Construction in today’s era has advanced in industry, it requires a variety of skills set and technological advancements. At GEAR we use out skills set, technical expertise and strategic rational to launch a new product, keep it on coarse and deliver the required results upon completion, while keeping our clients up to date and on budget and the time schedule in every phase of the project’s development.


Our capability to keep track of performance, manage people, precisely estimate costs, measure performance, manage logistics and predict or foresee challenges and complications ensures clients priorities come first.


GEAR offers consulting services through turnkey management of construction projects in order to improve performance during the execution of every project, through analysis of existing organizational problems and the development of plans for improvement. We provide services in a number of management consultancy areas pivotal to any construction project, from scheduling, project controls, estimating, constructibility reviews etc. GEAR’S team of professional consultants assist in identifying and minimize project risks for clientele, contractors, and subcontractors, from the inception of the project o the completion of the project.



Sustainability being at the heart of GEAR International Holdings, we understand that effective planning is essential, hence we assess the environmental impact of all projects as well as designing infrastructure that reduces energy consumption, thus reducing their carbon foot print.


At GEAR we ensure that zoning requirements are considered and dealt with accordingly which is pivotal to the success of any construction project




The list of project management and development services we offer our clients include:


  • Concept development
  • Feasibility analysis
  • Program development
  • Budgeting, scheduling, and estimating services
  • Value engineering
  • Constructability reviews
  • Document coordination
  • Design team identification and selection
  • Identification of project delivery strategy alternatives
  • Design management
  • Contractor qualification and bidding
  • Construction contract negotiations and award
  • Permitting and utility coordination
  • Construction management and administration
  • Interior fit-out and equipment coordination and management
  • Commissioning
  • Owner occupancy and relocation services
  • Project closeout




This is where we translate designs into reality. The increasing complexity of construction projects creates the need for design professionals trained in all phases of the project's life-cycle and develop an appreciation of the building as an advanced technological system requiring close integration of many sub-systems and their individual components, including sustainability.


A formal design team is assembled to plan the physical proceedings, and to integrate those proceedings with the other parts. The designs consists of drawings and specifications, prepared by a design team including surveyors, civil engineers, cost engineers (or quantity surveyors), mechanical engineers, electrical engineers, structural engineers, fire protection engineers, planning consultants, architectural consultants, and archaeological consultants. Once the designs are completed by the design team a number of construction companies may then be asked to make a bid for the work, either based directly on the design, or on the basis of drawings and a bill of quantities provided by our quantity surveyors. The contracts are awarded to the most cost efficient and functional bidder. GEAR’s project structures allow the client to integrate the services of architects, interior designers, engineers and constructors throughout design and construction


Construction projects can suffer from preventable financial problems. Cash flow problems exist when the present amount of funding cannot cover the current costs for labour and materials, and because they are a matter of having sufficient funds at a specific time, can arise even when the overall total is enough. GEAR’s Financial planning for construction projects is intended to ensure that a solid plan with adequate safeguards and contingency plans are in place before the project is started and is required to ensure that the plan is properly executed over the life of the project.

Mortgage bankers, accountants, and cost engineers are participants in creating an overall plan for the financial management of the building construction project. Accountants act to study the expected monetary flow over the life of the project and to monitor the payouts throughout the process. Cost engineers and estimators apply expertise to relate the work and materials involved to a proper valuation. Cost overruns with projects occur when contractors identified change orders or project changes that increased costs, which are not subject to competition from other firms as they have already been eliminated from consideration after the initial bid.



Every construction project must fit into the legal framework governing the property. These include governmental regulations on the use of property and obligations that are created in the process of construction. The project must adhere to zoning and building code requirements. Attorneys may seek changes or exemptions in the law that governs the land where the building will be built, either by arguing that a rule is inapplicable (the bridge design will not cause a collapse), or that the custom is no longer needed (acceptance of live-work spaces has grown in the community).


Time in construction is of the essence, as it means that a delay costs money, and in cases of bottlenecks, the delay can be extremely expensive. Thus, we produce contracts that ensure that each side is capable of performing the obligations set out in time so the project flows smoothly, whereas poorly drafted contracts lead to confusion and collapse. Legal advisors in the beginning of a construction project seek to identify ambiguities and other potential sources of trouble in the contract structure, and to present options for preventing problems. Throughout the process of the project, we work to avoid and resolve conflicts that arise. In each case, the legal team facilitates an exchange of obligations that matches the reality of the project.


Design, finance, and legal aspects overlap and interrelate. We ensure that the design is not only financially possible to build, and legal to use, but that the financial structure also accommodates the need for building the design provided, and must pay amounts that are legally owed. The legal structure integrates the design into the surrounding legal framework, and enforces the financial consequences of the construction process.



Management procurement systems are often used to speed up the procurement processes, allowing the client greater flexibility in design variation throughout the contract, give the ability to appoint individual work contractors, separate contractual responsibility on each individual throughout the contract, and to provide greater client control.


In this arrangement the client plays an active role in the procurement system by entering into separate contracts with the designer (architect or engineer), the construction manager, and individual trade contractors. The client takes on the contractual role, while we provide the active role of managing the separate trade contracts, and ensuring that they complete all work smoothly and effectively together.




A concept never intended to be built, may be an aesthetic or structural design exercise



A building concept that is under review by a the building owner and by government



A building concept that will be constructed in the near future. If the proposed building is not approved then the proposal may be amended and resubmitted, or it may be deferred or cancelled.



The specification of what is to be built in sufficient detail to be used as the basis as a contract between the owner and a contractor


The selection of the contractor or contractors to carry out the construction. This may be by competitive tendering.



Before construction can start any services on the site which must be kept operational to serve other adjacent sites must be diverted so they run outside the footprint of the new building. This can include drainage, water and gas piped services and power and communication cables.



A fully designed building currently being built


Ground works

Construction work below ground level including the construction of basements and foundations



A fully designed building where construction has reached the highest point of the building


Fitting Out

Installation of the decorative, non-structural elements once the building main structure is complete. This includes painting, ceilings, light fittings etc.


Commissioning Or Setting To Work

Once the building Mechanical, electrical, plumbing, communications, and building control systems are installed they then need to be tested and adjusted so they deliver the required performance. In modern buildings this can take some time during which little seems to be going on but if this is not done properly then these systems will not deliver their design performance leading to hot and cold spots, spurious alarms, higher energy bills, and systems failing during emergencies.


Substantial Completion / Beneficial Occupancy

A point when the work is sufficiently complete so that the Owner can occupy (Items noted during inspection 'punch list' or 'snag list' may still be corrected).



A fully designed building that has been fully built, excluding future expansions (punch list items all completed).


Building Operation

All those day-to-day activities need to ensure the building can be used. In simple buildings this means little more than cleaning but in more complicated buildings this is a large scale operation employing a large team of staff. If they do their job right then you hardly notice them.


Other Phases Post Completion


Works to ensure the building continues to operate in accordance with its design, including replacing elements which are approaching the end of their useful life.



Replacing building elements which have been damaged or which have failed to restore the building to its as-built state.



Modification to the building. This can be minor modifications that are carried out while the building is occupied or major works where only the structural elements are kept and the building is out of use for years.



Destruction of the building which may include the salvage of some elements for reuse elsewhere.



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