I serve as the senior development lead and owner’s representative for a large-scale private residential development in New York, delivered as part of Discovery Land Company’s private residential and hospitality portfolio.

The project comprises approximately 100 high-end residences and a portfolio of amenity buildings spanning several hundred acres and unfolding over a multi-year horizon. The community is anchored by an 18-hole championship golf course designed by Tom Fazio and structured around an exclusive private membership model, with a full suite of social, recreational, and hospitality amenities.

The total development scope is in the high nine-figure range, encompassing residential construction, clubhouse and amenity buildings, site infrastructure, and landscape systems. My role is to govern the planning, design, and delivery of the full portfolio, integrating architecture, construction, and development into a single, disciplined execution framework.

I operate as the single point of accountability between ownership, architects, builders, and specialized consultants. My responsibilities include governing teams, structuring delivery systems, sequencing development, and directing capital deployment to align near-term activation with long-term value.

I am not the project architect or the construction manager. My role is to direct the system that governs both.

The project includes a mix of private residences, guest houses, and amenity buildings such as a large clubhouse, sports facilities, and social venues. Delivery is phased, with multiple homes and amenities under active construction at any given time.

This environment requires governance rather than coordination. I structure decision authority, sequence workstreams, and maintain a disciplined change-management framework to prevent scope drift and execution risk across a long-horizon development.

Key governance responsibilities include:

• aligning architectural standards across multiple designers
• maintaining a consistent product ladder across residence types
• governing owner-driven design changes
• managing cross-consultant dependencies
• sequencing amenity delivery to support near-term activation
• protecting long-term design coherence as the master plan evolves

I was responsible for defining decision thresholds, sequencing irreversible commitments, and serving as the final point of accountability when tradeoffs had permanent implications.

The residential portfolio includes homes ranging from approximately 3,000 to 10,000+ square feet, with construction budgets typically in the $4–10M range per residence, depending on program and finish level.

At the development scale, this requires disciplined capital governance rather than project-by-project optimization. I structure:

• budget frameworks and ROMs
• contingency strategies
• procurement sequencing
• value-engineering exercises
• scope prioritization
• delta-based decision packages for principals

My operating posture is not cost-cutting. It is long-term capital stewardship: protecting value while preserving architectural ambition and execution quality.

The project involves multiple architecture firms, a primary residential builder, landscape architects, interior designers, lighting designers, and specialized consultants.

I curate and govern these teams, structuring a delivery system that prevents misalignment, scope drift, and execution fragmentation. My role is to:

• establish decision authority
• define consultant lanes
• govern deliverables and review cycles
• control interface risk
• enforce accountability across disciplines

This allows ownership to engage with a single point of accountability rather than managing fragmented professional silos.

As a licensed architect, I engage deeply with design teams to protect design intent and architectural coherence across a large portfolio of residences and amenities.

My role is not to design buildings, but to govern architectural quality at the portfolio level. This includes:

• maintaining consistency of standards
• protecting key design principles
• governing product ladder differentiation
• managing finish and material systems
• aligning architectural ambition with capital discipline

This dual perspective — architectural intelligence paired with development authority — allows ambitious design to be delivered without compromise or execution drift.

At peak delivery, the project carries:

• 20–30 active residential builds
• multiple amenity buildings under construction
• overlapping consultant workstreams
• long-lead procurement pipelines
• entitlement and regulatory dependencies
• owner-driven design change cycles

This level of concurrency requires systems thinking, disciplined sequencing, and governance-driven execution rather than ad hoc project management.