High-profile institutional and cultural developments require structured governance frameworks, stakeholder alignment, and transparent reporting to support compliance, funding assurance, and operational readiness.
Institutional & Cultural Assets
AGSM UCLA CALIFORNIA USA
US$ 75M
Anderson Graduate School of Management (UCLA) Los Angeles, USA
US$ $75M | Project Coordinator
PROJECT OVERVIEW
The UCLA Anderson School of Management complex is a 29,000 m² (310,000-square-foot) institutional facility and the second-largest academic complex on the UCLA campus, occupying one of the university’s most prominent sites.
Delivered as a six-building development with a construction value of approximately USD $75 million under UCLA Capital Programs, the project was designed as a seven-component academic environment organized in a four-leaf clover configuration, creating a central campus crossroads and collaborative academic hub.
DELIVERY SCOPE
Aligned project delivery execution with UCLA Capital Programs design and construction standards, supporting governance, coordination, and oversight across a complex institutional development defined by elevated architectural expectations, premium material specifications, and high-performance quality standards.
Maintained strategic communication and coordination with the client and architect to support project performance, operational risk mitigation, stakeholder alignment, and overall delivery objectives.
KEY GOVERNANCE PRIORITIES
Supported client-side capital program governance to align project delivery with financial, schedule, quality, and operational objectives across a high-profile institutional development.
Provided executive oversight of delivery processes through proactive risk identification, control verification, and issue management to mitigate impacts before they affected project performance.
Applied industry best practices in forecasting, cost control, and schedule analysis to support reliable projection of final construction costs and completion milestones.
PROJECT CONTEXT
Located within a high seismic risk zone in California, the project required advanced structural coordination and strict adherence to seismic design standards to support life safety, structural resilience, and asset protection objectives.
The project was delivered during the period of the 1994 Northridge earthquake, which reinforced the importance of seismic performance, disaster preparedness, risk management, and recovery planning across the development.
Project delivery therefore required attention not only to structural resilience and immediate life-safety considerations, but also to the ability to maintain construction continuity, support post-event recovery, and restore operational capability following a major seismic event.
ARCHITECT
Pei Cobb Freed and Partners NY.
CHEONGPYEONG MUSEUM SOUTH KOREA
US$ 1B
Cheongpyeong Museum Project, South Korea
US$ 1B | Client Representative Architectural Advisory
PROJECT OVERVIEW
The Cheongpyeong Palace Project comprised the design and development of a monumental palace and museum complex in Seorak-myeon, Gapyeong County, South Korea, conceived as the principal ceremonial and administrative centre of the Unification Church. Originally known as Cheongpyeong Palace, the building was later described publicly as a museum while continuing to serve significant ceremonial and institutional functions.
Constructed on the slopes of Cheonseong Mountain overlooking Cheongpyeong Lake, the development was designed by Durrant International (USA) as a monumental neo-classical landmark.
The project incorporated extensive mountainside excavation, deep foundation systems, monumental granite colonnades, a large-span domed structure, and museum-quality interiors finished in white marble and granite. The scale, engineering complexity, and quality of materials made it one of the most significant privately funded institutional developments undertaken in South Korea during its period.
No official construction cost has been publicly released. However, Michael L. Mickler, in the Journal of Unification Studies (Vol. 10, 2009), wrote that "reportedly, more than a billion dollars was spent on a heavenly palace at Cheongpyeong Lake." While presented as a reported estimate rather than an audited project value, this figure has subsequently been cited in academic literature discussing the scale of the original Cheongpyeong Palace development.
DELIVERY SCOPE
Engaged by Durrant International for an approximately eight-month interim assignment to provide senior architectural project management and delivery leadership while the Principal Architect focused on other client commissions.
Brought in to strengthen delivery performance across the Korean project management, engineering, and contractor teams, with a mandate to improve coordination, quality assurance, accountability, and execution discipline. Identified organizational fragmentation between project management and contractor teams that was affecting communication, issue resolution, and delivery consistency.
Established a best-practice quality assurance and coordination framework focused on improving accountability, stakeholder alignment, workmanship standards, and delivery performance across high-profile interior fit-out and critical architectural curtain wall works.
The assignment provided senior interim leadership and continuity during a period of competing client demands, while strengthening project delivery controls and team coordination.
KEY GOVERNANCE PRIORITIES
Supported client-side project governance oversight across design coordination, contractor interpretation, construction compliance, conflict resolution and delivery performance management. Focused on identifying areas where project execution, quality control, and stakeholder coordination could be strengthened to mitigate delivery risk, protect capital investment, and safeguard client reputation.
PROJECT CONTEXT
The palace is a part of the Hyojeong Cheonwon development, a large-scale complex including residential buildings, medical center, and university facilities.
ARCHITECT
Durrant International
Reference: Michael L. Mickler, Journal of Unification Studies, Vol. 10 (2009). Mickler states: Reportedly, more than a billion dollars was spent on a heavenly palace at Cheongpyeong Lake." No official audited construction cost has been publicly identified.
PALAZZO MARGHERITA CONSERVATION
ROME ITALY US$ 30M
Palazzo Margherita Historical Conservation, Rome, Italy
US$ 30M | Client-Facing Project Manager
PROJECT OVERVIEW
Located on Via Veneto, Palazzo Margherita was constructed in 1890 based on a design by Italian architect Gaetano Koch.
The interior configuration follows the traditions of a grand Roman palazzo adapted for royal occupancy, incorporating formal reception spaces, private residential apartments, and integrated service quarters distributed across multiple levels.
Today, the property is listed on the U.S. Secretary of State’s Register of Culturally Significant Property.
DELIVERY SCOPE
Provided project management oversight to Italian national contractors specializing in the restoration of historic interior finishes within the Consulate and USIS buildings, ensuring preservation of original architectural detailing and decorative features.
Supported project governance and compliance oversight in accordance with both Italian and U.S. government standards and operational requirements. Delivered contract administration and commercial management services aligned with U.S. Federal Acquisition Regulations.
KEY GOVERNANCE PRIORITIES
Supported client-side governance oversight for heritage conservation works with emphasis on preserving historic building integrity, maintaining strict quality control standards, and ensuring compliance with restoration requirements.
Focused on stakeholder communication, consultant and contractor coordination, and proactive management practices to protect capital investment and project reputation.
PROJECT CONTEXT
A historically significant Roman palace designed by Gaetano Koch in 1886 and adapted in 1946 for diplomatic operations.
ARCHITECT
Gaetano Koch (Original, 1886)
Einhorn Yaffee Prescott Architecture & Engineering P.C.