot summary at any time for the weekly management meeting. The Chairman reviews the pipeline dashboard weekly.

Pipeline Review in HubSpot

Weekly: PM and Chairman review all deals in "Estimating," "Proposal Submitted," and "Negotiating" stages. What is the next action on each? When is it happening?

Monthly: Full pipeline review — revenue forecast from pipeline, win/loss ratio, lead source analysis. Are we getting enough leads? From the right sources? Converting at a healthy rate?

Quarterly: Pipeline health check. Is the 3x coverage ratio maintained? Which architect sources are generating the most pipeline? Which stages have the longest dwell time — and why?

PART 6: MEETING CADENCE

Meetings are the operating system of a well-run construction business. Too few: decisions are delayed, people operate in silos, problems escalate. Too many: people stop doing the work. The MTM meeting cadence is designed to be lean, purposeful, and non-negotiable. Every meeting has a template. Every meeting produces action items. Atlas captures and distributes minutes.

6.1 Daily Standup

Who: Site Manager + PM (for each active project) When: Every working day, 7:30am Duration: 10 minutes maximum Format: Phone call or Wunderbuild voice memo (not a meeting room — these people are on site)

The three questions: 1. What got done yesterday? 2. What's happening today? 3. What's in the way?

If there is nothing in the way, the call is 3 minutes. If there is something in the way, the PM owns the resolution and reports back by end of day.

The Site Manager does not attend office meetings. The Site Manager's job is to be on site. The daily standup replaces every other ad hoc check-in.

Atlas role: Site Manager can send a voice memo to Atlas summarising their standup. Atlas converts to text, logs in Wunderbuild, and flags any issues to the PM.

6.2 Weekly Site Meeting

Who: PM, Site Manager, Architect (fortnightly minimum), Client (monthly minimum) When: Same time, same day, every week, on site Duration: 45 minutes maximum Template: See Part 3, Section 3.6 (Weekly Site Meeting Agenda Template)

Key principle: the meeting happens every week, whether or not the architect or client attends. The PM and Site Manager review the project together. The meeting is not cancelled because an external party is unavailable.

Minutes are distributed within 24 hours. Atlas generates the first-draft minutes from the PM's raw notes.

6.3 Weekly Management Meeting

Who: Chairman, GM, HOC (and Senior PM when in seat) When: Monday, 8:30am Duration: 60 minutes Location: Office (or video call)

This is the company's operating heartbeat. It runs every Monday. It does not move.

Agenda:

1. Previous week's actions — review (5 minutes) Atlas pulls the action register from last week's minutes. Each action is confirmed complete or escalated.

2. Financial position (10 minutes) - Cash position: opening balance, expected receipts this week, expected outflows - Overdue debtors: which clients have not paid? What is the action? - Claims to be submitted this week - Any financial risks flagged by the GM

3. Project status — all active projects (20 minutes) For each active project, the HOC provides a one-minute summary: - On programme / behind programme (and by how much)? - On budget / at risk? - Any outstanding variations to approve? - Any client or architect issues? - Any subcontractor issues? The Chairman asks one question per project maximum. If a project needs more time, it is scheduled as a separate conversation.

4. Pipeline and business development (10 minutes) - New leads in HubSpot this week - Proposals submitted this week / awaiting submission - Follow-ups due this week (architect contacts, pending proposals) - Any new architect connections to pursue?

5. People (5 minutes) - Any staffing issues, performance matters, or hiring progress? - Subcontractor register: any additions, removals, or rating changes?

6. New business and decisions (5 minutes) - Any strategic decisions required this week? - Any issues requiring Chairman input?

7. Actions (5 minutes) - Confirm all actions: who, what, by when - Atlas captures and distributes the action register

Atlas role: Atlas generates the meeting summary and action register within 2 hours of the meeting ending. The Chairman forwards raw notes or uses voice memo; Atlas structures and distributes.

6.4 Weekly Management Meeting — Email Template (for Atlas to generate)

Subject: MTM Weekly Mgmt — [Date] — Actions and Summary

Marsh to Mansion — Weekly Management Meeting Summary Date: [Date] Attendees: [Names]

FINANCIAL POSITION - Cash on hand: $[X] - Expected receipts this week: $[X] ([project names]) - Overdue debtors: [None / List] - Progress claims due this week: [List]

PROJECT STATUS

[Project 1 — Suburb, Client surname] Status: [On programme / Behind by X days] Budget: [On track / At risk — note] Open items: [List]

[Repeat for each project]

PIPELINE - New leads: [X] — [brief description] - Proposals submitted: [X] - Follow-ups due: [List with owner]

DECISIONS MADE - [Decision 1] - [Decision 2]

ACTIONS

Next meeting: [Date], 8:30am

6.5 Monthly Leadership Review

Who: Chairman, GM, HOC When: First Thursday of each month, 9:00am Duration: 90 minutes Location: Office

This is the monthly rhythm review. It is bigger than the weekly meeting — it looks backward at the month and forward at the quarter.

Agenda:

1. Prior month financial review (20 minutes) - Management accounts presented by GM - Revenue actual vs. budget - GP% actual vs. target - Net profit actual vs. target - Cash position and 60-day forecast - Any major variances explained

2. Project portfolio review (20 minutes) - Completed projects: final account vs. original budget. Lessons? - Active projects: project-by-project final account forecast - Pipeline: current pipeline value, stage distribution, conversion rate

3. People review (15 minutes) - Staff performance: anyone exceeding expectations? Anyone not? - Hiring pipeline: positions open, candidate status - Subcontractor register: any changes? - Training and development: anything due?

4. Process and quality review (15 minutes) - Any quality incidents or client complaints this month? - Any safety incidents or near misses? - Any process failures that need SOP updates? - Any iCare HBCF or compliance matters?

5. BD and marketing review (10 minutes) - Architect outreach: calls, meetings, new contacts made - Website and content: any updates, any leads from digital? - Awards or recognition opportunities?

6. Strategic focus for next 30 days (10 minutes) - What are the three most important things to achieve in the next 30 days? - What decisions need to be made this month? - Any risks on the horizon?

Minutes and action register distributed within 24 hours.

6.6 Quarterly Business Review (QBR)

Who: Chairman, GM, HOC, Senior PM (when in seat) When: Last week of each quarter (March, June, September, December) Duration: Half day (4 hours) Location: Off-site preferred — no phone calls during this session

The QBR is the strategic review. It is the moment to step out of the operational week and look at where the business is going.

Agenda:

Part 1: The Scorecard (60 minutes)

Review the quarter against the annual budget and the quarterly OKRs:

Honest assessment of each metric. No spin.

Pipeline context for QBR: Coverage ratio is a margin lever, not just a growth metric. At 1.43x (April 2026 position), MTM commands 33-35% GP. The 40-45% target requires 2.1-2.5x coverage. Every QBR reviews the path to 2.5x as a strategic action, not just a sales target.

Part 2: What We Learned (45 minutes)

• What worked this quarter that we should do more of?
• What did not work that we should stop or change?
• Any near-misses, close calls, or issues that exposed a process gap?
• What was the best project of the quarter and why?
• What was the hardest project of the quarter and what did we learn?

Part 3: The Next Quarter (60 minutes)

Set the OKRs for the next quarter: - 3 objectives, maximum - 3-5 key results per objective - Each key result is measurable and has an owner - Each key result has a "confidence score" (1-10) from the team

Part 4: Strategic threats and opportunities (45 minutes)

• Market: what's happening in Sydney residential construction? Material costs? Labour market? Planning environment?
• Competition: any new builders entering our market? Any changes at competitors?
• Opportunities: any new project types, geographies, or client segments to pursue?
• Risks: iCare capacity, key person risk, cashflow, economic conditions?

Action register distributed within 24 hours. OKRs published to the team.

6.7 Annual Planning Session

Who: Chairman, GM, HOC, Senior PM When: November (before the new financial year) Duration: Full day Location: Off-site

This is the annual strategy day. It sets the direction for the next 12 months.

Morning: Year in review - Full-year financial performance vs. plan - Biggest wins and biggest lessons - Team: who performed, who developed, what gaps remain? - Client and architect relationship review: which relationships grew, which stalled?

Afternoon: Year ahead - Revenue target and project mix - Headcount plan - Capital expenditure (technology, vehicles, equipment) - Marketing and BD investment - Strategic priorities (1-3 only) - Budget: top-down and bottom-up reconciled

Output: Annual plan document (2-3 pages maximum) signed off by the Chairman. Distributed to the management team. OKRs for Q1 set before the session ends.

PART 7: PEOPLE AND HIRING

The single biggest constraint on Marsh to Mansion's growth is not leads, not capacity, and not iCare HBCF limits. It is the people in the right seats at the right time. Every constraint the business has faced in the last three years traces back to a hiring delay, a hiring mistake, or a role left vacant too long.

This Part defines how MTM hires, onboards, manages, and exits people. The standard is high. The process is consistent. The decisions are made early.

7.1 The Organisational Chart

Current structure (April 2026):

Chairman — Christo Ball
    |
General Manager (open — targeted hire)
    |
Head of Construction Operations — Elliot Marsh
    |
Senior PM + AI Coordination (open — Nathan in discussion)
    |
Site Manager(s) — project-based
Leading Hand / Carpenter — project-based

Target structure at $25M revenue:

Chairman — Christo Ball
    |
General Manager
    |
Head of Construction Operations
    |
    ├── Senior PM x2 (each managing 3-4 projects)
    │       |
    │       └── Project Coordinators x2 (admin, variations, claims)
    |
    ├── Site Managers x4 (one per major active project)
    │       |
    │       └── Leading Hands x2-3 each
    |
    └── Estimator / Pre-Construction Manager (dedicated)

The principle: Every role is defined by a Job Description, a set of outcomes, and a performance standard before the hire is made. We do not create roles to solve an immediate problem — we build toward the target structure.

7.2 The Hiring Process

MTM hires slowly and fires quickly. Hiring mistakes in a small construction business are expensive: lost clients, quality failures, culture damage, and six months of management time to undo.

The Hiring Process — Step by Step

Step 1: Define the role (before advertising)

Before any position is advertised, the GM (or the Chairman) produces a one-page brief that covers: - Why does this role exist? (What problem does it solve?) - What are the 3-5 outcomes this person must deliver in their first 90 days? - What does great look like in this role in 12 months? - What are the non-negotiables? (Licence, experience, references) - What is the compensation range and structure? - Who does this person report to, and who do they lead?

If the brief cannot be written clearly, the role is not ready to hire.

Step 2: Source candidates

Primary sources (in order of preference): 1. Referrals from existing team, architect contacts, and subcontractor network 2. Seek (for PM, Site Manager, and trade roles) 3. LinkedIn (for GM, senior roles, business development) 4. Industry recruiters (for senior roles only — use recruitment fee as a last resort, not a first resort)

Step 3: Screen CVs and cover letters

The GM (or Chairman for senior roles) screens all CVs. Red flags: - Multiple short tenures (less than 18 months at each company) without explanation - No specific project experience matching the role requirement - Vague language in the cover letter ("I'm a team player passionate about construction") - Missing QBCC, builder's licence, or trade licence (where required)

Green flags: - Has worked on projects of comparable value and complexity - Refers to specific projects, outcomes, and numbers - Has worked with named architects or developers in the Sydney market - Has a network in the industry

Step 4: Phone screen (20 minutes)

The GM or Chairman conducts a brief phone screen with shortlisted candidates: - Tell me about the projects you're most proud of and why - What's the biggest problem you've solved on a construction project? - What would your last PM or site manager say about you? - What are you looking for in your next role, specifically?

The phone screen filters out candidates who cannot communicate clearly, who cannot give specific examples, or whose expectations are misaligned.

Step 5: First interview (60 minutes, in person)

Attendees: Chairman and GM (for senior roles). GM and HOC (for PM and Site Manager roles).

Structured interview questions:

For all roles: - Tell me about a project where something went seriously wrong. What happened, what did you do, and what was the outcome? - Tell me about a time you had to push back on a client or an architect. How did you handle it? - How do you manage your to-do list when you have competing priorities? - What would your previous manager say is the single biggest area of development for you? - If you were starting this role tomorrow, what would you do in the first 30 days?

For PM roles (add): - Walk me through your progress claim process on your last project - How do you manage subcontractors who don't perform? - Have you ever had a variation dispute? How did you handle it?

For Site Manager roles (add): - How do you run a site induction? - What's your approach to managing trades who don't show up on time? - How do you maintain quality on site when you're managing multiple trades simultaneously?

Step 6: Reference checks

Two references minimum, both checked by phone (not by email). One reference must be a direct manager. The reference check questions: - In what capacity did you work with [name], and for how long? - What are [name]'s greatest strengths? - What would [name] say they need to develop? - Would you hire [name] again? Why or why not? - Is there anything I should know that would affect my decision to hire [name]?

The last question is the most important. Ask it. Give the reference time to respond. Silence is informative.

Step 7: Second interview (if required) or trial

For senior roles, a second interview may include a practical component: a scenario to work through, a financial problem to solve, or a brief presentation on a topic relevant to the role.

For PM and Site Manager roles, a paid one-day trial on an active project is considered for candidates who are close decisions. The trial is paid at their stated day rate.

Step 8: Offer

Offers are made verbally by the Chairman or GM, followed by a written offer letter within 24 hours. The offer letter includes: - Role title and reporting line - Start date - Base salary (and any bonus structure) - Superannuation (11.5% on top of base) - Probation period (3 months, standard) - Any non-compete or confidentiality provisions (reviewed by the company solicitor for senior roles) - Any equity or profit-share arrangement (Chairman to approve)

Never make an offer contingent on the candidate accepting in the room. Give them 48-72 hours to consider. A candidate who needs to be pressured into accepting is not fully committed.

7.3 Onboarding

The first 30 days in any role determine whether the person succeeds or fails. MTM's onboarding process is deliberate, structured, and welcoming.

The 30-60-90 Day Onboarding Plan

Every new hire receives a written 30-60-90 day plan from their manager on Day 1. The plan covers:

First 30 days — learn - Meet every member of the team (in person or video call) - Visit every active project site - Read this Operations Manual in full (and acknowledge by email to the GM that they have done so) - Shadow the PM/HOC/SM for their equivalent role on one full project cycle - Learn Wunderbuild: complete all active project updates in Wunderbuild by end of Week 4 - Learn HubSpot: all contacts and deals they are responsible for are clean and current - Deliver: [specific deliverable based on role — e.g. site diary submitted daily, first progress claim reviewed and approved by HOC]

Days 31-60 — contribute - Begin managing own tasks and deliverables with HOC/GM oversight - Attend all relevant meetings and contribute to discussion - Identify one process or system that they believe could be improved and present it to the HOC or GM - First formal 30-day check-in meeting with manager

Days 61-90 — own - Operating independently within their role with minimal supervision - 60-day check-in meeting with manager - 90-day review: formal performance conversation (see 7.4)

Day 1 Checklist

• [ ] Computer (MacBook) set up with Google Workspace login and access
• [ ] Wunderbuild login and project access
• [ ] HubSpot login and access (where applicable)
• [ ] Email signature set up (standard MTM format — see templates)
• [ ] Phone and messaging set up (include in team groups)
• [ ] MTM branded workwear provided (polo, hi-vis for site roles)
• [ ] Building Materials Health and Safety briefing (asbestos, hazardous materials)
• [ ] WHS induction completed and signed
• [ ] Emergency contact details submitted to the GM
• [ ] Introduced to team via WhatsApp group and email
• [ ] Atlas introduced: "Atlas is our AI operating system. This is how it works and how to use it."

7.4 Performance Management

The 90-Day Review

Every new hire has a formal 90-day review at the end of their probation period. The review is not a surprise — the expectations have been set in the 30-60-90 day plan since Day 1.

The 90-day review covers: - Outcomes: what were the agreed outcomes for 90 days? Were they achieved? - Strengths: what has this person demonstrated they are excellent at? - Development: what is the single biggest area for growth in the next 6 months? - Relationship: how are they fitting into the team? Any issues flagged by colleagues? - Decision: continue (standard), performance-manage, or exit (if the hire is clearly wrong)

The 90-day review is documented and filed. Both the manager and the employee sign it.

Annual Performance Review

Every team member has an annual performance review in June (aligned to the financial year). The format:

• Self-assessment: what went well, what was hard, what do I want to develop?
• Manager assessment: same questions, from the manager's perspective
• Face-to-face conversation: 60 minutes, no interruptions
• Outcome: compensation review (is the salary market? Is there a case for an increase?), career development plan for next 12 months, OKRs for the person for next year

Compensation review principle: MTM pays above market for people who perform above market. MTM does not give automatic cost-of-living increases — increases are earned by demonstrable performance. But MTM does not lose good people over $10,000. Get ahead of it.

Managing Underperformance

When a team member is not performing: 1. The manager has a direct conversation. Not a formal process — a human conversation. "I need to be straight with you: [specific observable behaviour] is not at the standard we need. I want to understand what's going on and how we fix it." 2. If the direct conversation produces a commitment to change, the manager sets specific, measurable expectations for the next 30 days and checks in weekly. 3. If no improvement is visible after 30 days, a formal Performance Improvement Plan (PIP) is issued. The PIP is a written document with specific outcomes, a timeline, and a clear statement of consequence. 4. If the PIP period ends without the required improvement, the GM and Chairman discuss the exit process.

The standard is: one direct conversation, one 30-day informal period, one 30-day PIP, then exit if no improvement. This takes approximately 90 days from identification to exit if the person cannot perform. Do not extend this process past 90 days.

7.5 Letting People Go

This is the hardest part of leadership and the most important to do well.

The Exit Decision

The exit decision is made by the GM in consultation with the Chairman for any permanent employee. For a probationary exit, the GM can make the decision alone.

Do not delay an exit decision once made. The moment a manager is mentally managing around someone rather than with them, it is time to exit. Every day delayed is a cost to the team, the projects, and the company.

The Exit Process

Before the meeting: - GM reviews Fair Work Act obligations: minimum notice period based on length of service (1 week under 1 year, 2 weeks 1-3 years, 3 weeks 3-5 years, 4 weeks 5+ years — longer for employees 45+ with 2+ years of service) - Confirm if notice is to be worked or paid out - Prepare the termination letter - Inform the Chairman before the meeting - Arrange for IT access to be disabled immediately after the meeting (not before — this tip-offs the person)

The meeting: - Held in private, 9:00am on a Monday or Tuesday (not Friday afternoon) - Attended by GM and one witness (Chairman or HOC) - Maximum 15 minutes - The conversation is direct: "I need to tell you that your employment with Marsh to Mansion is ending. [State the reason clearly and factually.] Today will be your last day / you will work your notice period of [X] weeks." - Do not argue. Do not over-explain. Do not apologise for the decision. - Hand over the written termination letter - Arrange for return of company property (computer, access cards, keys)

After the meeting: - IT access disabled - Accounts notified for final pay calculation (base, super, leave entitlements, notice) - Team notified that day: brief, factual, no detail. "I want to let you know that [name] has left Marsh to Mansion. We wish them well. [Interim coverage plan]."

Redundancy: If the role is being made redundant rather than the person exited for performance or conduct, Fair Work Act redundancy provisions apply. Consult the company's employment lawyer before proceeding.

PART 8: SYSTEMS AND TECHNOLOGY

MTM runs on four primary systems: Wunderbuild (construction operations), HubSpot (pipeline and CRM), Atlas (AI operating system), and Google Workspace (documents and communication). These are the only systems authorised for business use. Requests to introduce new software must go through the GM.

8.1 Wunderbuild — The Construction Operating System

Wunderbuild is where the project lives. Every project-related action, decision, document, and communication is in Wunderbuild. If it is not in Wunderbuild, it does not exist for business purposes.

What Lives in Wunderbuild

• Project details (contract amount, dates, contacts)
• Programme and schedule
• Budget and cost tracking
• Purchase orders and subcontractor contracts
• Variation register and variation notices
• Progress claims
• Site diary
• Defects list
• Subcontractor SWMS and insurance records
• All project documents (contract, drawings, specifications)
• Meeting minutes (agendas issued and minutes posted)
• Photographic record

What Does Not Live in Wunderbuild

• Client relationship notes (HubSpot)
• Pipeline and sales data (HubSpot)
• Business financial reports (accounting software / Google Sheets)
• HR files (secure Google Drive folder)

Wunderbuild Standards

• Every project is set up within 24 hours of contract execution
• Budget is entered at setup and updated at every variation approval
• Variation register is updated within 24 hours of identifying a variation event
• Site diary is completed by the Site Manager every working day (minimum: what work was done, how many workers on site, weather, any incidents or issues)
• Purchase orders are created for every subcontractor engagement — no verbal POs
• Progress claims are submitted through Wunderbuild (linked to the client's invoice)
• Every document is uploaded to the project file as it is produced or received

Atlas role: Atlas can extract project summaries, variation registers, and outstanding actions from Wunderbuild on request. PM voice memos of site meetings can be transcribed by Atlas and uploaded as site diary entries.

8.2 HubSpot — The Relationship Operating System

HubSpot manages everything that happens before a contract is signed: leads, proposals, architect relationships, and client follow-up.

HubSpot Usage Standards

See Part 5.3 for pipeline stages and data standards.

Mandatory HubSpot habits: - Every call with a lead, client, or architect is logged same day - Every meeting is summarised in the contact record within 24 hours - All emails sent from @marshtomansion.com are tracked through HubSpot (Chrome extension) - Pipeline is updated every Monday as part of the weekly management meeting prep

Atlas role: Atlas can generate a HubSpot pipeline summary on request, draft follow-up emails for open leads, and identify overdue follow-ups. Command: "Atlas, run the HubSpot pipeline digest."

8.3 Atlas — The AI Operating System

Atlas is the AI operating system built for the Otetto Group. Within Marsh to Mansion, Atlas acts as an embedded operational intelligence layer: processing information, generating documents, drafting communications, and surfacing insights across the business.

What Atlas Can Do for MTM

For the Chairman: - Weekly management meeting summary and action register - Pipeline and financial dashboard summary - Draft emails to architects, clients, and subcontractors - Strategic analysis (market positioning, financial modelling, hiring decisions) - Morning brief: active project status, overdue items, key follow-ups - Research: competitor activity, DA searches, architect practice profiles - Draft the board report for the GM role during vacancy

For the Head of Construction Operations: - Site meeting minutes from voice memo or dot-point notes - Defect notice and subcontractor instruction drafts - Programme analysis: what is on critical path, what is at risk? - Variation position paper for disputed variations - Quality inspection checklists per project type - Subcontractor performance reports

For the Project Manager: - Variation notices from a description of the event (PM provides: what happened, preliminary cost, what trade is involved — Atlas produces the formatted notice) - Progress claim covering email - Client communication drafts (bad news call follow-up email, DLP check-in, PC approaching notification) - Meeting agendas and minutes - Weekly project update for client (PM provides bullet points — Atlas produces the email) - Subcontractor PO drafts - Budget risk flag emails

For the Site Manager: - Site diary template and daily log format - SWMS review checklist (Atlas reviews the SWMS against the activity and flags gaps) - Neighbour notification letters - Incident report drafts - Tool and plant inventory tracking

How to Use Atlas Effectively

Give Atlas context. Atlas performs best when given specifics. "Draft a variation notice for rock excavation at the Mosman project. The rock was found at 800mm below finished floor level, excavation contractor has quoted $11,200 including GST. Our margin is 15%. Client is Sarah and Mark Thornton." That will produce a better output than "draft a variation notice."

Review everything Atlas produces. Atlas generates first drafts. The PM or HOC reviews and approves before anything goes to a client or subcontractor. Atlas is the drafter. The PM is the decision-maker.

Use voice memos. The fastest way to engage Atlas for site-related tasks is a voice memo. Record a 2-minute voice note on what happened, what was discussed, what decisions were made. Atlas transcribes, structures, and produces the output.

Command phrases for the MTM team: - "Atlas, generate the weekly site meeting minutes for [project]. Notes: [paste or dictate]." - "Atlas, draft a variation notice. Details: [describe]." - "Atlas, summarise the open items on all active projects." - "Atlas, draft a progress claim covering email for [project], Claim [X], amount $[Y]." - "Atlas, run the HubSpot pipeline summary." - "Atlas, draft a subcontractor underperformance notice for [subie name], [trade], [project]. Issue: [describe]."

8.4 Google Workspace — Document Standards

Google Drive Folder Structure

Top-level structure:

Marsh to Mansion — Google Drive
│
├── 01 — Active Projects
│   ├── [Suburb — Client Surname — Project No.]
│   │   ├── 01 — Contract and Legal
│   │   ├── 02 — Drawings and Specifications
│   │   ├── 03 — Programme
│   │   ├── 04 — Progress Claims
│   │   ├── 05 — Variations
│   │   ├── 06 — Subcontractors (POs, invoices, insurance)
│   │   ├── 07 — Site (diary, photos, inspection records)
│   │   ├── 08 — Correspondence
│   │   └── 09 — Defects and PC
│
├── 02 — Completed Projects
│   └── [Same structure as Active Projects]
│
├── 03 — Pipeline and Pre-contract
│   ├── [Client Surname — Address — Status]
│   │   ├── Proposals
│   │   ├── Pricing
│   │   └── Correspondence
│
├── 04 — Company Operations
│   ├── Finance
│   │   ├── Management Accounts
│   │   ├── Bank Statements
│   │   └── Tax Returns
│   ├── HR and People
│   │   ├── Employment Contracts (CONFIDENTIAL)
│   │   ├── Performance Reviews
│   │   └── Onboarding
│   ├── Templates
│   ├── Marketing
│   └── Insurance and Licences
│
└── 05 — Systems and SOPs
    └── Operations Manual (this document)

Document Naming Conventions

Every document saved to Google Drive follows this naming format:

[YYYYMMDD] — [Project or Category] — [Document type] — [Version]

Examples: - 20260401 — Mosman Thornton — Variation Notice V-003 — FINAL - 20260415 — Cremorne Whitfield — Progress Claim 5 — DRAFT - 20260101 — Company — Management Accounts March 2026 — FINAL

Never save documents without a date prefix. Finding an undated document months later is a waste of time.

Email Signature Standard

All MTM team members use the following email signature format:

[Full Name]
[Role Title]
Marsh to Mansion
T: [mobile number]
E: [name]@marshtomansion.com
W: marshtomansion.com.au
Licence: NSW Builder's Licence [XXXXXXXXX]

No quotes. No images beyond the MTM logo. No personal social media links.

8.5 AI Playbooks by Role

[ALL ROLES] Read this section. Every role has a specific playbook below. Start with "How We Use AI at MTM" and then go to your role.

How We Use AI at MTM

[ALL ROLES]

Atlas is not a tool you open when you need help. Atlas is infrastructure — the same way Wunderbuild is infrastructure for project management and HubSpot is infrastructure for pipeline. You use it every day, for recurring tasks, until those tasks become faster than doing them manually.

The Three Levels

Level 1 — Chat: You ask, Atlas answers. Most people start here. Useful, but not compounding.

Level 2 — Cowork: Atlas does daily tasks for your role. You give it context, it produces the output. Weekly client updates, variation notices, progress claim narratives, board packs. This is where the time savings are measurable within a week.

Level 3 — Claude Code: Atlas builds systems and automations. Entire workflows run themselves. This is where tasks disappear from your calendar permanently.

The Pro Loop

Every time you notice yourself asking Atlas the same type of question — that is the signal. That recurring request is the automation target.

1. Notice what you keep asking
2. Record a voice note explaining the process (2-3 minutes)
3. Paste the transcript into Atlas with: "Use the skill-creator to build a skill based on this workflow: [transcript]"
4. Atlas builds a permanent skill — the task runs exactly how you described, every time, without re-explaining

Voice-to-Skill: Record Any Process, Turn It Into a Permanent Skill

1. Record a 2-3 minute voice note on your phone explaining any repeatable workflow
2. Transcribe it (your phone's native transcription, or paste the audio into Atlas)
3. Paste the transcript into: "Use the skill-creator to build a skill based on this workflow description: [transcript]"
4. Atlas builds the full SKILL.md automatically
5. The skill is now permanent — any future team member can use it the same way

Best candidates: how you write site reports, how you structure variation notices, how you format client update emails, how you want the board pack laid out.

The Compounding Timeline

• Week 1: You hand off individual tasks — emails, reports, summaries
• Week 4: Atlas handles whole categories of work — all client update emails, all variation notices, all meeting minutes
• Week 8: Systems run on their own — the morning brief arrives, the pipeline digest is ready, site diary entries are formatted, all before you open your laptop

How to Submit a New Workflow to Be Built Into a Skill

Record the voice note. Send it to Christo via Telegram or email with the subject "Skill request: [workflow name]". Atlas or Christo will build the skill and deploy it within 48 hours.

What NOT to Use Atlas For

• Signing contracts, variation approvals, or legal documents — Atlas drafts, humans sign
• Final financial sign-offs — Atlas prepares, the GM or Chairman approves
• Making legal commitments on behalf of the company — Atlas can draft the communication, but a human must review and send it
• Replacing your judgment on safety decisions — Atlas can check a SWMS for gaps, but the Site Manager is accountable

AI Playbook — Executive Chairman

[CHAIRMAN]

What Atlas can do for this role: - Deliver the morning brief (6am Telegram): project health, pipeline summary, top priorities, blind spot flag, market intelligence - Research any architect practice, investor, or contact before a meeting - Pressure-test strategic decisions using the LLM Council ("council this: [decision]") - Draft investor communications, board pack narratives, and LC investor updates - Generate the weekly management meeting summary and action register from raw notes - Run the HubSpot pipeline digest on demand - Draft architect BD emails using the Email Drafter protocol - Flag when financial metrics are drifting from targets

How to use it: Open Atlas on Telegram. Speak or type. For morning brief: it arrives automatically at 6am. For strategic decisions: trigger the LLM Council with "council this: [describe the decision]" — five AI advisors independently analyse, peer-review each other, and deliver a synthesised verdict. For research: "brief me on [architect firm / investor name]" before any meeting.

Prompts to save (copy-paste ready):

Strategic Advisor — for any major decision:

I want you to act as my personal strategic advisor:
- IQ of 180. Brutally honest and direct.
- Built multiple successful companies.
- Deep expertise in psychology, strategy, and execution.
- Won't tolerate excuses. Focuses on leverage points for maximum impact.
My situation: [describe in 2-3 sentences]
My question: [what do you need advice on?]

Architect BD email — Email Drafter: Provide: To (architect name and practice), Purpose (first contact / follow-up / project reference), Goal (15-minute call / site visit invitation), Key points (recent project in common suburb, specific detail you admire), Tone (professional, warm). Atlas produces the ready-to-send email.

Investor research:

Brief me on [investor name / firm]. Meeting them [timeframe].
Cover: investment thesis, recent portfolio, public statements, connection to construction or climate.
Flag red flags or alignment points.
Format as a 1-page briefing note, 5-minute read.

The Pro Loop: Monday morning, Atlas generates the weekly pipeline and project summary before the management meeting. Review in 5 minutes, arrive with three sharp questions. Track which weekly inputs take longest to process — that is your next automation target.

Voice-to-Skill: Best candidates: how you want architect BD emails structured, how you want investor updates formatted, how you want the morning brief personalised.

INSTRUCTIONS.md Template — Executive Chairman

Create a Claude.ai Project, paste this as the Project Instructions:

# INSTRUCTIONS — Executive Chairman, Marsh to Mansion

## Who You Are
You are the AI assistant for Christo Ball, Executive Chairman of Marsh to Mansion
and Otetto Group. Marsh to Mansion is a premium residential construction company
in Sydney building architect-designed homes in the $1M-$5M range.

## What You Do
- Draft architect and investor communications
- Research contacts before meetings
- Pressure-test strategic decisions
- Generate pipeline and financial summaries
- Prepare board pack narratives from raw data
- Summarise meeting notes into action registers
- Draft Living Canvas investor materials

## Rules
- No em dashes in any output, ever
- No fluff. Lead with the answer, then the reasoning.
- Use active voice. Address Christo directly.
- Never invent facts — flag anything uncertain
- Branding: Marsh to Mansion (client-facing), Marsh Works (legal), Otetto Group (investor context)
- If unclear, ask ONE question before starting
- MTM current GP: 30%, target 40-45%. Overheads 8-10%. Net target 20-35%+.

## Key Context
- Top architect accounts: RUN Architecture (Martin), Smyth & Smyth (David),
  Jack Hawkins, Architect George/Dean, SAHA (Sascha)
- Active pipeline: $21.65M total, $11.43M probability-weighted
- Living Canvas: hempcrete prefab panels, seed raise $1.5M, co-founded with Harrison
- Tools: Wunderbuild (projects), HubSpot (pipeline), Atlas on Telegram (daily brief)
- iCare HBCF: monitor OJL monthly — Chairman owns this

## Memory
Start of every session: read MEMORY.md if available
End of every session: update MEMORY.md with new learnings and decisions

Role Cheat Sheet — Executive Chairman

AI Playbook — General Manager

[HOC+]

What Atlas can do for this role: - Format the monthly board pack from raw financial data inputs - Prepare weekly management meeting agenda and action register - Triage incoming email: action required / FYI only / delete - Draft employment communications (offer letters, performance notices, onboarding emails) - Generate cash flow forecast narrative from the numbers - Flag overdue debtors and suggest chase communication - Produce the pipeline summary from HubSpot data on request - Draft process improvement analysis for any operational area - Extract action items from any meeting notes, transcript, or voice memo

Prompts to save (copy-paste ready):

Meeting Notes to Action Items:

Paste any raw meeting notes, call transcript, or voice memo below.
Extract:
1. Key Decisions (only things clearly agreed, not just proposed)
2. Action Items (table: Owner | Task | Due Date)
3. Open Questions (unresolved items)
4. Suggested Next Meeting Agenda

Rules: never invent information. Every action needs WHO, WHAT, WHEN.
Decisions are final — only list something as decided if clearly agreed.
[PASTE NOTES HERE]

Automation Architect — for any manual process you repeat:

You are an automation architect.
Task I currently do manually: [describe in one sentence]
How often: [daily / weekly / monthly]
Step-by-step process I follow:
1.
2.
3.
Inputs I use: [emails, spreadsheets, Wunderbuild data, etc.]
Output I want: [be specific]
Constraints: not technical, prefer simple tools, minimum viable automation.

Design the simplest workflow, suggest tools, provide step-by-step implementation,
estimate time saved per week, and flag failure points.

Cash flow flag email draft: "Draft a cash flow status email to the Chairman. Active debtors: [list]. Expected receipts this week: [list]. Current cash position: $[X]. 60-day outlook: [describe]. Any risks: [list]. Tone: factual, direct."

The Pro Loop: Board pack is the highest-leverage recurring task. Each month: provide raw financial data, Atlas formats the full pack. After three months of refinement it requires zero editing.

INSTRUCTIONS.md Template — General Manager

Create a Claude.ai Project, paste this as the Project Instructions:

# INSTRUCTIONS — General Manager, Marsh to Mansion

## Who You Are
You are the AI assistant for the General Manager of Marsh to Mansion,
a premium residential construction company in Sydney. The GM runs
the day-to-day business — revenue performance, project delivery,
financial management, people, and pipeline.

## What You Do
- Prepare monthly board packs and financial summaries
- Draft the weekly management meeting agenda and action register
- Triage email and flag items requiring GM action
- Draft employment communications
- Generate pipeline summaries from HubSpot data
- Prepare cash flow forecasts and overdue debtor reports
- Extract action items from meeting notes and voice memos

## Rules
- No em dashes in any output
- Direct and professional tone — no waffle
- Never invent figures — flag anything uncertain
- If unclear, ask ONE question before starting
- MTM GP target: 40-45% (current base 30%). Overhead target: 8-10%.
- Pipeline minimum: 2x current revenue at all times

## Key Context
- Systems: Wunderbuild (project management), HubSpot (pipeline/CRM),
  Google Drive (documents)
- Current active projects: Freshwater, Neutral Bay, Stanmore, Bronte
- Outstanding cash flow items: Freshwater v1055 $7,922 (status unknown),
  Stanmore PC1045 heating balance $44,499, Stanmore variations $120K+
- Report to Chairman weekly; board pack within 5 days of month-end

## Memory
Start of every session: read MEMORY.md if available
End of every session: update MEMORY.md with new decisions and financial context

Role Cheat Sheet — General Manager

AI Playbook — Head of Construction Operations

[HOC+]

What Atlas can do for this role: - Convert voice memos from site visits into structured site reports - Draft variation notices from a description of the event - Produce weekly project status reports (RAG format) - Draft subcontractor underperformance notices and site instructions - Review a SWMS against the specific site activity and flag gaps - Generate the defects list from site walk notes - Produce the progress claim narrative from work-completed inputs - Research Australian Standards requirements for any specific issue - Draft RFIs with proposed solutions attached - Flag programme risks from Wunderbuild programme inputs

Prompts to save (copy-paste ready):

Variation notice from description:

Draft a variation notice for [project name].
Event: [describe what happened]
Scope affected: [what work is different from the contract]
Preliminary cost: $[X] excl. GST (subie quote: $[Y])
Our on-cost: [X]%
Programme impact: [none / X days]
Client: [name]
Variation number: V-[XXX]
Use the MTM variation notice template. Formal and factual.

SWMS review:

Review the following SWMS for [trade / activity] at [project].
High-risk work category: [e.g. work at heights above 2m]
Site-specific conditions: [e.g. adjacent to live traffic / asbestos present]
Flag: (1) gaps between the SWMS and actual site conditions,
(2) mandatory SafeWork NSW requirements missing,
(3) items workers must be specifically briefed on.
[PASTE SWMS CONTENT]

Subcontractor performance notice:

Draft a written performance notice for [subcontractor], [trade], [project].
Issue: [describe — quality / programme / safety]
Date first raised verbally: [date]
Expected standard: [describe]
Required action and deadline: [what they must do by when]
Consequence if unresolved: [removal from site / retention withheld]
Tone: direct, factual, firm.

The Pro Loop: Every site visit generates notes that sit in your phone. The Pro Loop: end every site visit with a 2-minute voice memo. That becomes a structured site report in Atlas within 60 seconds. Over four weeks every project has a complete, searchable inspection record — which is your evidence base in any defect or variation dispute.

INSTRUCTIONS.md Template — Head of Construction Operations

Create a Claude.ai Project, paste this as the Project Instructions:

# INSTRUCTIONS — Head of Construction Operations, Marsh to Mansion

## Who You Are
You are the AI assistant for the Head of Construction Operations at
Marsh to Mansion. The HOC owns every active project from contract
execution to handover — quality, programme, safety, and margin.

## What You Do
- Draft variation notices, site instructions, and subcontractor performance notices
- Convert site visit voice memos into structured reports
- Review SWMS documents for completeness against NSW WHS requirements
- Produce RAG project status reports
- Generate progress claim narratives
- Research Australian Standards requirements
- Flag programme risks and budget overruns

## Rules
- No em dashes in any output
- Direct and technical — this is a construction context, be precise
- Always reference relevant Australian Standards or NSW regulation where applicable
- Never invent facts — flag anything uncertain
- Variation rule: no work commences without written client approval
- MTM GP minimum: 30%. Target: 40-45%.

## Key Context
- Active projects: Freshwater, Neutral Bay, Stanmore (completing), Bronte (commencing)
- Systems: Wunderbuild (all project data), Google Drive (documents and photos)
- Key standards: AS 1684 (framing), AS 3740 (waterproofing), AS 3600 (concrete),
  NCC 2022 (condensation, livable housing, 7-star NatHERS), BASIX
- Variation threshold: HOC approves any variation. Items above $15K notified to GM.
- Safety: WHS Act 2011 NSW — MTM is the PCBU on all sites

## Memory
Start of every session: read MEMORY.md if available
End of every session: note any project decisions, quality flags, or subcontractor issues

Role Cheat Sheet — Head of Construction Operations

AI Playbook — Senior Project Manager / Project Manager

[PM+]

What Atlas can do for this role: - Draft client progress update emails (PM provides bullet points, Atlas produces the polished email) - Draft variation notices using the MTM template - Generate progress claim supporting narratives - Draft RFIs to architects with proposed solutions included - Extract action items from site meeting notes - Draft bad news communication - Write DLP check-in emails and post-PC follow-ups - Draft subcontractor POs from scope descriptions - Prepare the weekly client update from bullet-point inputs

Prompts to save (copy-paste ready):

Client progress update email:

Draft a client progress update email for [project], week ending [date].
Client: [name]
Key events this week: [bullet list]
Next week on site: [what will happen]
Open client decisions needed: [list or "none"]
Any concerns or issues: [describe or "no issues this week"]
Tone: professional, warm, direct. Informed and confident. No waffle.

RFI with proposed solution:

Draft an RFI to [architect name] for [project].
Drawing / specification reference: [document number]
The issue: [describe clearly — what the drawings show, what the conflict is]
Our proposed solution: [what we think the intent is / what we recommend]
Response needed by [date] to avoid delay to [trade / activity].
Format: clear and professional. Include our proposed solution prominently.

Bad news communication:

Draft an email to [client] about an issue on [project].
What happened: [factual description]
Why it happened: [root cause, factually]
Programme impact: [X days / no impact]
Cost impact: [none / variation to follow / absorbed]
What we are doing about it: [plan]
Tone: honest, calm, solution-focused. Client should feel we are in control.

The Pro Loop: The recurring task to automate first is the weekly client update email. Record a 60-second voice memo after each weekly site meeting listing the key events and what's happening next week. Paste into the client update prompt. Atlas drafts the email in 30 seconds. Review and send. Total time: 3 minutes instead of 20.

INSTRUCTIONS.md Template — Senior Project Manager / Project Manager

Create a Claude.ai Project, paste this as the Project Instructions:

# INSTRUCTIONS — Project Manager, Marsh to Mansion

## Who You Are
You are the AI assistant for a Project Manager at Marsh to Mansion.
The PM owns assigned projects end-to-end from contract execution
to defects liability period completion — delivery, client relationship,
variations, progress claims, and programme.

## What You Do
- Draft client progress update emails from bullet-point inputs
- Draft variation notices using the MTM template
- Generate progress claim narratives
- Draft RFIs with proposed solutions to architects
- Extract action items from meeting notes
- Draft bad news communications to clients
- Prepare subcontractor POs and performance notices
- Write DLP and post-PC follow-up emails

## Rules
- No em dashes in any output
- Professional, warm, direct — no corporate waffle
- Variation rule: nothing commences without written client approval. Ever.
- Always include a proposed solution in every RFI
- Never invent contract figures — flag anything to verify
- If unclear, ask ONE question before starting
- MTM variation margin minimum: 15%. Target: 20-25%.

## Key Context
- Systems: Wunderbuild (project management), HubSpot (client CRM),
  Google Drive (documents and photos)
- Contract types: HIA (under $1M), MBA NSW (above $1M or complex scope)
- SOP Act: NSW Building and Construction Industry Security of Payment Act 1999
  — use for any overdue payment beyond 20 business days
- Client communication rule: bad news by phone first, follow-up email same day

## Memory
Start of every session: read MEMORY.md if available
End of every session: note any client communication decisions or variation status updates

Role Cheat Sheet — Senior Project Manager / Project Manager

AI Playbook — Site Manager

[ALL ROLES]

What Atlas can do for this role: - Convert end-of-day voice memos into structured site diary entries - Draft neighbour notification letters - Draft incident report templates from a verbal description - Review SWMS documents for gaps before work commences - Generate the daily safety checklist for specific HRCW types - Draft material shortage notifications to PM - Format the weekly programme review for PM submission - Produce site inspection reports from voice notes

How to use it: The primary tool is the voice memo. At end of day, record a 2-minute summary: what trades were on site, what work was done, any issues, what is planned tomorrow, any materials or instructions needed. Send the transcript to Atlas. Structured site diary entry in Wunderbuild format returned in 2 minutes.

Prompts to save (copy-paste ready):

End-of-day site diary from voice memo: "Convert this voice note into a structured site diary entry for [project], [date]. Format: Date / Weather / Workers on site (name and trade) / Work performed (specific) / Issues or incidents / Instructions received / Tomorrow's planned work / Materials or approvals needed. [PASTE TRANSCRIPT]"

Incident report:

Draft an incident report for [project].
Date and time: [date / time]
Person involved: [name, trade, company]
What happened: [describe factually — sequence of events]
Injury or damage: [describe or "no injury, near miss only"]
Immediate action taken: [first aid / area secured / trade stopped / etc.]
Witnesses: [names if any]
Follow-up required: [PM notification / SafeWork NSW report / medical]
Format: factual, unemotional. Legal document.

Safety checklist for specific HRCW: "Generate a site safety checklist for [specific HRCW — e.g. 'scaffolding erection', 'concrete pour on upper floor slab', 'excavation to 2.5m']. Project: [name]. Site conditions: [describe hazards]. Reference: WHS Regulation 2017 NSW."

The Pro Loop: Record the voice memo at the end of site walkthrough (4:30pm), before packing up. That 2-minute recording becomes the site diary. Nothing extra at end of day. Over four weeks: a complete, detailed site record with zero additional effort.

INSTRUCTIONS.md Template — Site Manager

Create a Claude.ai Project, paste this as the Project Instructions:

# INSTRUCTIONS — Site Manager, Marsh to Mansion

## Who You Are
You are the AI assistant for a Site Manager at Marsh to Mansion.
The Site Manager is the senior person on site — responsible for
safety, programme, quality, and subcontractor coordination at
the site level.

## What You Do
- Convert voice memos into structured site diary entries
- Draft neighbour notification letters
- Draft incident reports from verbal descriptions
- Review SWMS documents for completeness
- Generate safety checklists for specific HRCW types
- Draft material shortage and delivery communications to PM
- Format weekly programme reviews

## Rules
- Site diary entries are legal documents — factual only, no editorialising
- Safety is non-negotiable — any safety flag gets escalated immediately
- Reference NSW WHS Act 2011 and WHS Regulation 2017 for safety matters
- SWMS must be in place BEFORE any high-risk construction work commences
- If unclear on any safety requirement, default to: stop work, ask PM

## Key Context
- Systems: Wunderbuild (site diary), Google Drive (photos and documents)
- HRCW categories requiring SWMS: falls above 2m, excavation below 1.5m,
  demolition of load-bearing elements, work near energised services, asbestos
- Notifiable incident line: SafeWork NSW 13 10 50
- Daily safety checklist is in Part 9.6 of the Operations Manual

## Memory
Start of every session: check for any open site issues from yesterday
End of every session: note any safety observations, quality flags, or programme risks

Role Cheat Sheet — Site Manager

The Memory Hack — Turn Any Long Working Session into a Permanent Skill

[ALL ROLES]

After any long working session where you have refined how Atlas produces something (proposals, reports, email drafts), lock it in permanently:

Analyse everything we've discussed — my preferences, workflow, feedback, what I liked,
what I rejected, my tone, structure, formatting rules. Then use the skill-creator to build a
Skill that captures all of it. Build the full SKILL.md with proper metadata plus any reference
files. Run the eval to test it.

One prompt. The entire conversation becomes a skill that runs exactly how you want, every time, without re-explaining.

Research Synthesis — For Any Research Task

[PM+]

Paste multiple articles, reports, or source documents:

Synthesise the following sources.
For each source: 3-5 sentence summary of the core argument and key data.
Then: Key themes (must appear in 2+ sources to qualify).
Then: Contradictions and disagreements between sources.
Then: Actionable takeaways (specific and concrete — not "consider the implications").
Then: Gaps — what the research doesn't cover but probably should.
[PASTE SOURCES]

Use for: architect research, hempcrete industry scans, NSW compliance updates, competitor analysis, investor background checks.

PART 9: COMPLIANCE AND RISK

[HOC+] Full compliance reference. Site Managers: see your role cheat sheet (Part 8.5) for the daily and weekly items that apply to you.

Compliance in NSW residential construction is not a burden. It is the commercial floor. MTM's standard is to sit above that floor — to know the requirements better than the clients and the regulators, and to use that knowledge as a competitive advantage. The Builder who cannot answer an architect's question about NCC 2022 or a certifier's query about AS 3740 is the builder who loses the repeat relationship. This Part is the reference that makes MTM the smartest operator in the room.

9.1 NSW Builder Licensing

Contractor and Supervisor Licences

Residential building work in NSW is regulated under the Home Building Act 1989 (NSW). All work must be carried out by or under the supervision of a licence holder.

Contractor licence (company): Marsh Works Pty Ltd holds a contractor licence issued by NSW Fair Trading. The licence authorises the company to enter into contracts for residential building work. The licence number appears on all MTM contracts, signage, and letterhead. NSW Fair Trading can revoke a contractor licence for repeated safety breaches, financial failures, or persistent defect claims.

Supervisor certificate (individual): Every contractor licence must be backed by a nominated supervisor who holds a current supervisor certificate. This is the personal licence. Where Christo Ball holds the supervisor certificate backing Marsh Works, his licence is a key-person risk. The GM's hiring priority for HOC includes ensuring a second qualified supervisor is in place within 12 months.

Endorsed contractor licence: An endorsed licence permits the holder to carry out additional categories of work beyond standard residential building. Common endorsements relevant to MTM: swimming pools, stairways, and fire protection work. Check the licence endorsements before quoting any specialist scope.

Licence verification — mandatory before any subcontractor touches the site: - Go to licence.fairtrading.nsw.gov.au - Search by licence number or business name - Screenshot the result and file in Wunderbuild under the subcontractor's record - Check the expiry date — flag in Wunderbuild 30 days before expiry

What happens when a subcontractor's licence lapses on site: Work carried out by an unlicensed tradesperson is unlicensed work under the Home Building Act. Liability can flow back to MTM as the principal contractor. Stop the work immediately. Do not allow it to resume until the licence is reinstated or a licensed replacement is on site. Document everything.

Continuing Professional Development (CPD): Supervisor certificate holders are required to complete CPD as a condition of licence renewal. The GM diarises CPD requirements for all MTM licence holders and reminds them 60 days before renewal.

Owner Builder permits: A separate creature. An owner builder permit allows an individual to carry out or arrange building work on their own residence without holding a contractor licence. MTM does not pursue owner-builder projects — the insurance and liability exposure is materially higher than standard residential work.

9.2 iCare HBCF — Home Building Compensation Fund

What It Is

The NSW Home Building Compensation Fund (HBCF), administered by iCare, is mandatory insurance for all residential building contracts over $20,000 in NSW. It protects homeowners against loss caused by incomplete or defective work where the builder has died, disappeared, or become insolvent.

Without a valid HBCF certificate in place: - The contract is illegal - Work cannot lawfully commence - MTM's builder's licence is at risk of suspension - The client has no consumer protection

There is no circumstance where MTM commences residential work over $20,000 without a current HBCF certificate. No exceptions. Not for trusted clients. Not for small extras.

What It Covers

HBCF covers the homeowner's loss resulting specifically from the builder's death, disappearance, or insolvency. It does not cover every defect or dispute — only the three trigger events. The maximum claim is limited by the coverage amount on the certificate.

Applying for a Certificate of Eligibility

Before MTM can issue HBCF certificates on individual contracts, the company must hold a current Certificate of Eligibility from iCare. This eligibility is reviewed annually and sets the approved capacity limits.

Application process: 1. Submit financial accounts and company information to iCare 2. iCare assesses the Annual Sales Revenue (ASR) and financial position 3. iCare issues the Certificate of Eligibility, which includes the approved Open Job Limit (OJL) and Aggregate Statutory Limit (ASL) 4. For each new contract, a project-specific HBCF certificate is issued through the iCare portal, paid by MTM (premium recovered in the contract price), and attached to the signed contract

Open Job Limit (OJL) — The Capacity Ceiling

The OJL is the maximum total value of all active residential contracts MTM can hold at any one time under HBCF coverage. It is not unlimited. It is a hard ceiling.

How it is calculated: iCare uses a formula that considers ASR, financial strength, and project exposure. The OJL may be based on either the balance sheet OJVL (financial position-based) or the ASR score — iCare uses whichever is lower in some circumstances, creating a six-month lock-in risk.

Why MTM must monitor it monthly: - If active contracts reach the OJL, the next contract cannot be executed until a current project reaches practical completion - Signing a contract without available HBCF capacity = uninsured work = illegal = licence suspension risk - The pipeline can look healthy while capacity is at the ceiling — those are separate problems

Monthly OJL monitoring process (GM): 1. First working day of each month: calculate total active contract value across all projects in Wunderbuild 2. Compare to the approved OJL on the current Certificate of Eligibility 3. Calculate headroom: OJL minus active contract value 4. Report to Chairman: current utilisation %, headroom amount, any upcoming contract that would consume remaining headroom 5. If utilisation exceeds 80%: Chairman is notified immediately, new contracts are held until headroom recovers or an OJL increase is approved

Aggregate Statutory Limit (ASL): The total coverage available across all active projects. Separate from the OJL. Both must be monitored.

ASR (Annual Sales Revenue): The revenue figure iCare uses to calculate capacity. MTM's ASR should reflect actual construction revenue (not GST, not pass-through costs). Accurate reporting of ASR is in the company's interest — understating it limits capacity; overstating it risks audit. The accountant confirms the ASR figure at each eligibility renewal.

The risk in plain English: If MTM signs a $2M contract tomorrow and is already at the OJL ceiling, that contract is uninsured. The client has no protection. MTM is exposed to a $2M liability with no coverage. The licence is at risk. This is not a theoretical scenario — it has ended construction businesses. The monthly monitoring process exists to prevent this.

9.3 National Construction Code (NCC) 2022 — Key Changes and MTM Obligations

[HOC+] The NCC 2022 came into effect 1 May 2023 in NSW. These are the changes that affect every new residential project MTM builds.

Condensation Management (New — Mandatory)

The requirement: All new Class 1 buildings (houses and townhouses) must include a condensation management strategy addressing the building fabric.

What this means on site: - Vapour permeable wall membranes (wall wraps) are now required on specified wall types - The membrane must be installed with a minimum 25mm drainage/ventilation cavity between the membrane and the cladding — achieved using horizontal battens fixed over the membrane - Without the standoff, moisture that penetrates behind the cladding cannot drain — it accumulates, damages the framing, and creates a latent defect that manifests 5-10 years later

The common (wrong) installation: Membrane installed directly against studs, cladding fixed directly over the membrane. No standoff. No drainage gap. Looks fine at inspection. Fails within a decade.

MTM standard: All vapour permeable membranes installed with 25mm minimum batten standoff. Site Manager photographs the membrane and battens before any cladding is fixed. HOC is notified of any subcontractor resistance to this requirement. This is non-negotiable.

Who checks: PM verifies on framing inspection before cladding commences. Photograph all membrane installations.

Livable Housing Design (Mandatory from 1 October 2023)

The requirement: All new Class 1a dwellings must meet the Silver level of the Livable Housing Australia (LHA) design standard — a minimum accessibility standard.

Key requirements: - At least one step-free entry to the dwelling - Internal doorways minimum 820mm clear width (wider than standard 770mm door opening) - A hobless (step-free) shower in at least one bathroom - Accessible car parking space (where car parking is provided) - Reinforcing in bathroom walls to allow future grab rail installation

MTM obligation: Every new home design is reviewed against the LHA Silver standard before DA lodgement. Raise at pre-DA stage with the architect. Confirm compliance in the construction documentation. If a design does not meet these standards, a variation to the NCC must be justified — this is the architect's responsibility but MTM must flag it.

BASIX (NSW-Specific — Mandatory)

The requirement: All new residential buildings and significant alterations (typically over $50,000 work value) in NSW require a BASIX (Building Sustainability Index) certificate.

Key facts: - BASIX certificate is required BEFORE DA lodgement — it is a DA document - BASIX sets commitments for energy, water, and thermal comfort that must be honoured in the build - The builder is obligated to build exactly to BASIX commitments — if a specified insulation product, glazing system, or HVAC system is changed, a BASIX amendment is required before the substitution proceeds

The critical failure mode: Changing thermal insulation R-values or window glazing mid-build without a BASIX amendment voids the certificate. This is a compliance failure. The certifier checks BASIX commitments at final inspection. Failure = no Occupation Certificate.

MTM process: - At project setup: confirm BASIX certificate is in the contract documents. Check that the material specifications on the drawings match the BASIX commitments. - Mid-project: any substitution of insulation, glazing, HVAC, or hot water system requires PM to check BASIX commitments before approving the substitution. If the substitution changes the BASIX outcome, refer to the architect/designer for a BASIX amendment. - BASIX amendments are lodged by the client or designer through basix.nsw.gov.au. Allow minimum 5 business days.

Energy Efficiency — 7-Star NatHERS (New Minimum)

The requirement: New Class 1 buildings must achieve a minimum 7-star NatHERS (Nationwide House Energy Rating Scheme) rating. This replaced the previous 6-star minimum under NCC 2022.

MTM obligation: Ensure the energy assessor is engaged at the design stage, not as a documentation afterthought. A 7-star rating affects glazing selection, insulation specification, and building orientation — decisions that cannot be undone after documentation is complete.

Embodied Carbon (Emerging — Mandatory 2027-2028)

Current status: Voluntary under NCC 2022.

Mandatory from: NCC 2025/2028 cycle (proposed 2027-2028).

What it means: Builders will be required to declare and limit the embodied carbon of building materials — the carbon emitted in manufacturing, transporting, and installing materials.

MTM's advantage: Living Canvas hempcrete panels are carbon-negative — they store more carbon than is emitted in their production. This is a genuine, measurable competitive differentiator. It is available now, before the mandate. MTM is the only builder in our tier with direct access to a certified carbon-negative building product.

How to use it today: Raise with architects who work on sustainability-conscious projects. Raise with clients who mention environmental credentials. The conversation is: "The NCC embodied carbon mandate becomes mandatory in 2027. We're already ahead of it through Living Canvas. Want to be one of the first homes in Sydney built to that standard?"

9.4 Australian Standards — Critical Reference for Residential Construction

[HOC+] These are the standards that govern MTM's day-to-day construction decisions. The HOC and all PMs must know these by name, scope, and key requirements.

AS 1684 — Residential Timber Framed Construction

What it covers: The primary standard for all timber framing in NSW. Wall frames, floor frames, roof frames, bracing, tie-downs, and fixing schedules.

Parts relevant to MTM: - Part 2: Non-cyclonic areas (applicable to Sydney) - Part 4: Simplified — for standard construction

Critical clauses MTM must apply:

Section 8 — Bracing: All bracing panels must be installed per the structural engineer's bracing schedule. Position, type, and fixing method are all specified. Do not substitute or improvise bracing. An under-braced building fails in high wind events.

Section 9 — Tie-downs: Every rafter must be tied down to the wall frame per the tie-down schedule. In coastal suburbs (wind category N3 and above, which covers most of MTM's target geography), tie-down requirements are more demanding than standard suburban areas. A missed tie-down is a latent defect with serious liability.

Fixing schedules: Nail sizes and quantities are specified for every connection. Do not substitute smaller nails or fewer nails. The fixing schedule is in the standard — the Site Manager and Leading Hand must know it.

Span tables: Timber span tables are contained within AS 1684 and in the WoodSolutions span tables at woodsolutions.com.au/span-tables (free access). Never use a span table without confirming the correct wind category and load conditions with the structural engineer.

Common site failures: Incorrect nail sizes, missing tie-downs at roof-to-wall connections, bracing panels installed in the wrong position or with wrong fixings, rafters not tied down in coastal wind zones.

Who checks: Site Manager at frame inspection stage. HOC inspects before any cladding or lining is installed and signs off. No cladding or lining commences without HOC frame inspection sign-off.

Frame Inspection Checklist (mandatory — HOC or PM to complete)

HOC sign-off: ___ Date: ___

No cladding or internal lining to commence before this checklist is signed off.

AS 3600 — Concrete Structures

What it covers: All concrete structural elements. For residential work: reinforced slabs, columns, beams, retaining walls, footings.

Critical requirements:

Reinforcement cover: Minimum concrete cover to rebar must be maintained throughout the pour. Typical residential requirements: 20mm cover to reinforcement for footings in benign exposure, 30mm for exposed elements. For projects within 1km of coast: use 40MPa minimum concrete and 40mm cover to rebar — coastal exposure is aggressive on steel reinforcement.

Slab tolerances: AS 3600 specifies flatness and levelness tolerances. Document agreed tolerances with the concrete contractor before the pour. Survey the slab before floor finishes are installed. This prevents disputes.

Cold joints: Pouring fresh concrete against hardened concrete without a bonding agent creates a weak plane. Avoid cold joints by planning pours correctly. Where unavoidable, use a bonding agent and notify the structural engineer.

Common failures: Insufficient cover to rebar (bars too close to the face), incorrect rebar spacing, cold joints, wrong concrete grade specified or delivered.

MTM pre-pour checklist: - [ ] Rebar size, spacing, and cover checked against structural drawings — do not pour until confirmed - [ ] All penetrations formed and in position - [ ] All tie-downs and hold-downs cast in position where required - [ ] Formwork dimensioned correctly and secure - [ ] Concrete specification (strength grade, aggregate size, slump) confirmed with engineer and delivery docket checked on arrival - [ ] PCA inspection booked and completed (footing inspection, slab inspection) before pour - [ ] Coastal projects: 40MPa concrete confirmed, 40mm cover confirmed

AS 1170 — Structural Loading Standards

What it covers: The loads that structures must be designed to withstand. Part 1 (dead and live loads) and Part 2 (wind actions) are most relevant to MTM.

Wind categories in Sydney: - Sydney coastal suburbs (Freshwater, Bronte, Bondi, Manly, Balmoral, Mosman): typically N3 - N3 requires additional tie-down and connection details compared to standard N1/N2 suburban areas

MTM obligation: Confirm the wind category with the structural engineer at project setup. A structural engineer who designs to N2 when the project is in an N3 area is a liability. Check every new engagement.

Any proposed change on site that adds load to a structure — a spa bath on an upper floor, additional plant on a roof, a suspended timber deck — requires structural confirmation before proceeding. The Site Manager flags these to the PM. The PM refers to the structural engineer.

AS 3740 — Waterproofing of Domestic Wet Areas

What it covers: The most important quality standard in residential construction. Waterproofing is the highest-frequency defect category in NSW residential building. AS 3740 sets the minimum requirements for all wet area waterproofing.

Applies to: Bathrooms, ensuites, laundries, powder rooms, balconies, pool surrounds, and any wet area in a dwelling.

Critical requirements:

Membrane type: - Type A (fully bonded): required for internal shower areas - Type B (partially bonded): acceptable for some other wet area applications - Only use membranes that hold AS 4858 compliance — check the product spec sheet before specifying

Shower hob heights: - Standard shower with hob: 25mm minimum hob height - Barrier-free (hobless) shower: 50mm minimum upstand at perimeter and 1800mm minimum waterproofed wall height; floor falls are critical

Wall height requirements: - Inside shower: waterproofing minimum 1800mm height from finished floor level - Outside shower area but within wet area: minimum 150mm from finished floor level - Behind sanitary fixtures: to the height of the fixture

Floor falls: - Minimum 1:60 fall to waste in shower area - Minimum 1:100 fall to waste in remainder of wet area

Curing time: Waterproofing membrane must cure for the manufacturer's specified time before tiling commences. Liquid membranes typically 24-48 hours minimum. This is frequently rushed on site — it is a defect waiting to happen.

Flood test (mandatory before tiling): Plug the waste outlet. Fill the shower area to a minimum depth of 50mm. Leave for 24 hours minimum. Check for any moisture migration on the ceiling below or adjacent areas. If moisture is detected — the membrane has failed. Strip and re-apply.

Bond breaker at wall-to-floor junction: A bond breaker (foam rod or flexible sealant backing) at the angle between the floor membrane and the wall membrane prevents cracking from differential movement. Frequently omitted. Frequently the cause of early membrane failure.

MTM rule: Waterproofing inspection is a mandatory hold point. No tiling commences on any MTM project without a completed waterproofing inspection signed off by the PM or HOC.

Waterproofing Inspection Checklist (mandatory — PM or HOC to complete before ANY tiling)

PM/HOC sign-off: ___ Date: ___

No tiling to commence before this checklist is signed off. MBA Technical Bulletin Issue 1 (2025) addresses AS 3740 clause 4.2 interpretation — contact MBA technical (02 8586 3555) for guidance on specific applications.

AS 4858 — Wet Area Membranes

What it covers: Membrane types and performance requirements. Specifies what constitutes a compliant waterproofing membrane product.

MTM rule: Only use membranes that explicitly state AS 4858 compliance on the product data sheet. Do not use unlisted or unapproved products regardless of what the waterproofer recommends. If there is a defect and the membrane product is not AS 4858 compliant, the liability is with MTM.

Liquid membranes and sheet membranes have different application requirements — confirm with the manufacturer's technical data sheet for each specific application.

AS 2589 — Gypsum Linings in Residential and Light Commercial Construction

What it covers: Plasterboard (gypsum board) installation standards.

Key requirements: - Fire-rated assemblies: If fire-rated plasterboard is specified (FRL ratings), the installation must exactly match the tested system — joint location, fixing pattern, and stopping method are all specified and cannot be varied - Stopping levels: Level 4 stop is required for surfaces receiving premium paint finishes (gloss or semi-gloss). Level 3 is minimum for matt finishes. Specify the required stopping level to your plasterer in writing before work commences — disputes at this stage are avoidable - Moisture resistant (MR) board: Required in wet area applications. Standard board in a bathroom is a defect

AS 1562 — Design and Installation of Sheet Roof and Wall Cladding

What it covers: Colorbond, corrugated metal, and other sheet metal roofing and cladding.

Critical items for MTM: - Fastening requirements vary by wind category — confirm with engineer for N3 and above coastal sites - Valley flashings: correct lap dimensions are specified; incorrect installation is a leaking roof - Coastal projects: only stainless steel or hot-dipped galvanised fasteners within 1km of the coast — standard zinc-plated screws corrode and fail within 2-3 years in salt air

Vapour Permeable Membranes — Standoff Installation

Why this matters: A critical and current area of industry non-compliance following the NCC 2022 condensation provisions. Many builders are still installing wall wraps incorrectly in 2025 and 2026.

The correct method: 1. Install the vapour permeable membrane (wall wrap) over the external face of the frame 2. Fix horizontal battens (25mm minimum depth) over the membrane, at stud spacing 3. Fix cladding to the battens — NOT directly to the membrane or frame

The standoff creates: - A 25mm drainage cavity between the membrane and cladding - A ventilation path for moisture that penetrates the cladding - Drainage for any water that gets behind the cladding

The common incorrect method: Membrane installed, cladding fixed directly over the membrane. Looks correct at inspection. Fails silently over 5-10 years as moisture accumulates in the wall cavity with nowhere to drain.

MTM standard: All vapour permeable membranes installed with 25mm minimum batten standoff. This is documented in the frame inspection checklist. Site Manager photographs battens before cladding. HOC is the escalation point for any subcontractor resistance.

Span Tables — Where to Find Them

• AS 1684 span tables (timber framing): within AS 1684 and at woodsolutions.com.au/span-tables
• Steel span tables: Infrabuild/OneSteel — infrabuild.com
• Engineered timber (LVL, I-joists): each manufacturer publishes their own span tables — confirm with engineer before specifying
• Rule: never use a span table without confirming the correct wind category and load conditions with the structural engineer

9.5 NSW Guide to Standards and Tolerances

Published by: Building Commission NSW (formerly NSW Fair Trading) Access: buildingcommission.nsw.gov.au When to use: Client disputes about workmanship, defect claims, practical completion disputes, any argument about whether work is good enough

This document is the primary reference for resolving disputes about whether residential work meets an acceptable standard in NSW. Every PM and HOC must have read it. Every Site Manager must know its key tolerance categories.

Key Tolerance Categories

Concrete and slabs: - Floor flatness: ±3mm under a 1.8m straightedge (general areas) - Floor levelness: ±5mm over any 3m span - Document slab tolerances with a level survey before floor finishes are installed — this is the only evidence base you have in a dispute

Masonry: - Plumb: ±5mm per storey, ±10mm total height - Level: ±5mm per 5m run - Joint width: ±3mm from specified width

Timber framing: - Bow: 3mm maximum in 1.8m - Spring: 3mm maximum in 1.8m - Plumb: 3mm maximum per storey height

Plastering and plasterboard: - Wall flatness: ±3mm under 1.8m straightedge (Level 3 finish), ±2mm (Level 4 finish) - Plumb: ±2mm per metre height - Premium paint finish requires Level 4 stop — specify in writing before plastering commences

Painting: - No visible filling marks, sanding marks, or runs in finished coats - No visible lap marks when viewed from 1.5m under natural light - Minimum two finish coats over one undercoat for all new work

Joinery and cabinetry: - Reveal consistency: ±2mm - Door gaps: 2-4mm on hinge side, 2-3mm on latch side - Drawer operation: smooth, no binding

Tiling: - Flatness: ±3mm under 1.8m straightedge - Grout joint variation: ±1mm from specified width - Lippage: max 1mm between adjacent tiles (no edge bevel), max 2mm (with edge bevel) - Specify acceptable lippage in writing before tiling commences. This is the most common tiling dispute in residential construction. If it is not specified upfront, the dispute is harder to resolve.

MTM protocol: Site Manager photographs work against these tolerances before sign-off. If tolerance is borderline, HOC assesses before client inspection.

9.6 Work Health and Safety (WHS) — NSW Requirements

[ALL ROLES] Everyone on site is responsible for safety. This section is mandatory reading for all roles.

Legislation: Work Health and Safety Act 2011 (NSW) and Work Health and Safety Regulation 2017 (NSW) Regulator: SafeWork NSW — safework.nsw.gov.au | Emergency/Incident line: 13 10 50

Who Is the PCBU

Marsh Works Pty Ltd is the Person Conducting a Business or Undertaking (PCBU) and the Principal Contractor on all MTM sites. The PCBU has the primary duty of care. This duty cannot be outsourced to subcontractors.

Principal Contractor obligations: - Manage and control the workplace - Prepare and implement a WHS Management Plan for all projects (mandatory for notifiable construction work — contracts over $250,000) - Display site emergency information and keep it current - Secure the site against unauthorised access - Ensure all workers are inducted before commencing work

High-Risk Construction Work (HRCW) — Mandatory SWMS Required

A Safe Work Method Statement (SWMS) is mandatory before commencing ANY of the following:

• Work involving risk of fall more than 2m
• Work on or near energised electrical installations or services
• Demolition of load-bearing elements
• Work involving explosives
• Excavation deeper than 1.5m
• Work on or near pressurised gas mains or fuel lines
• Work on or near chemical, fuel, or refrigerant lines
• Work on or near fire suppression systems
• Tilt-up or precast concrete work
• Work in or adjacent to road traffic
• Work in or near water with drowning risk
• Work involving structural alterations requiring temporary support
• Work in confined spaces
• Work on or near asbestos

SWMS requirements: - Written BEFORE high-risk work commences — not on the morning of - Must identify the specific high-risk work, all hazards, controls, and responsible persons - Workers must be consulted in preparing the SWMS - Workers must sign the SWMS before commencing work - MTM retains a copy on site at all times - SWMS must be reviewed and re-signed if conditions change

Daily Site Safety Checklist

[ALL ROLES] Site Manager completes this every morning before any work commences.

• [ ] Site perimeter secure — fencing intact, no evidence of unauthorised access overnight
• [ ] Emergency information displayed and current (contact numbers, emergency assembly point, first aid location)
• [ ] First aid kit stocked and accessible — check contents monthly
• [ ] Overhead power lines identified — exclusion zone of minimum 3m maintained at all times
• [ ] All current SWMS on site, signed by relevant workers before HRCW commences today
• [ ] Scaffolding inspected — all planks secured, guardrails and toe boards in place, access ladder secured, no modifications by trades
• [ ] Trenches or excavations deeper than 1.5m — shoring in place or batter angle confirmed with structural engineer
• [ ] Any penetrations in floors or roofs greater than 150mm — covered with marked covers or barricaded
• [ ] Hazardous materials storage — paints, solvents, adhesives in designated area with lids on; SDS sheets accessible
• [ ] No waste or materials blocking evacuation routes or emergency access
• [ ] New workers on site today? — site induction completed before they start. Do not let any uninducted person commence work.
• [ ] Any HRCW planned today? — relevant SWMS reviewed and signed by all workers performing that work
• [ ] Weather check — hot work precautions if temperature above 35°C; secure loose materials if wind warning issued
• [ ] Plant and equipment — any faults reported yesterday actioned before use today
• [ ] Site clean and tidy — trip hazards removed from all walkways and work areas
• [ ] RCDs (safety switches) in place and functional on all electrical boards
• [ ] Any open excavations — fenced and signed if accessible to public
• [ ] Fire extinguisher on site, accessible, and within current service date

Site Induction — Mandatory Items

Every person who steps on site — whether trade, supplier, architect, client, or visitor — must be inducted. No exceptions.

Induction covers: - Site emergency procedures and evacuation point - First aid location and trained first aiders - Incident reporting procedure (who to tell, what to say) - Site rules: PPE requirements, exclusion zones, alcohol/drug policy - Hazard identification and reporting process - Asbestos awareness (for any pre-1990 building) - Manual handling requirements - Sign the induction register before commencing any work or entering any work area

Notifiable Incidents — Report to SafeWork NSW Immediately: 13 10 50

Do not disturb the scene. Call SafeWork NSW immediately for: - Death of any person - Serious injury or illness (immediate treatment required; amputation; serious head, eye, or spinal injury; serious burn; serious laceration; loss of bodily function; serious infection) - Dangerous incident (uncontrolled escape of substance, explosion, fire; collapse of scaffolding above 5m; uncontrolled structural collapse; electric shock from energised installation)

Asbestos — Know Your Obligations

• Assume asbestos-containing materials (ACM) present in any pre-1990 building
• Do not disturb ACM without an asbestos survey first
• Friable asbestos removal (Class A): only a licensed Class A removalist
• Non-friable asbestos (Class B): licensed Class B removalist, or up to 10m² by an unlicensed person with correct PPE and procedures (check current regulations with SafeWork NSW)
• Maintain an asbestos register for any project where ACM is found
• Contact SafeWork NSW helpline (13 10 50) for project-specific guidance on notification requirements

9.7 Contract Risk Management

[HOC+] The five biggest risk areas in every residential construction contract — and how MTM manages them.

1. Latent Conditions

What they are: Unforeseen site conditions that could not reasonably have been discovered before commencement — rock, contaminated soil, unknown services, heritage items, unexpected groundwater, buried structures.

MTM pre-contract process: - Desktop study of the site before pricing: search for service maps (Dial Before You Dig), council contamination records, heritage overlay maps, geotechnical reports where available - Include a latent conditions clause in all contracts entitling MTM to a variation for unforeseen conditions — standard HBC and MBA contracts include this - Photographic record: photograph all discoveries immediately before rectifying - Written client notification within 24 hours of any latent condition discovery

2. Variations

The rule: Nothing gets built that is not in the contract or covered by a written variation with written client approval before work commences.

The scenario that costs money: Client says "while you're there, can you move that power point?" PM agrees on site. Client disputes paying for it. No written approval. MTM wears the cost.

MTM rule: Every instruction outside the contract scope requires a Site Instruction and a Variation Notice before work commences. Not after. Not when the PM gets around to it. Before.

3. Programme and Delay

Delay events: Only contractually defined events entitle MTM to a time extension — adverse weather, latent conditions, client-caused delays, variations. Not poor subcontractor performance.

MTM process: - Track delay days from day one — a contemporaneous delay register is evidence in any dispute - When a client causes delay (late decisions, access issues, slow approvals): issue a written notice within 48 hours identifying the delay, quantifying the time impact, and claiming the extension in writing - All extensions of time must be in writing — no oral extensions

4. Defects During Construction

The key principle: A subcontractor's defective work does not become MTM's defective work if MTM catches and directs rectification before approving their progress payment.

MTM rule: Inspect every subcontractor's work before signing off their progress claim. If defective work is found after the subcontractor has been paid, recovering the cost is very difficult.

Retention: hold 5% retention from all subcontractors until 12 months after their work is complete and defect-free.

5. Client-Initiated Scope Changes Without Variation

Every site visit creates scope change risk. Clients make decisions during site visits that they assume are free or included.

MTM process: After every client site visit, send a written summary of decisions made and items discussed. Same day. If any decision costs money, the follow-up email says: "Following our site visit today, we discussed [item]. This is outside the contract scope and will be treated as a variation. I will provide pricing within [X] days."

9.8 Insurance Requirements

[HOC+] Every MTM project must have all of these insurances in place before work commences.

Annual review: GM reviews all policies with the insurance broker in February each year, before the project season peaks.

Subcontractor insurance verification: Before any subcontractor commences work, the PM must obtain and file in Wunderbuild: - Current Workers Compensation Certificate of Currency - Current Public Liability Certificate of Currency (minimum $10M) - Contractor or trade licence number (verified at licence.fairtrading.nsw.gov.au)

MTM does not allow uninsured subcontractors on site. No exceptions.

9.9 Current Industry Issues — 2024-2026

[HOC+] Stay ahead of these. Being first to adapt is a commercial advantage.

Condensation and vapour permeable membranes: The industry is still catching up with NCC 2022. Many builders are installing wall wraps incorrectly — directly against framing with no drainage gap. This will be a significant defect category in 5-10 years. MTM is ahead of it. Standoff batten installation is our standard.

EV charger installations: MBA Technical Bulletin Issue 2 (June 2025) addresses retrofitting EV chargers. Clients increasingly request EV charging in new builds. Electrical capacity must be confirmed with the electrical engineer at design stage — not after the slab is poured.

Silica dust — engineered stone ban: From 1 July 2024, engineered stone containing more than 1% crystalline silica is prohibited from being manufactured, supplied, processed, or installed in Australian workplaces. Specify natural stone or compliant low-silica alternatives for benchtops. Confirm compliance with the stone supplier in writing before specifying.

Combustible cladding: Ongoing NSW compliance program. For any building over two storeys (Class 2+), confirm cladding product compliance under the NSW Cladding Registration Program. For Class 1 residential, awareness is required for any project involving metal composite panels.

Building Commission NSW — increased enforcement: Since the Building Commission was established in 2023, site inspections have increased materially. The Commissioner has broad powers to inspect, issue stop-work orders, and require rectification at the builder's cost. MTM's response: full compliance is not optional. The cost of enforcement action far exceeds the cost of getting it right.

9.10 Quarterly Compliance Audit Checklist

[HOC+] GM runs this at the start of each quarter. Any item marked Fail is escalated to Chairman within 48 hours.

Licences and registrations: - [ ] Marsh Works Pty Ltd contractor licence — current, expiry date noted, renewal diarised - [ ] All individual supervisor certificates — current - [ ] All subcontractor licences in preferred register — verified within 90 days - [ ] HBCF Certificate of Eligibility — current, OJL confirmed

Insurance: - [ ] Contract Works policy — current, all active projects covered - [ ] Public Liability — current, $20M minimum confirmed - [ ] Professional Indemnity — current (if D&C services being provided) - [ ] Workers Compensation — current, all employees covered - [ ] Management Liability — current - [ ] All active subcontractors — current WC and PL certificates on file in Wunderbuild

Safety: - [ ] WHS Management Plans in place for all projects over $250,000 contract value - [ ] SWMS on file for all high-risk construction work on all active sites - [ ] Site induction registers up to date for all active sites - [ ] Any notifiable incidents in past quarter — reported to SafeWork NSW, investigation complete, corrective actions closed - [ ] Any near misses in past quarter — logged, reviewed, learnings circulated

Financial compliance: - [ ] HBCF OJL utilisation reviewed — headroom adequate for next 90 days of projected pipeline - [ ] All progress claims include SOP Act compliance language - [ ] All contracts above $500K reviewed by Chairman before execution in past quarter - [ ] All contracts above $1M reviewed by company solicitor in past quarter

NCC and standards: - [ ] All new projects — BASIX certificates on file and specifications checked against commitments - [ ] All new projects — NatHERS 7-star assessment confirmed at design stage - [ ] All new projects — LHA Silver standard review completed with architect - [ ] All frame inspections — HOC sign-off before cladding on all projects in past quarter - [ ] All waterproofing inspections — PM/HOC sign-off before tiling on all projects in past quarter

PART 10: THE CHAIRMAN PLAYBOOK

This Part defines the role of the Chairman within Marsh to Mansion. It is not a job description — it is an operating discipline. The purpose of this Part is to make explicit what only the Chairman does, what the Chairman should stop doing, and how the Chairman's time should be invested.

This Part is informed directly by the strategic audit of April 2026. The central finding: the Chairman is operating as a senior project manager, not as an Executive Chairman. Every hour spent on project operations is an hour not spent on strategy, capital, relationships, or the next business. That trade-off is not sustainable at the $25M target.

10.1 What Only Christo Ball Does

The following activities require the Chairman and cannot be delegated. They represent the highest-leverage use of his time.

Strategy and capital allocation: - Setting the annual strategy and budget - All decisions on entering new markets or project types - All decisions on capital investment above $25,000 - All decisions on debt or equity financing - All negotiations with investors, lenders, or strategic partners (Living Canvas and MTM)

Key relationships: - Executive-level architect relationships (principal or director of target architectural practices) - Key client relationships (repeat clients or referral clients above $2M) - All media and industry representation - Relationships with NSW Fair Trading, Master Builders, and industry bodies - Bank and accountant relationships

People decisions: - All hiring decisions for the GM, HOC, and Senior PM roles - All exit decisions for any permanent employee - Approval of the annual performance review outcomes and compensation changes - All equity or profit-share arrangements

Commercial governance: - All contracts above $1M (Chairman reviews before execution) - All disputes that reach formal dispute resolution (adjudication, mediation, litigation) - All decisions regarding the iCare HBCF capacity and OJVL strategy - The monthly financial review

Living Canvas: - All investor conversations and term sheet negotiations - All co-founder decisions with Harrison - All capital raise decisions

10.2 What Christo Ball Should Stop Doing

The following activities are consuming Chairman time that should be consumed by other roles. The transition is immediate, not gradual.

Stop doing: - Attending site unless a project decision requires it (HOC owns sites) - Approving individual subcontractor invoices (GM or HOC function) - Responding to client calls about day-to-day project issues (PM function) - Responding to subcontractor calls about scheduling or delivery (Site Manager or PM function) - Producing proposals and estimates independently (HOC or Senior PM function) - Following up overdue progress claims in the first 14 days (PM and GM function) - Attending every site meeting (PM function, Chairman attends quarterly on each major project) - Sourcing subcontractors for individual projects (HOC function) - Reviewing individual purchase orders (GM function, Chairman approves only above $25K)

The test: Before doing any task, ask "is this a Chairman task or an operator task?" If it is an operator task, either delegate it or document why no one else can do it yet. If the reason is "no one else knows how," the action is to document the process and train the relevant person — not to continue doing it.

10.3 The Chairman's Weekly Rhythm

The following is the target weekly structure for the Chairman's time. This is not aspirational — it is the operating standard. Variance from this structure is tracked and reviewed monthly.

Monday: - 7:00am — Morning brief from Atlas: financial position, overdue items, pipeline summary - 8:30am — Weekly management meeting (chair, 60 minutes) - 10:00am — Strategic work block: Living Canvas, investor relations, or architect BD (uninterrupted) - 12:00pm — Lunch (no working lunch unless relationship-building) - 1:00pm — Operational review: any project issues escalated from the morning meeting, resolved or delegated - 2:00pm — HubSpot pipeline review and follow-up calls (architect contacts, pending proposals)

Tuesday: - Morning — Strategic deep work (Living Canvas, growth planning, or hiring process) - Afternoon — External meetings: architect coffee, investor conversations, industry events, site visits (one maximum, only if decision required)

Wednesday: - Morning — Financial and compliance: monthly accounts review (first Wednesday of month), HBCF capacity check, any urgent people matters - Afternoon — Writing and thinking: the Chairman's version of the CEO's 60-minute thinking block — no meetings, no calls, dedicated to planning and decision-making

Thursday: - Morning — External relationship meetings: architects, clients, industry bodies - Afternoon — Internal catch-up: HOC brief, any pending hiring decisions, any commercial escalations

Friday: - Morning — Weekly review: what did I complete this week? What is outstanding? What is carrying into next week? - Morning — Atlas generates the weekly summary and next-week prioritisation - Afternoon — Light administrative, early finish where project schedule allows

Non-negotiable weekly commitments: - Monday management meeting: cannot be moved - Tuesday or Thursday external meeting: minimum one architect or investor conversation per week - Wednesday thinking block: protected, no exceptions - Friday weekly review: 30 minutes minimum

10.4 Decision Thresholds

The following thresholds determine when the Chairman must be involved versus when the GM, HOC, or PM can decide independently.

10.5 The Chairman's Relationship with the GM

The GM is the operating executive of Marsh to Mansion. The Chairman sets the strategy, approves the budget, maintains key relationships, and makes the decisions defined in 10.4. The GM runs the company.

This separation is deliberate and requires discipline from the Chairman. The temptation — for any founder — is to be the GM. The cost of that temptation is the loss of the Chairman role.

Rules of engagement: - The Chairman communicates to the company through the GM (not by calling individual PMs or Site Managers directly, except in an emergency) - The Chairman does not override GM decisions on operational matters in front of staff — disagreements are resolved privately between Chairman and GM - The Chairman supports the GM publicly, even when the decision is not what the Chairman would have made - The Chairman gives the GM the context they need to make decisions — strategy, budget, key relationships, Chairman preferences — and then trusts the GM to make the call - The Chairman reviews the GM's performance monthly (informally) and annually (formally)

APPENDICES

APPENDIX A: Practical Completion Checklist — Full Version

Project: ___ Date: ___ PM: ___ HOC: ___ Client attending PC inspection: Yes / No

Instructions: Complete this checklist during the internal pre-PC walk (5 days before the scheduled PC inspection). Every item marked N/A must have a written reason. Every item marked Fail must have a rectification owner and target date.

Rating key: P = Pass | F = Fail | N/A = Not Applicable

EXTERNAL — SITE

EXTERNAL — BUILDING

INTERNAL — STRUCTURE AND FABRIC

INTERNAL — FINISHES

KITCHEN

BATHROOMS AND WET AREAS

MECHANICAL AND SERVICES

COMPLIANCE AND HANDOVER

SITE MANAGER: ___ Date: ___ PM: ___ Date: ___ HOC: ___ Date: ___

APPENDIX B: Defects List Template

Project: ___ Address: ___ DLP Start Date: ___ DLP End Date: ___ PM: ___

DLP Completion Confirmation:

All defects listed above have been rectified to the required standard. The Defects Liability Period for [project address] is hereby confirmed as complete.

PM: ___ Date: ___ HOC: ___ Date: ___

Retention release claim (50% of total retention held): $___ submitted on: ___

APPENDIX C: Variation Notice Template (Full Form)

MARSH TO MANSION ABN: 53 626 222 722 | Licence: NSW [XXXXXXXXX] chris@marshtomansion.com | marshtomansion.com.au

VARIATION NOTICE

Project: [Address] Client: [Client name] Architect: [Architect name, if applicable] Contract Number: [No.] Variation Number: V-[XXX] Date: [Date] Reference: [Architect Instruction No. / Client request / Latent condition description]

1. DESCRIPTION OF VARIATION

[Clear, specific description of what has changed from the original scope. Reference the drawing or specification that is being varied. Describe the physical work required — what trade, what material, what action.]

2. REASON FOR VARIATION

[Explain why this is a variation: what changed, what triggered it, and what the contractual basis is for the charge. Use factual language. Do not speculate or assign blame.]

3. SCOPE OF ADDITIONAL OR CHANGED WORKS

[Detailed description of all work to be done as part of this variation. List by trade.]

4. COST

5. PROGRAMME IMPACT

[State any impact on the contract programme. If no impact: "This variation has no impact on the contract programme." If there is an impact: specify the number of days and the new anticipated completion date.]

6. APPROVAL

This variation notice constitutes a formal request for approval under the contract. No work described above will commence until written approval is received from the client.

Approval may be given by: - Signing and returning this notice - Replying to this email with written confirmation to proceed

Prepared by: ___ (PM) Date: ___ Authorised by: ___ (HOC) Date: ___

CLIENT APPROVAL

I/We confirm our approval of Variation V-[XXX] as described above, including the cost and any programme impact noted.

Client signature: ___ Date: ___

Client name (print): ___

APPENDIX D: Progress Claim Template

MARSH TO MANSION ABN: 53 626 222 722 | Licence: NSW [XXXXXXXXX]

PROGRESS PAYMENT CLAIM

This is a payment claim made under the Building and Construction Industry Security of Payment Act 1999 (NSW).

To: [Client name and address] Project: [Address] Contract Date: [Date] Claim Number: [X] Claim Date: [Date] Payment Due Date: [Date — per contract terms]

Supporting schedule — works completed this claim period:

Payment details: BSB: [XXX-XXX] Account: [XXXXXXXXXX] Account name: Marsh Works Pty Ltd

Prepared by: ___ Date: ___ Authorised by: ___ Date: ___

APPENDIX E: Site Instruction Template

A site instruction is issued by the PM or HOC to a subcontractor when a specific direction is required on site — a change in method, a safety direction, a quality rectification instruction, or a scope clarification.

MARSH TO MANSION ABN: 53 626 222 722

SITE INSTRUCTION

SI Number: SI-[XXX] Project: [Address] Date: [Date] Issued by: [PM or HOC name] Issued to: [Subcontractor name and contact]

Instruction:

[Clear, specific direction. State: what is to be done, how it is to be done (if method is specified), where on site, by when, and any specific materials or standards that apply. Reference drawings or specifications where relevant.]

Reason for instruction: [ ] Quality rectification — the work at [location] does not meet the specification / Australian Standard [reference] [ ] Safety direction — immediate action required for the following reason: [reason] [ ] Scope clarification — this instruction clarifies the intent of [drawing/spec reference] [ ] Design change — this instruction reflects a change approved by [PM/HOC/Architect] [ ] Programme requirement — this instruction is required to maintain the project programme

Cost impact: [ ] No cost impact — within the scope of the existing contract [ ] Potential cost impact — PM to assess and advise within 48 hours [ ] Cost confirmed — variation V-[XXX] to be issued

Programme impact: [ ] No programme impact [ ] Programme impact — to be assessed and advised

Response required: Please confirm receipt of this instruction and your intention to comply by: [Date and time]

Issued by: ___ Date: ___

Recipient confirmation: ___ Date: ___

APPENDIX F: Pre-Start Meeting Agenda (Full Form)

See Part 3, Section 3.5 — the full pre-start meeting agenda template is reproduced there. When using this for a specific project, insert the project name, date, time, location, and attendee names before distribution. Atlas generates the customised agenda on request: "Atlas, generate the pre-start meeting agenda for [project name], scheduled [date] at [time], client is [name], architect is [name]."

APPENDIX G: Subcontractor Preferred Register — Standards and Template

Admission to the Preferred Register

A subcontractor is admitted to the MTM preferred subcontractor register when: - Current NSW licence (trade certificate or contractor licence) verified - Current public liability insurance ($10M minimum) sighted and copied - References obtained from at least two previous builders (where new to MTM) - First project on site assessed by Site Manager — quality, reliability, communication - HOC signs off on admission

Register Template

Rating guide: - 5: Exceptional. Always on time, always on quality, always communicates. First call. - 4: Very good. Reliable with minor issues. Preferred. - 3: Acceptable. Can be used. Actively monitoring. - 2: Below standard. Used only if no alternative exists. On notice. - 1: Do not use. Removed from register. Document reason.

Register reviewed quarterly by HOC.

APPENDIX H: Weekly Management Meeting — Quick Reference Card

Print this. Put it in the meeting room. Run it exactly this way.

Rules: - Meeting starts on time whether or not everyone is present - Phone goes face down on the table for the duration - No rabbiting — state the situation, state the issue, state what you need - Actions are the output — if there are no actions, the meeting was a status update and should have been an email - Atlas gets the raw notes and produces structured minutes within 2 hours

APPENDIX I: Standard Email Templates

Template 1 — New Lead Acknowledgement

Subject: Marsh to Mansion — [Project address]

Dear [Name],

Thank you for reaching out. I've reviewed the details you've shared and I'm keen to explore [project address] further.

I'd like to schedule a site visit at your earliest convenience. From there, we can discuss the scope and I'll have a clearer picture of the project timeline and what's involved in putting a number together.

Are you available [suggest two times — e.g., Tuesday morning or Thursday afternoon this week]?

[PM or Chairman name] Marsh to Mansion

Template 2 — Proposal Submission Email

Subject: [Project address] — Marsh to Mansion Proposal

Dear [Name],

Please find attached our proposal for [project address].

The proposal covers [brief 2-line scope summary]. We've priced the project at [$ amount including GST] on a lump sum basis, subject to the scope and conditions outlined in the proposal document.

I'm available to walk you through the detail at a time that suits you — whether that's a call or a meeting. The key sections to review first are [scope of works / PC and provisional items / the programme].

If you have any questions before we connect, feel free to reach out directly.

[Name and signature]

Template 3 — Pre-Construction Commencement Package Email

Subject: [Project address] — We start on [date]

Dear [Client name],

This is a brief note to confirm that work on [address] will commence on [date]. We're looking forward to getting started.

A few things to note ahead of the start:

Your primary contact: [PM name] on [phone] and [email]. [PM name] is your day-to-day contact for everything project-related.

Site hours: Monday to Friday, 7:00am to 5:00pm. Saturday, 8:00am to 1:00pm. No work on Sundays or public holidays.

Our first week on site: [Brief description — e.g., demolition of the existing rear extension, starting Monday.]

Weekly site meetings: We'll hold a weekly site meeting each [day] at [time]. You're welcome to attend at any time — just let [PM name] know in advance.

We'll be in touch regularly throughout the build. You won't have to chase us.

If you have any questions before we start, please call or email [PM name] directly.

[PM name] Marsh to Mansion

Template 4 — Overdue Payment Follow-Up (Day 1)

Subject: [Project address] — Progress Claim [X] — Payment reminder

Dear [Name],

I wanted to follow up on Progress Claim [X] for [project address], issued on [date] for $[amount] (incl. GST).

Payment was due on [due date]. As of today, we haven't received it. This may be an oversight — please let me know if there's anything needed from our end to process payment.

If payment has already been arranged, please disregard this message and let me know when we can expect the funds.

[PM name] Marsh to Mansion

Template 5 — DLP Check-In Email (2 Weeks Post-PC)

Subject: [Project address] — Quick check-in

Dear [Name],

It's been a couple of weeks since handover. I hope you're settling in well and enjoying the space.

I wanted to check in to see if you've noticed anything you'd like us to look at. Our Defects Liability Period is underway, so now is the time to flag anything — no matter how minor.

Please reply to this email with anything you'd like us to address, or give me a call on [phone].

Looking forward to hearing from you.

[PM name] Marsh to Mansion

Template 6 — Architect BD Initial Contact Email

Subject: [Project in suburb — your practice name]

Dear [Architect name],

I wanted to reach out and share a few photos from a recent project we completed in [suburb]. We worked with [architect name if any, or "a repeat client"] on a [brief description — e.g., rear extension and ground floor renovation] that we're proud of.

[Insert 2-3 project photos inline or as attachments]

I know there are a lot of builders in the market, and I'm selective about who we approach — I'd rather build a small number of genuine relationships than broadcast to everyone. If you're working on anything in the $1M-$4M range in [relevant suburbs], I'd enjoy a coffee and a conversation.

No agenda. Just want to understand your practice and where we might be a useful builder to have in your network.

Happy to come to you.

[Chairman name] Marsh to Mansion [Phone]

APPENDIX J: MTM Brand and Communication Standards

Brand Hierarchy (for all staff)

• Client-facing residential: Marsh to Mansion
• DA and commercial project management: Marsh to Mansion
• Legal entity name: Marsh Works Pty Ltd
• Parent / investor context: Otetto Group

Never use Norton Homes. Never use Otetto Homes for MTM projects. The client buys Marsh to Mansion.

Writing Standards for All External Communication

• Active voice. Direct. Short sentences.
• No em dashes.
• No jargon ("leverage," "synergies," "best practice," "moving forward")
• No corporate softening ("We would like to take this opportunity to...")
• No exclamation points in formal communication
• Lead with the point. Background follows.
• One email per topic. Not one email covering six topics.
• All dollar amounts include whether GST is included or excluded
• Project names use the format: [Suburb] — [Client Surname]

Phone Call Protocol

All client and architect calls from MTM team members: - Introduce yourself and your role: "Hi [Name], it's [Your name], Project Manager at Marsh to Mansion." - State the purpose of the call immediately - Confirm the next action at the end of every call - Follow up by email the same day for any commitment made or decision reached

Marsh to Mansion Operations Manual — Version 1.0 Approved by: Christo Ball, Executive Chairman, Otetto Group Date: April 2026 Next review: October 2026 Owner: General Manager

PART 11: PREDICTIVE SYSTEMS — EARLY WARNING AND CRISIS PROTOCOLS

Added after stress test — April 2026

11.1 Early Warning System — The MTM Dashboard Metrics [HOC+]

Great companies don't react to problems. They see them coming. These are the leading indicators that predict trouble 4-8 weeks before it shows up in the P&L or on site.

Weekly Early Warning Checklist (GM reviews every Monday)

Pipeline Health - [ ] Coverage ratio checked — target 2.5x, alert at <1.5x - [ ] Any lead that has gone quiet for >3 weeks without a decision — flag and call this week - [ ] Any proposal outstanding >4 weeks without response — chase or close - [ ] Forward pipeline for next 3 months — is there enough signed work to maintain revenue?

Margin Health - [ ] Spot-check one active project cost-to-date vs budget — any variance >5% requires explanation - [ ] Variation register reviewed — any variations raised but not invoiced for >2 weeks? - [ ] Any project where the client has verbally approved work we haven't issued a variation for? - [ ] GP% on most recent progress claim — is it tracking to budget?

Cash Flow Health - [ ] Any progress claim overdue >14 days — trigger payment chasing protocol immediately - [ ] Any subcontractor invoice received without corresponding progress claim approved — hold payment - [ ] Bank balance vs committed outgoings for next 30 days — any gap?

Team Health - [ ] Any team member who hasn't spoken to their direct manager this week — check in - [ ] Any site running behind programme >5 days — what is the cause and recovery plan? - [ ] Any subcontractor who has not shown up as scheduled — next steps?

Quality Health - [ ] Any defect reported by client in the last week — response given within 24 hours? - [ ] Any certifier inspection due this week — site ready? - [ ] Any SWMS for HRCW completed and signed — spot check one site

11.2 Client Payment Default Protocol [HOC+]

When a client stops paying, the instinct is to keep building and hope it resolves. That is wrong. Every day you build without being paid, you are funding the client's project with your own money.

Stage 1 — Payment Overdue 1-7 Days - PM sends a friendly payment reminder by email, copying the HOC - Template: "Hi [Name], just a reminder that Progress Claim #[X] for $[amount] was due on [date]. Please let me know if you need a copy of the invoice or if there are any questions. We appreciate your prompt attention." - No work stoppage yet. This is likely an oversight.

Stage 2 — Payment Overdue 8-14 Days - HOC calls the client directly. Do not email. A phone call communicates urgency without escalation. - Script: "Hi [Name], I wanted to call personally about Progress Claim #[X]. It's now [X] days overdue and I want to make sure there are no issues on your end. Can you confirm when we can expect payment?" - If client gives a date, confirm it by email immediately. - If client is evasive or gives a vague answer, escalate to Stage 3.

Stage 3 — Payment Overdue 15-21 Days - GM issues a formal written notice under the Security of Payment Act 2010 (NSW) — a Payment Claim. - A Payment Claim under the Act gives the client 10 business days to pay or issue a Payment Schedule. - If no Payment Schedule is issued within 10 business days, the full amount becomes a debt due and owing — enforceable immediately. - Engage MTM's solicitor at this stage. Do not proceed without legal guidance. - Consider suspending work under the contract. The HOC assesses whether suspension creates more financial risk than continuing. Consult the contract first.

Stage 4 — Payment Overdue 30+ Days - Adjudication under the Security of Payment Act — fast, cheap, and generally effective for straightforward payment disputes. - Adjudication is NOT court. It is a specialist determination, typically resolved within 10 business days of application. - MTM's solicitor prepares the adjudication application. - Do not communicate with the client without legal guidance from this point.

Standing Rule: No MTM employee discusses payment disputes with a client without HOC or GM present or explicitly briefed. Do not improvise. The Security of Payment Act has strict procedural requirements — any misstep can lose you rights.

Key contacts: - MBA Legal Department: 02 8586 3555 - NSW Fair Trading building dispute: 13 32 20 - NSW Building Commission: 13 32 20

11.3 The Problem Client Protocol [HOC+]

Some clients are difficult from the start. Most become difficult mid-build. The earlier you identify the pattern, the better your outcome.

Red flags — escalate to HOC immediately if you see 3 or more: - [ ] Changes their mind repeatedly on finishes/materials after selections have been made - [ ] Communicates differently in person (warm) vs in writing (aggressive or accusatory) - [ ] Makes decisions verbally and then denies making them - [ ] Engages directly with subcontractors and gives instructions without going through the PM - [ ] Disputes the basis of variations even when the scope change is obvious - [ ] Copies their solicitor on emails - [ ] Makes comments suggesting they are unhappy with the work but will not articulate specific defects - [ ] Has had a previous builder dispute (ask discreetly during scoping) - [ ] Is going through a significant life event (divorce, financial stress, health issue) — not their fault, but it changes behaviour

The De-escalation Approach: When a client becomes difficult, the worst response is to become defensive or to go quiet.

1. Name it, don't react to it. HOC calls the client: "I want to make sure we're on the same page. I've noticed some tension in our recent communications and I'd rather address it directly than let it grow. Can we have a call?"

2. Listen first. Let them speak for 5 minutes without interruption. Most problem clients are anxious, not hostile. Anxiety presents as aggression.

3. Agree on the facts. Separate what is objective (the contract scope, the programme, the costs) from what is subjective (their feelings about progress, quality, communication).

4. Set a clear path. Agree on 3 specific things that will change and confirm in writing the same day.

5. Increase the reporting cadence. Problem clients need more communication, not less. Weekly written updates, not fortnightly. This removes their anxiety and your exposure.

If the relationship is irretrievable: Engage MTM's solicitor. Do not attempt to exit a building contract without legal advice — the Home Building Act has specific provisions and getting the exit wrong exposes MTM to significant liability.

11.4 Pre-DA Lead Development — The Long Game [PM+]

MTM's best projects often start 12-18 months before a contract is signed. A DA lodgement means someone is planning a project. It does not mean they have a builder.

The Pre-DA Pipeline — How to Develop It:

Month 1-3: First contact - DA search: check the relevant council portals weekly for new applications in target suburbs (Neutral Bay, Mosman, Freshwater, Bronte, Coogee, Surry Hills, Newtown, Annandale, Balmain, Glebe, Paddington, Woollahra) - Identify the owner and the architect from the DA - Make contact via the architect first — not the owner directly - Script for first architect contact: "I noticed you have a DA lodged for [address]. We've done some great projects in that area and would love to be considered when it gets to tender. Could we put something in front of you?"

Month 3-6: Stay present - Check DA status monthly — has it been determined? Conditions issued? - Send the architect a relevant portfolio piece or project update (not a sales pitch — something useful) - If appropriate, offer to do an informal pre-tender consultation: "We find that getting us involved early often saves time and cost surprises at tender. We're happy to do a preliminary review of the documentation and flag anything that might affect pricing."

Month 6-12: The tender relationship - By this stage you should be on the tender list if you've done the above - Understand who else is tendering and why MTM is the right choice for this specific project - Request a pre-tender meeting on site: "We find a site walkthrough before pricing makes our tender more accurate and gives you better information."

Month 12-18: Close - Follow the Proposal and Tender process in Part 3.3 - At this stage, you have a relationship advantage over cold tenderers. Use it — but don't be complacent.

Key tool: The HubSpot pipeline should have a "Pre-DA" stage for projects in this phase. Leads in this stage are logged with: DA number, council, architect contact, current DA status, next action, next action date.

11.5 Subcontractor Relationship Management [HOC+]

The best subcontractors in Sydney have more work than they can handle. Your job is to be the client they prioritise when things get tight.

What the best subs want: - Certainty: clear scope, confirmed start dates, no surprises - Speed: fast decision-making, quick response to RFIs, no waiting for answers - Respect: their expertise acknowledged, their workers treated well on site - Payment: on time, every time — this is non-negotiable - Repeat work: knowing they're part of a long-term relationship, not just used when convenient

MTM's Subcontractor Retention Strategy:

Pay promptly. MTM pays subcontractors within 5 business days of receiving a client payment that covers their work. Not 30 days. Not 45 days. 5 days. This alone puts MTM in the top 10% of builders in Sydney.

Annual subcontractor review. In January each year, the HOC calls the top 10 subcontractors MTM worked with. Not an email — a call. Purpose: thank them, ask for honest feedback on how MTM can be a better client, discuss what work is coming up.

Preferred subcontractor register. The HOC maintains a rated register of preferred subs for each trade (see Appendix G). Rating criteria: quality, reliability, communication, price competitiveness. Only preferred subs get invited to quote.

Give them information early. As soon as a project is signed, the PM contacts all subs for the project with indicative start dates — even if they're 6 months away. This lets them plan. Subs who can plan their workload are the subs who show up.

Never beat them up on price below their cost. A subcontractor who prices a job at a loss will cut corners or disappear mid-project. MTM gets fair prices by being a desirable client, not by grinding every quote to the minimum.

11.6 MBA Award Strategy [HOC+]

MBA awards are one of the highest-value BD tools available to a residential builder. Bellevarde, Horizon Built, and Bau Group have built their reputations on them. MTM won its first in 2024. The strategy is to win consistently.

Award categories relevant to MTM: - Alterations and Additions by value ($50K-$250K, $250K-$500K, $500K-$1M, $1M-$2M, $2M+) - New Residential Construction by value - Excellence in Housing — Energy Efficiency (Living Canvas angle) - Residential Construction — Sustainable Building (Living Canvas angle) - HIA Awards — similar categories, different judging panel

The Award Entry Process:

Step 1 — Identify the candidate project (at contract stage) Every project over $500K should be assessed at contract signing: is this a potential award entry? Criteria: high design quality, complex execution, strong client relationship, strong architect relationship, good photographic potential.

Step 2 — Document throughout construction Once a project is identified as an award candidate, the PM activates the Award Documentation Protocol: - Professional photography at four stages: structural frame, lock-up, near completion, final completion - Video walkthrough at completion (30-60 seconds, landscape, stable) - Client testimonial video (90 seconds) at handover — capture while they are most emotional about the outcome - Site diary maintained rigorously — dates, milestones, challenges overcome, innovations used

Step 3 — Prepare the entry (within 3 months of PC) Entry components: - Project description: the design intent, the challenges, the MTM contribution - How MTM exceeded the brief: what went beyond what was required - Technical innovation: anything non-standard about how the project was delivered - Photography: minimum 10 images, professionally shot - Client testimonial

Step 4 — Submit and follow up MBA NSW entries: typically open in January, close in March, judged April-June, announced August. HIA entries: separate calendar — check hia.com.au annually.

The multiplier effect: One MBA award generates: - A media release sent to the MBA member newsletter (thousands of builders and architects read it) - A portfolio entry that anchors the MTM website and LinkedIn - A conversation starter with every architect in the next 12 months - Permission to use the award logo on all MTM collateral

Target: one award entry per year minimum. Two if the project quality supports it.

11.7 Photography and Portfolio Strategy [PM+]

Photography is MTM's primary BD tool. Every project should be photographed. Every photograph should be used.

The Photography Brief

Professional photographer engaged for every project over $500K at practical completion. Budget: $2,000-$4,000 for a full shoot. This is a marketing expense, not a luxury.

Before the shoot: - Site is immaculately clean — no tools, no rubbish, no trades on site - All joinery is open and staged (kitchen drawers, wardrobes) - Furniture and soft furnishings staged if the client has moved in — or hire a stylist for vacant properties - Natural light maximised — shoot mid-morning or mid-afternoon, not midday - Exterior shot includes the street elevation — this is the most shared image on social media

What to photograph: - Exterior: front elevation, rear elevation, side (if architecturally interesting), outdoor living - Interior: living areas (wide and medium), kitchen (3-4 angles), master bedroom, bathroom/ensuite, any feature details (staircase, joinery, custom elements) - Construction detail: one or two images showing craft — exposed structure, material junction, complex detail

Where photography gets used: - MTM website portfolio — new project page within 2 weeks of receiving final images - LinkedIn — post within 1 week of receiving images. Tag the architect, the client (if they consent), and any key subcontractors. - Instagram — 3-5 images over 2 weeks - MBA award entry - Architect BD — send a curated set to the architect as a thank-you gift - Email signature — rotate project images quarterly

The client photography conversation: At contract signing: "We'd love to photograph your home once it's complete — with your permission, we use project photography for our portfolio and awards. All images are shared with you and you have approval rights before anything is published."

Most clients say yes. It makes them feel proud of what they built.

11.8 The Five Ways MTM Could Fail at $15M [CHAIRMAN]

Scaling from $6M to $15M is where most construction companies break. These are the five most likely failure modes — and how MTM prevents them.

1. Christo stays too involved in operations - Symptom: Christo is still answering site questions, attending client meetings that should be handled by the PM, reviewing documentation that should be approved by the HOC - Why it happens: it's faster to do it yourself than to train someone - Why it kills growth: at $15M, Christo cannot physically be in 7 projects simultaneously. The business needs to run without him or it stalls. - Prevention: the Chairman Playbook in Part 10 is the prescription. Review it quarterly. If Christo is doing something in it that should be delegated, that is a red flag.

2. Margin erosion through scope creep - Symptom: projects start at 30% margin and end at 18% because of unpriced variations, underestimated preliminaries, and absorbed PC items - Why it happens: the culture of "just get it done" without paperwork - Why it kills growth: at $15M, a 5% margin erosion across all projects is $750,000 of lost profit. That's the difference between growth and stagnation. - Prevention: the variation process in Part 3.6 is non-negotiable. Every scope change gets a variation. No exceptions.

3. The wrong hire at GM - Symptom: the GM is technically competent but not a builder of teams or systems. They manage chaos rather than eliminate it. - Why it happens: the instinct is to hire a good operator rather than a good leader - Why it kills growth: at $15M, the GM needs to be building the next layer of leadership — HOC, PMs, Site Managers — not managing them day to day - Prevention: the GM hiring criteria in Part 7 prioritises leadership capability over technical knowledge. The GM's KPIs include team development, not just project delivery.

4. Cash flow crisis during rapid scaling - Symptom: revenue grows from $6M to $15M but cash flow tightens because projects are larger (longer gap between claims), subcontractor costs front-load, and the bank facility hasn't grown with the business - Why it happens: revenue is not cash. A $3M project with a $1.5M retentions holdback and 90-day client payment terms can be cash-flow negative for 6 months. - Prevention: the financial controls in Part 4 must be applied rigorously. Payment claims must be submitted on the day they are due. Retentions must be tracked. The bank facility must be reviewed annually to match the business's actual capacity.

5. Quality degradation from team growth - Symptom: MTM brings on new PMs and Site Managers who don't have the MTM standard internalized. Projects start to have more defects, more rework, more client complaints. - Why it happens: institutional knowledge lives in Christo's and Elliot's heads, not in a system - Prevention: this operations manual. The onboarding process in Part 7.2. The quality control checklists in Part 9. New team members learn the MTM way from the system, not by osmosis from Christo.

11.9 Bonus Structure and Team Incentives [CHAIRMAN]

This section requires Christo's input to finalise — but the framework is here.

Why bonuses matter in construction: Your best Site Managers and PMs can earn 15-20% more at a larger firm. You keep them with culture, ownership mentality, and financial upside. Salary alone is not enough at the senior level.

Recommended Structure:

Project Delivery Bonus (PM and Site Manager): - Paid at Practical Completion of each project - Criteria: delivered on time (within 10% of original programme), delivered on budget (GP% within 2% of estimate), zero unresolved client defects at PC, client NPS score ≥8 - Amount: 1-2% of project value. On a $2M project, that is $20,000-$40,000 per project. Split between PM and Site Manager based on their relative contribution (typically 60/40). - Funded from: the margin captured above the base 30% target. If the project delivers 35% GP, the 5% above target funds bonuses and creates alignment.

Company Performance Bonus (GM and HOC): - Paid annually - Criteria: company revenue target achieved, GP% target achieved, zero significant client disputes, no licence or safety incidents - Amount: 5-10% of base salary

Equity pathway (for senior long-term hires): - The offer letter framework (as developed for Nathan) provides for up to 5% equity in Marsh Works Pty Ltd - Vesting: 1% per year, 5-year vesting - Performance gate: must be in the role for minimum 2 years before any vesting commences - This is for exceptional hires who are committed to the long-term build of the business

11.10 Crisis Communication Protocol [HOC+]

When something goes badly wrong on site — a structural failure, a serious injury, a fire, a flood, major client discovery — the communication in the first 24 hours determines whether the relationship survives.

The Golden Rule: Speak to people before they hear it from someone else. A client who hears bad news from their builder first will almost always give you the benefit of the doubt. A client who hears it secondhand is already in adversarial mode.

Step 1 — Stop and assess (first 30 minutes) - Is anyone hurt? If yes — call 000 first. Everything else waits. - Is the site safe? If no — stop all work immediately, secure the site. - What happened, exactly? Get the facts before you make any calls. - Who needs to know? (Client, architect, certifier, insurer, SafeWork NSW if notifiable)

Step 2 — Notify the client (within 2 hours of the incident) The HOC or GM calls the client. Not the PM. Not the Site Manager.

Script: "[Name], I'm calling because something significant has happened on site today and I want you to hear it from me directly before anyone else. [State what happened, factually, without speculation about cause or liability.] We have [list what MTM has done in response]. I want to be completely transparent with you throughout this. I'll send you a written summary today and I'll call you again tomorrow with an update."

Never say: "It wasn't our fault", "The subcontractor is responsible", "Our insurance will cover it", or anything speculative about cause or cost.

Step 3 — Notify the insurer (within 4 hours) Call MTM's insurance broker immediately. Do not wait. Early notification of a potential claim preserves your rights and may allow the insurer to send their own assessor, which protects MTM.

Step 4 — Document everything From the moment an incident occurs, document obsessively: - Photographs of the scene (before any remediation) - Names of all witnesses - Timeline of events - All communications (save every text, email, voicemail) This documentation is privileged evidence if the matter becomes a dispute.

Step 5 — Keep communicating Send a written update to the client every 24-48 hours while the situation is active. Even if there is no new information, acknowledge it: "I wanted to check in as promised. We are still [status]. I'll update you again [when]."

Silence is interpreted as guilt. Communication is interpreted as professionalism.

11.11 Seasonal Business Rhythm and Pipeline Strategy [GM]

MTM's pipeline is not uniform across the year. Understanding the seasonality allows proactive BD, not reactive panic.

Sydney Residential Construction Calendar:

January-February (slow start): Decisions made in Q4 filter through. Client enquiries are often tentative — people are back from holidays and re-engaging. This is a good time for architect relationship calls and follow-ups on proposals submitted in Q4.

March-May (peak decision period): This is when clients want to sign so construction can begin before winter and be completed by Christmas. Pipeline closes fastest in this window. Proposals submitted in February-March have the highest conversion rate.

June-August (construction peaks, BD slows): Existing projects are in full swing. New enquiries slow slightly. Use this period to deliver outstanding results on current projects and to photograph completed ones.

September-November (Q4 pipeline build): Clients start thinking about next year's project. Architects are lodging DAs for clients who want to build in 2026. This is MTM's most important BD window of the year — the calls made in this period determine January's pipeline.

December (wind-down): Site activities often reduce as councils slow approvals and clients pause. Use December for planning, review, team development, and relationship maintenance.

Counter-seasonal strategy: MTM should have 3-4 months of signed work ahead at all times. If the pipeline dips below this threshold in any month, the Chairman activates direct architect BD calls — not delegated, personal.

11.12 Subcontractor Sub-Threshold Variation Policy [PM+]

The reality of construction: not every variation is worth issuing a formal variation notice. A 30-minute additional task by an electrician worth $150 creates more friction with the client than the revenue justifies.

The Policy:

Below $500 (ex GST): Absorb if the scope change is genuinely minor and does not set a precedent. Log in the variation register as "absorbed — relationship maintenance." If the same type of item recurs more than twice on a project, start charging for it.

$500-$2,000 (ex GST): Always issue a variation. Use the simplified variation process — email notice with price, client email approval. No formal paperwork required at this level, but written approval is mandatory.

Above $2,000 (ex GST): Full variation process as per Part 3.6. Signed variation form before work commences.

The precedent rule: Any item absorbed sets a precedent. If you absorb moving a power point once, the client will expect you to absorb it again. The PM must actively manage this: absorb strategically, not habitually.

Cumulative tracking: The variation register tracks absorbed items. If absorbed variations on a single project exceed $5,000, the HOC is notified. Something structural is happening — either the estimating was deficient or the client is taking advantage.

11.13 Fee for Design and PM Services [HOC+]

Marsh to Mansion generates revenue from clients who need project management or design services outside of a construction contract. This is an underutilised revenue stream.

**When engaged as PM only: - A client wants to tender their project and needs a PM to manage the tender process - A client wants early-stage buildability and cost advice alongside their architect - A client wants construction oversight of a project being built by another contractor - A client needs documentation, specification writing, or programme preparation

Pricing methodology:

Engagement terms: - All Marsh to Mansion PM engagements require a signed fee agreement before any work commences - Invoiced monthly in arrears for ongoing engagements, or 50% upfront / 50% on delivery for fixed-fee work - IP in all documentation produced remains with Marsh to Mansion unless otherwise agreed in writing

The strategic value: Marsh to Mansion PM engagements often convert to Marsh to Mansion construction contracts. A client who pays for early-stage PM advice and trusts the outcome is a high-conversion prospect for the construction contract.

End of Part 11 — Predictive Systems and Advanced Protocols Added April 2026 following stress test review