One of the most common questions clients ask early in a construction project is: “How much should project management cost?” The honest answer is that there is no universal formula. Project management fees vary widely depending on the size of the project, its complexity, the level of risk involved, and the scope of services required. However, there are reliable ways to estimate a reasonable range. In the UK, construction project management fees are typically calculated either as a percentage of the construction cost or based on the time required to manage the project. Both approaches are widely used across the industry, and the most appropriate method often depends on the type of project being delivered. If you’re looking for typical construction project management fees in the UK, this guide explains how fees are usually structured and what factors influence them.   Step 1: Estimate the construction cost Before estimating project management fees, you first need an approximate construction budget. Project management fees are usually calculated relative to the overall construction value, so the first step is establishing a realistic cost range. If you do not yet have detailed drawings, early cost estimates can be based on construction cost benchmarks for similar projects. These might include sector-specific guides such as: commercial office developments retail fit-outs hospitality schemes airport infrastructure student accommodation or residential developments At the early feasibility stage, benchmark figures can provide a useful starting point for understanding both construction cost and the likely management effort required. As the design develops and cost certainty improves, project management fees can be refined accordingly.   Typical construction project management fees in the UK Project management fees are most commonly expressed as a percentage of construction cost. While every project is different, the following ranges provide a general indication of typical fees across the UK construction industry. Project type Typical PM fee range Small projects 8–12% Medium commercial projects 6–10% Large projects 4–8% These ranges are indicative only. The actual fee will depend on the complexity of the project and the scope of services being provided. Larger projects often involve lower percentage fees, but the overall fee value is still significant because of the higher construction cost. Conversely, smaller projects often require a similar level of coordination and governance, which is why the percentage fee tends to be higher.   What influences project management fees? Several factors influence the level of project management input required. Understanding these variables helps explain why fees can vary significantly between projects. Project size Project size is one of the most obvious factors. Large projects typically attract lower percentage fees because certain management activities scale efficiently. However, the absolute value of the fee increases as construction costs rise. Project complexity Complex projects require significantly more coordination. Examples include: airport infrastructure healthcare facilities heritage or listed buildings technically complex developments These schemes often involve multiple regulatory stakeholders, specialist consultants and complex sequencing, all of which increase project management input. Programme pressure Accelerated construction programmes require more intensive management. Fast-track projects typically involve: overlapping design and construction phases increased coordination requirements more frequent decision-making This additional management effort can influence the fee structure. Operational environments Projects delivered in live operational environments require careful planning and coordination. Examples include: airports retail stores that remain open during works hospitality venues education facilities Maintaining operations while construction takes place significantly increases the level of stakeholder management required. Scope of services Not all project management appointments cover the same responsibilities. Some appointments involve full lifecycle management, including: feasibility design coordination procurement construction delivery handover and close-out Others may involve support during a specific stage of the project only. Naturally, the wider the scope of services, the greater the level of management input required.   Example project management fee scenarios Worked examples can help illustrate how project management fees are typically calculated. Example 1: Retail fit-out Construction cost: £1.5 millionTypical PM fee: 7–9% Estimated project management fee: £105,000 – £135,000 Retail fit-outs often involve tight programmes, coordination with landlords, and careful sequencing of trades, which explains the relatively higher percentage.   Example 2: Airport infrastructure project Construction cost: £10 millionTypical PM fee: 5-7% Estimated project management fee: £500,000 – £700,000 Airport projects typically involve multiple stakeholders, strict safety procedures and operational constraints, which increase the complexity of project management.   Why project management fees are worth it Clients sometimes see project management as an additional cost. In reality, effective project management often protects far greater value. A good project manager can help: reduce programme risk improve cost certainty coordinate complex stakeholder groups identify risks early support better decision-making In many cases, the cost of project management is significantly outweighed by the risks it helps avoid. Delays, coordination failures and unclear governance can quickly cost far more than the management fee required to prevent them.   Frequently asked questions What percentage do construction project managers charge? In the UK, project management fees typically range between 4% and 12% of construction cost, depending on project size and complexity. Are project management fees based on construction cost? Often, yes. Many project managers calculate their fee as a percentage of construction value. Alternatively, fees may be calculated based on time and resource requirements, particularly for smaller or specialist appointments. Do project management fees include consultants? No. Project management fees are usually separate from consultant fees, such as architects, engineers, cost consultants or planning specialists. When are project management fees paid? Fees are usually staged across the lifecycle of the project, often aligned with key phases such as design, procurement and construction delivery, or monthly payments.   Need a more accurate estimate? Every construction project is different. If you are planning a project and would like a more accurate estimate of project management fees, it can be helpful to discuss the scope, complexity and programme requirements early in the process. At Iconic Project Management, we provide independent project management that supports transparency, protects governance and helps clients make informed decisions throughout the lifecycle of their projects. If you would like to explore how project management support might apply to your scheme, our team would be happy to help.     Author . Lizzie Hewitt Lizzie is the driving force behind Iconic Project Management. She thrives on crafting creative strategies that set the company apart, ensuring every project delivers maximum value for clients. Her leadership is built on a people-first approach—empowering the team with the right tools, support, and culture to do what they do best: deliver outstanding projects on time, on budget, and on brief. Passionate about innovation and continuous improvement, Lizzie is committed to making the construction industry a place where people and projects thrive.

If you are budgeting for a commercial construction project, one of the first questions you will ask is: What percentage do project managers charge? In UK commercial construction, project management fees most commonly sit between 4% and 10% of construction cost, depending on project type, complexity and risk profile. Smaller or more complex schemes may sit above this range, while larger, well-defined projects typically sit toward the lower end. However, percentage alone tells you very little without understanding scope, complexity and risk. Two projects of identical value can require materially different levels of governance. A straightforward £5m warehouse build with a single contractor and a defined brief does not demand the same oversight as a £3m phased scheme delivered within a live operational environment. Project management effort is driven less by capital value and far more by complexity, operational exposure and governance requirements. This article explains: The typical percentage range for UK commercial project management Why fees vary so widely Why two companies may quote different percentages for the same project How to budget realistically at feasibility stage Understanding the drivers behind percentage fees allows you to evaluate proposals commercially rather than superficially. When reviewing fee proposals, the key question is not “which percentage is lowest?” but “which proposal provides the level of governance this project requires?”   What percentage do project managers charge in the UK?   For most straightforward UK commercial construction projects, independent project management fees typically fall between 4% and 10% of construction cost. The exact percentage depends on several factors including: Project size Complexity and operational constraints Procurement route Scope of service Stakeholder and governance requirements Smaller projects often attract a higher percentage, while larger or simpler schemes tend to sit toward the lower end of the range. Typical UK Project Management Fee Ranges by Project Type As a practical guide: Small projects:  8–12% Medium commercial projects:  6–10% Large projects:  4–8% These ranges reflect how fixed governance effort interacts with project value. Smaller projects require a similar baseline level of management input, resulting in a higher proportional percentage.   Why does the percentage vary so widely? The percentage charged by a project manager is not arbitrary. It reflects the intensity of governance required to deliver the scheme safely, commercially and predictably. 1. Project size Larger projects do not increase management effort in a straight line. Every commercial construction project requires a baseline level of: Procurement strategy Programme oversight Budget monitoring Risk management Reporting and governance That baseline does not halve simply because the capital value halves. As a result, smaller projects often attract a higher percentage fee. The absolute fee may be lower, but the proportional percentage can appear higher because a minimum level of professional oversight is still required. 2. Complexity and operational constraints A simple, single-phase build on an empty site requires a different level of management to a project delivered: In a live airport Within an operational retail environment Across multiple phases With significant stakeholder involvement Live environments introduce sequencing challenges, operational risk and heightened scrutiny. This increases coordination effort and governance intensity, which in turn influences fee percentage. 3. Scope of service Not all project management appointments are equal. A fee percentage will vary depending on whether the project manager is: Supporting design coordination only Acting as Employer’s Agent Managing procurement strategy Administering the building contract Overseeing delivery through to completion and handover Percentage comparisons are meaningless unless the scope of service is clearly defined. 4. Procurement route and risk allocation Different procurement strategies create different governance demands. Traditional contracts, Design & Build arrangements, two-stage tenders and management contracting each shift responsibility and risk in different ways. Where risk exposure is higher, commercially, operationally or reputationally, governance requirements increase accordingly. 5. Stakeholder and reporting environment A privately funded owner-occupier scheme may require straightforward reporting. A board-approved, lender-funded or publicly scrutinised project will require structured reporting, cost assurance and formal governance processes. The level of accountability required affects the level of management input. Why two companies might quote different percentages for the same project It is not uncommon for clients to receive fee proposals with materially different percentages for what appears to be the same scope. There are several possible reasons. Different assumptions One company may assume limited involvement during design. Another may assume full lifecycle oversight. If assumptions are not aligned, percentages will differ. Different resourcing models Some companies deliver projects through senior personnel. Others deploy more junior staff with director oversight. Fee levels may reflect the seniority of those responsible for day-to-day governance. Different risk appetite A lower percentage may reflect efficiency. It may also reflect a more limited interpretation of responsibility. It is important to understand what is included, and equally what is excluded. Different reporting and governance standards The frequency of cost reporting, programme analysis and change control processes can vary significantly between companies. Governance intensity is not always visible at proposal stage, but it materially affects outcomes. Percentage vs fixed fee: Which structure Is appropriate? While percentage-based fees are common in UK commercial construction, fixed fees are also used. A percentage structure: Aligns fee with project value Adjusts naturally if scope changes Reflects proportional accountability A fixed fee: Provides early cost certainty Works best where scope is tightly defined May require re-negotiation if the brief evolves The appropriate structure depends on how clearly defined the project is at appointment stage. For a more detailed explanation of fee structures, see our guide to construction project management costs.   A practical rule of thumb at feasibility stage At early concept or feasibility stage, commercial clients typically allow: 5%-8% of construction cost for independent project management services, adjusting upward where: The project is delivered in a live environment Regulatory or stakeholder complexity is high Programme is compressed Risk profile is elevated This provides a realistic allowance for governance without over-engineering the budget.   When a higher percentage is commercially justified A higher project management percentage is not necessarily an indicator of inefficiency. In many cases it reflects the level of governance required to deliver the project safely and predictably. Where complexity, risk exposure or stakeholder scrutiny increase, the intensity of project management required increases accordingly. Several factors can justify a higher percentage fee. Governance intensity Some projects require relatively light oversight. Others require structured governance processes including formal reporting, programme analysis, cost assurance and risk management frameworks. Where governance structures are more rigorous, the project manager’s role expands beyond coordination to active commercial and operational oversight. Board-level reporting Projects that are funded or monitored at board level often require formal reporting structures. This can include: monthly board reports detailed financial forecasting programme variance analysis structured risk registers and mitigation tracking Producing and maintaining this level of transparency requires significant professional input and accountability. Regulatory exposure Certain sectors introduce additional regulatory considerations. Projects delivered within airports, healthcare environments, education estates or other regulated settings often require additional coordination, documentation and compliance oversight. Regulatory scrutiny increases the need for structured project governance and careful management of risk. Stakeholder complexity Many commercial projects involve a wide network of stakeholders including: internal leadership teams operational users consultants and contractors landlords or tenants planning authorities or funders Where stakeholder interests are complex or competing, a project manager’s role expands significantly to ensure alignment, communication and decision-making discipline. Programme compression Projects delivered against compressed programmes require far more intensive coordination. Accelerated programmes increase pressure on design coordination, procurement sequencing, decision making and contractor management. Maintaining control under these conditions requires a higher level of professional involvement. Percentage reflects accountability In these circumstances, a higher percentage does not represent inefficiency. It reflects the level of accountability required to protect capital and manage risk. The more complex the governance environment, the greater the level of professional oversight required to deliver the project successfully. Seen in this context, variation in percentage is not inconsistency. It is proportionality.   The real question behind the percentage It is natural to ask: “What percentage do project managers charge?” The more commercially useful question is: “What level of governance does this project require to protect capital?” Construction projects are temporary businesses. They involve multiple contracts, competing priorities, constrained timelines and significant financial exposure. Professional project management is not simply oversight. It is structured governance. The percentage reflects the intensity of that governance. When viewed in that context, variation in fee is not inconsistency. It is proportionality.   Frequently asked questions Do project managers charge VAT in the UK? Yes. Most construction project management companies charge VAT on their professional fees in accordance with UK tax regulations. Clients should therefore allow for VAT in addition to the quoted percentage fee. Why do smaller projects have higher percentage fees? Every construction project requires a minimum level of governance, including procurement management, programme oversight, cost monitoring and reporting. Because this baseline effort does not reduce in proportion to project value, smaller schemes often attract a higher percentage fee. Are project management fees negotiable? Fees may vary depending on scope, risk profile and procurement route. However, selecting a project manager purely on the lowest percentage can increase commercial risk if governance and oversight are reduced. What is included in a project management percentage fee? Typical services may include design coordination, procurement strategy, programme oversight, cost monitoring, risk management, reporting and contract administration. The precise scope should always be clearly defined within the appointment.       Author . Lizzie Hewitt Lizzie is the driving force behind Iconic Project Management. She thrives on crafting creative strategies that set the company apart, ensuring every project delivers maximum value for clients. Her leadership is built on a people-first approach—empowering the team with the right tools, support, and culture to do what they do best: deliver outstanding projects on time, on budget, and on brief. Passionate about innovation and continuous improvement, Lizzie is committed to making the construction industry a place where people and projects thrive.

In construction project management, technical competence is only part of the equation. What often determines whether a project progresses confidently or becomes strained is how well stakeholders are aligned. Over many years working as a construction project manager, I have seen that delays and tension rarely stem from drawings alone. More often, they arise when expectations and the project brief are unclear, decisions are not transparent, or communication breaks down. Strong stakeholder engagement is not about control. It is about clarity, accountability and building trust early. In my experience, these are the stakeholders who most directly influence how transparent, accountable and aligned a construction project becomes. The list is not exhaustive, as each project has its own stakeholder landscape, but it should offer a useful framework for thinking about structure and trust.   Typical stakeholders in construction project management include: The client End users (who could be quite specific or multi layered) The construction project manager The design team The main contractor Specialist subcontractors Commercial stakeholders such as funders or insurers Statutory and regulatory bodies Neighbours and community groups   So, what does this look like in reality? Let’s step through each stakeholder and how they tend to influence the direction of a project.   1. The client I’ve found that everything flows from the client’s clarity of vision. The client defines the objectives, approves the budget and ultimately carries responsibility for the outcome. When their priorities are clearly articulated, construction project managers can structure the programme and decision-making framework around those objectives. Transparency at this stage is essential. If scope, budget tolerance or programme priorities are unclear, risk increases. At Iconic Project Management, we often begin by stress-testing the brief to ensure the commercial objectives and risk appetite are properly understood before design progresses.   2. End users If you do not properly listen to the people who will use the building, you risk delivering something that performs well on paper but less well in operation. End users frequently identify practical considerations that influence layout, servicing, phasing or long-term maintenance. Early involvement can reduce redesign and help protect operational continuity. Trust builds quickly when stakeholders feel their input is genuinely considered.   3. The construction project manager The role of a construction project manager is not simply to report progress. It is to create structure around complexity, protect governance and ensure decisions are made with full visibility of time, cost and risk implications. Independent construction project management can provide an additional layer of accountability at client level, particularly on complex or multi-stakeholder projects. The focus is on informed decision-making rather than reactive problem-solving.   4. The design team Strong design outcomes rely on clear parameters and open dialogue. Architects and engineers work within cost, programme and regulatory constraints. When expectations are transparent and decisions are timely, the design process tends to be more efficient and collaborative. Uncertainty, by contrast, can lead to drift and later adjustment. 5. The main contractor The main contractor is responsible for delivering the works in accordance with the contract. A professional relationship based on clarity and mutual respect can significantly support programme stability. Open discussion of buildability, logistics and sequencing often helps reduce avoidable friction. Where reporting and governance structures are clear, accountability becomes easier for all parties.   6. Specialist subcontractors Specialist subcontractors frequently hold critical technical knowledge. Engaging them at the appropriate stage and coordinating interfaces properly can reduce the risk of late-stage complications. Their expertise should be integrated into the wider programme rather than treated as an afterthought. Transparency in sequencing and coordination helps avoid pressure later.   7. Commercial stakeholders Funders, lenders and insurers often prioritise certainty and risk visibility. Clear reporting on budget movements, contingency use and programme status supports confidence. Surprises rarely strengthen relationships at this level. In construction project management, proactive communication is usually more effective than retrospective explanation.   8. Statutory and regulatory bodies Planning authorities, building control, environmental bodies and other regulatory stakeholders form part of the project framework. Early engagement can support more constructive dialogue and reduce the likelihood of delay. Regulatory compliance is not simply procedural; it is integral to responsible project delivery. Accountability here underpins trust across the wider stakeholder group.   9. Neighbours and community groups On city centre, education, airport or heritage schemes, community impact cannot be overlooked. Proportionate communication about working hours, logistics and disruption can help manage expectations. While engagement does not remove all concerns, it can support a more balanced and informed relationship.   Building transparency and trust in construction project management Identifying stakeholders is only part of the role. The greater responsibility for construction project managers lies in creating an environment where decisions are structured, visible and accountable. There is no formula that guarantees smooth delivery. However, certain principles consistently support stronger outcomes.   1. Establish clear objectives early Ambiguity is one of the most common causes of project strain. Confirming the brief, cost parameters and governance structure in writing provides a shared reference point. When pressure arises, documented clarity supports calm, informed decision-making.   2. Align on what success looks like Different stakeholders often measure success differently. For some, it is cost control. For others, programme certainty or operational performance. Making those priorities explicit early reduces misalignment later.   3. Communicate with structure Not everyone requires the same depth of detail. Structured reporting tailored to each stakeholder group helps maintain confidence. Consistency tends to reduce uncertainty and support better oversight.   4. Be transparent about risk No construction project is without risk. Open discussion of emerging cost pressures, technical challenges or programme constraints allows stakeholders to make considered choices. Transparency strengthens credibility, even when the message is difficult.   5. Define governance clearly Unclear authority slows progress. Agreeing decision-making thresholds and escalation routes supports accountability and protects momentum.   6. Involve the right people at the right time Late engagement often leads to redesign and additional cost. Facilities teams, operational leads and specialist consultants can materially improve outcomes when involved early enough to influence direction. 7. Listen actively Stakeholder engagement is not solely about issuing reports. Understanding commercial drivers, operational pressures and external scrutiny helps construction project managers respond proportionately. Often, being heard contributes as much to trust as formal updates.   A final perspective Construction project management is ultimately about accountability. Buildings are complex, but people are often more complex. Clear governance, visible decision-making and structured communication help create the conditions for trust. This overview is not exhaustive, as every project has its own stakeholder landscape. However, it should provide a practical starting point for thinking about alignment and responsibility. At Iconic Project Management, our focus is on providing construction project management that supports transparency, protects governance and enables informed decisions throughout the lifecycle of a project. If you are planning a scheme and want to understand how independent oversight may apply in your circumstances, taking early advice can help clarify the appropriate level of support.   Author Darren Hewitt Darren has over 25 years experience in the construction industry. Within this time he has led and delivered construction projects for major blue chip clients. Darren has held senior roles in both client and consultant organisations. This gives him a full understanding of the construction process and level of stakeholder engagement required to ensure successful project/programme outcomes. He enjoys both day to day project management duties as well as strategic projects.

Construction project costs can vary. Here’s how to work out a budget for your building project and how much you might expect to pay the project manager How much will my construction project cost? Construction project costs vary significantly depending on the type, size, location, and complexity of the build. This guide explains how to estimate a realistic ballpark budget, understand professional fees, and see real-world UK examples of what projects actually cost. (Spoiler: our project manager day rate starts at £800) "Always clear on what needs to be done, who is responsible, and timeframes" - Retail Development Client So, how much does it cost to build a construction project? The most common question we are asked is simple: “How much will it cost to build?” The honest answer is: it depends. There is no true “average” construction project. Even relatively small schemes can vary widely depending on design choices, specification, site constraints, programme, and risk. That said, “it depends” isn’t very helpful if you’re trying to decide whether a project is affordable. So here’s how to get to a sensible starting point. Set your budget and brief early Before you invest time and money in detailed designs, you need confidence that your project is affordable and justifiable. We were once approached by a client with a beautifully designed office scheme. Unfortunately, budget had never been discussed. When we reviewed the specification, the cost to build was close to £2 million. The client’s budget was £500,000. The project was abandoned before it began. This situation is more common than you might think. The project brief is the single most important stage of the process. A good brief makes clear: what you are trying to achieve, what constraints you have, and what success looks like. Without a clear brief and budget, designers tend to design everything you ask for, not everything you can afford. Iconic Project Cost Explorer How to estimate construction costs (before you have drawings) The Iconic Project Cost Explorer If you've never commissioned a construction project before, it's normal not to know what it might cost. Independent benchmarks are a good place to start. The entries below reference benchmarks commonly used by clients, consultants, and cost managers across the UK construction industry. They are not Iconic estimates and are provided to help you sense-check affordability early. For some sectors, we've added context from our own experience alongside the benchmark reference. General Construction Comprehensive data on global construction costs Read Turner & Townsend Education National School Delivery Cost Benchmarking Read Hampshire County Council and others Office Fitout Global office fitout costs guide Read Benchmark published by JLL Residential - extension How much does an extension cost in 2025? Read Homebuilding & Renovating Commercial - Warehouse Distribution warehouses cost model Read AECOM Healthcare Healthcare Premises Cost Guides (HPCGs) Read Department of Health Residential - new build How Much Does It Cost to Build a House in the UK? Read NewBuildHomes Retail Fit-out How Much Do Shop Fitting Costs Vary in 2025? Read NewLook UK Spon's Architects' and Builders' Price Book You can also use Spon’s Architects’ and Builders’ Price Book by multiplying typical rates by your intended floor area. These figures are indicative only, but they provide a realistic starting point and help avoid the common mistake of underestimating costs. How much will you pay for a construction project manager? Most UK building projects require professional services, and these should be included in your overall budget. If you need a full professional team (architect, quantity surveyor, project manager, building control and specialist consultants), you should typically allow up to 14% of the total construction cost. Construction project management fees (UK) Project management fees are usually charged in one of two ways. 1. Percentage of construction cost As a general guide, you should expect to pay: • 2.5%–4% of the total construction budget, depending on: o project complexity, o level of risk, and o scope of service. Examples: • A basic office fit-out: project management fees of around £11,400 • A large business park office: fees of approximately £363,100 2. Day rates For complex or long-duration projects, clients sometimes appoint a project manager on a day-rate basis. Our UK day rates are: • Project Director: £1,150 per day • Senior Project Manager: £925 per day • Project Manager: £800 per day Project Director £1, 150 Senior Project Manager £925 Project Manager £800 All prices are exclusive of VAT. Real-world examples of project management costs The examples below show how project management fees typically relate to construction cost in practice. Office refurbishment - Central London. Construction cost: £1.8 million Project management fees: £72,000 Iconic acted as project manager and employer’s agent, coordinating contractors, professional teams, IT, AV, security, and specialist suppliers. Drive-thru restaurant fit-out - Gloucestershire Construction cost: £500,000 Project management fees: £12,500 We managed design, procurement, utilities coordination, construction delivery, and specialist contractors for a fast-growing QSR brand. Student accommodation - Oxford Construction cost: £11 million Project management fees: £170,000 New-build, ultra-low-carbon student accommodation delivered to Passivhaus standards, with full project governance and stakeholder coordination. See also... How long will my project take? Three secret ingredients of a successful construction project Why transparency matters A good construction project manager should reduce risk, control cost, and protect your investment, not add uncertainty. We publish our rates because: clients deserve clarity, budgets are easier to set honestly, and good project management stands up to scrutiny. Talk to us before you commit If you’re considering a construction project and want an honest view on affordability, risk, and the level of professional support you actually need, we’re happy to have an initial conversation. GET IN TOUCH

< Back General Construction Turner & Townsend Comprehensive data on global construction costs Read the full benchmark Iconic Experience General construction projects span everything from new commercial builds to major refurbishments. Programme pressure, contractor coordination, planning conditions — each one has the potential to derail a project that looked straightforward on paper. At Iconic Project Management, we provide a full turnkey construction service, managing projects from early-stage planning through to delivery, across the UK. Our role is to bring structure and accountability to the process from the outset — so that when things don't go to plan, you have someone in your corner who already knows the project inside out. Photo: © Mark Moffat, The Property Experts – used with permission See an example of our work

Iconic Project Management delivers project management for retail, leisure and commercial construction projects, building or refurbishing your perfect premises. We will develop and deliver an entirely bespoke project management service for you. We're hiring! Join Our Award Winning Team OUR SERVICES Office refurbishment and fitout Aviation Education Retail Residential and mixed use Hospitality Whilst Darren worked at Tim Hortons he had key involvement in the development and implementation of the initial delivery process. Darren integrated well with key internal stakeholders, whilst delivering some challenging projects within some tight timescales. For any prospective clients, Darren would add value across your programme of works. Bryn H OUR PROJECTS Why We Publish Our Fees: The Commercial Application of The One Rule If understanding the cost means committing to a meeting, early-stage planning quickly becomes more time-consuming and, often, frustrating. Here’s why we believe pricing should be shared upfront. What Percentage Do Project Managers Charge in the UK – and Why Does It Vary So Much? What do project managers charge in the UK, and why can fees vary so much? This guide explains typical percentage ranges, what drives variation, and how to assess proposals with confidence. Net Zero Buildings for Universities and Heritage Sites: Is Passivhaus Certification Worth the Cost? Universities across the UK are pursuing net zero carbon estates, but sustainable building standards often raise difficult questions around cost and governance. This article explores how Passivhaus certification can support university decarbonisation strategies, the typical cost uplift involved, and how institutions balance performance, heritage constraints and long-term estate planning. Take a look at our Portfolio OUR CLIENTS You’re an utter legend and I really appreciate everything you’ve done for us and for me personally over the last few months. Would have been lost without you.” Daniel C To find out more about our project management services, please get in touch. We'd love to hear from you! Get In Touch