Development advisory: scope and responsibilities

Choose the decisions that belong in the relationship

Examples include revisiting the business case after a cost update, examining a change in phasing assumptions or preparing a decision agenda for the sponsor. Identify the decisions that remain with the client and the inputs expected from the adviser. An advisory role should not become an undefined responsibility for every issue that arises simply because the project is complex or the team is busy.

Design a useful review rhythm

A proposal could specify an agreed cadence, preparation materials and a concise record of decisions, open assumptions and assigned follow-up. For example, a revised schedule may require the team to revisit carrying costs before accepting a new milestone. A useful advisory note would explain the connection and identify who must verify the underlying timing. It would not quietly replace a contractor’s schedule or a lender’s underwriting.

• Define meeting purpose and required preparation.
• Assign an owner to each follow-up question.
• Agree when the relationship should be reviewed or concluded.

Keep authority and accountability explicit

The client retains its business decisions. Any authority to communicate or act on its behalf must be expressly agreed; this page grants none. Proposed advisory work is not legal, tax, securities, brokerage or design advice, and does not imply board service, capital raising or construction supervision. A bespoke agreement must address responsibilities and commercial terms. Describe the recurring decision problem in your inquiry, not an expectation of unlimited access or guaranteed results.