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Acquisition

Due diligence

This stage verifies the site before the developer confirms purchase, waives conditions, or spends heavily on design. This page shows what a beginner residential developer in Auckland should check, who to ask, what evidence to save, and where to verify before committing money or instructions.

due diligencetitleLIMproperty fileeasement9 rolesLast reviewed 11 August 2026

How to execute this stage

Micro-stage control plan

Work through each applicable step in order. A hold point means pause the dependent decision or work until the stated evidence and authorised review are complete.

9 structured steps
  1. 01Title interestsLevel 1 · Acquisition
    TaskCheckHold pointEvidenceRecordNext action

    Simple explanation

    Title interests

    Technical context

    Test this point against Record of Title, the current feasibility version and written input from Lawyer. Separate verified facts, professional opinion and assumptions.

    Why it matters: This check can change yield, consent pathway, acquisition terms, funding, cost, programme or exit strategy. It must be resolved before the developer relies on waive, extend, renegotiate, add conditions, or cancel.

    Prerequisites

    • Record of Title is current and its source/date are recorded.
    • The project objective, feasibility version and decision deadline are clear.
    • Lawyer has a focused brief where professional confirmation is required.

    Checks

    • Does Record of Title directly support the conclusion?
    • Which information is verified, assumed, missing, superseded or contradictory?
    • Has the feasibility, programme, risk register and decision register been updated?

    Evidence to save

    • Record of Title
    • Written Lawyer response or a recorded reason it is not required
    • Dated feasibility/risk/decision update

    Hold point

    Do not waive a condition, instruct design/work, commit funding, lodge, purchase, settle or represent the conclusion as confirmed until the authorised decision-maker has the required evidence and advice.

    Stop or escalate when

    • The source is missing, old, inconsistent or outside the reviewer's scope.
    • The check changes yield, approval pathway, funding, legal rights, tax, safety or a material cost/programme assumption.
    • A deadline is approaching and the responsible professional has not confirmed the position.

    Documents and records

    • Record of Title
    • Due diligence checklist
    • Risk register
    • Current feasibility, risk register and decision register
    Cost effect
    Record changes to land value, consultant/council cost, construction/civil cost, finance, holding cost, contingency and exit value before waive, extend, renegotiate, add conditions, or cancel.
    Programme effect
    Record the decision deadline, dependencies, information lead time and effect on acquisition, consent, procurement, construction, sales or settlement milestones.

    Next action

    Covenants

    Applicability: Confirm whether this check applies to the actual site, ownership, strategy, consent pathway, infrastructure and delivery model; record a reason when not applicable.

    Use current site-specific documents and appropriately appointed professional advice. BuildPath does not make the development decision for you.

  2. 02CovenantsLevel 1 · Acquisition
    TaskCheckHold pointEvidenceRecordNext action

    Simple explanation

    Covenants

    Technical context

    Test this point against LIM, the current feasibility version and written input from Planner. Separate verified facts, professional opinion and assumptions.

    Why it matters: This check can change yield, consent pathway, acquisition terms, funding, cost, programme or exit strategy. It must be resolved before the developer relies on which risks remain after purchase.

    Prerequisites

    • LIM is current and its source/date are recorded.
    • The project objective, feasibility version and decision deadline are clear.
    • Planner has a focused brief where professional confirmation is required.

    Checks

    • Does LIM directly support the conclusion?
    • Which information is verified, assumed, missing, superseded or contradictory?
    • Has the feasibility, programme, risk register and decision register been updated?

    Evidence to save

    • LIM
    • Written Planner response or a recorded reason it is not required
    • Dated feasibility/risk/decision update

    Hold point

    Do not waive a condition, instruct design/work, commit funding, lodge, purchase, settle or represent the conclusion as confirmed until the authorised decision-maker has the required evidence and advice.

    Stop or escalate when

    • The source is missing, old, inconsistent or outside the reviewer's scope.
    • The check changes yield, approval pathway, funding, legal rights, tax, safety or a material cost/programme assumption.
    • A deadline is approaching and the responsible professional has not confirmed the position.

    Documents and records

    • LIM
    • Due diligence checklist
    • Risk register
    • Current feasibility, risk register and decision register
    Cost effect
    Record changes to land value, consultant/council cost, construction/civil cost, finance, holding cost, contingency and exit value before which risks remain after purchase.
    Programme effect
    Record the decision deadline, dependencies, information lead time and effect on acquisition, consent, procurement, construction, sales or settlement milestones.

    Next action

    Easements

    Applicability: Confirm whether this check applies to the actual site, ownership, strategy, consent pathway, infrastructure and delivery model; record a reason when not applicable.

    Use current site-specific documents and appropriately appointed professional advice. BuildPath does not make the development decision for you.

  3. 03EasementsLevel 1 · Acquisition
    TaskCheckHold pointEvidenceRecordNext action

    Simple explanation

    Easements

    Technical context

    Test this point against Property file, the current feasibility version and written input from Surveyor. Separate verified facts, professional opinion and assumptions.

    Why it matters: This check can change yield, consent pathway, acquisition terms, funding, cost, programme or exit strategy. It must be resolved before the developer relies on whether professional advice is sufficient.

    Prerequisites

    • Property file is current and its source/date are recorded.
    • The project objective, feasibility version and decision deadline are clear.
    • Surveyor has a focused brief where professional confirmation is required.

    Checks

    • Does Property file directly support the conclusion?
    • Which information is verified, assumed, missing, superseded or contradictory?
    • Has the feasibility, programme, risk register and decision register been updated?

    Evidence to save

    • Property file
    • Written Surveyor response or a recorded reason it is not required
    • Dated feasibility/risk/decision update

    Hold point

    Do not waive a condition, instruct design/work, commit funding, lodge, purchase, settle or represent the conclusion as confirmed until the authorised decision-maker has the required evidence and advice.

    Stop or escalate when

    • The source is missing, old, inconsistent or outside the reviewer's scope.
    • The check changes yield, approval pathway, funding, legal rights, tax, safety or a material cost/programme assumption.
    • A deadline is approaching and the responsible professional has not confirmed the position.

    Documents and records

    • Property file
    • Due diligence checklist
    • Risk register
    • Current feasibility, risk register and decision register
    Cost effect
    Record changes to land value, consultant/council cost, construction/civil cost, finance, holding cost, contingency and exit value before whether professional advice is sufficient.
    Programme effect
    Record the decision deadline, dependencies, information lead time and effect on acquisition, consent, procurement, construction, sales or settlement milestones.

    Next action

    Overlays

    Applicability: Confirm whether this check applies to the actual site, ownership, strategy, consent pathway, infrastructure and delivery model; record a reason when not applicable.

    Use current site-specific documents and appropriately appointed professional advice. BuildPath does not make the development decision for you.

  4. 04OverlaysLevel 1 · Acquisition
    TaskCheckHold pointEvidenceRecordNext action

    Simple explanation

    Overlays

    Technical context

    Test this point against Sale agreement, the current feasibility version and written input from Architect. Separate verified facts, professional opinion and assumptions.

    Why it matters: This check can change yield, consent pathway, acquisition terms, funding, cost, programme or exit strategy. It must be resolved before the developer relies on waive, extend, renegotiate, add conditions, or cancel.

    Prerequisites

    • Sale agreement is current and its source/date are recorded.
    • The project objective, feasibility version and decision deadline are clear.
    • Architect has a focused brief where professional confirmation is required.

    Checks

    • Does Sale agreement directly support the conclusion?
    • Which information is verified, assumed, missing, superseded or contradictory?
    • Has the feasibility, programme, risk register and decision register been updated?

    Evidence to save

    • Sale agreement
    • Written Architect response or a recorded reason it is not required
    • Dated feasibility/risk/decision update

    Hold point

    Do not waive a condition, instruct design/work, commit funding, lodge, purchase, settle or represent the conclusion as confirmed until the authorised decision-maker has the required evidence and advice.

    Stop or escalate when

    • The source is missing, old, inconsistent or outside the reviewer's scope.
    • The check changes yield, approval pathway, funding, legal rights, tax, safety or a material cost/programme assumption.
    • A deadline is approaching and the responsible professional has not confirmed the position.

    Documents and records

    • Sale agreement
    • Due diligence checklist
    • Risk register
    • Current feasibility, risk register and decision register
    Cost effect
    Record changes to land value, consultant/council cost, construction/civil cost, finance, holding cost, contingency and exit value before waive, extend, renegotiate, add conditions, or cancel.
    Programme effect
    Record the decision deadline, dependencies, information lead time and effect on acquisition, consent, procurement, construction, sales or settlement milestones.

    Next action

    Flooding

    Applicability: Confirm whether this check applies to the actual site, ownership, strategy, consent pathway, infrastructure and delivery model; record a reason when not applicable.

    Use current site-specific documents and appropriately appointed professional advice. BuildPath does not make the development decision for you.

  5. 05FloodingLevel 1 · Acquisition
    TaskCheckHold pointEvidenceRecordNext action

    Simple explanation

    Flooding

    Technical context

    Test this point against Planning memo, the current feasibility version and written input from Engineer. Separate verified facts, professional opinion and assumptions.

    Why it matters: This check can change yield, consent pathway, acquisition terms, funding, cost, programme or exit strategy. It must be resolved before the developer relies on which risks remain after purchase.

    Prerequisites

    • Planning memo is current and its source/date are recorded.
    • The project objective, feasibility version and decision deadline are clear.
    • Engineer has a focused brief where professional confirmation is required.

    Checks

    • Does Planning memo directly support the conclusion?
    • Which information is verified, assumed, missing, superseded or contradictory?
    • Has the feasibility, programme, risk register and decision register been updated?

    Evidence to save

    • Planning memo
    • Written Engineer response or a recorded reason it is not required
    • Dated feasibility/risk/decision update

    Hold point

    Do not waive a condition, instruct design/work, commit funding, lodge, purchase, settle or represent the conclusion as confirmed until the authorised decision-maker has the required evidence and advice.

    Stop or escalate when

    • The source is missing, old, inconsistent or outside the reviewer's scope.
    • The check changes yield, approval pathway, funding, legal rights, tax, safety or a material cost/programme assumption.
    • A deadline is approaching and the responsible professional has not confirmed the position.

    Documents and records

    • Planning memo
    • Due diligence checklist
    • Risk register
    • Current feasibility, risk register and decision register
    Cost effect
    Record changes to land value, consultant/council cost, construction/civil cost, finance, holding cost, contingency and exit value before which risks remain after purchase.
    Programme effect
    Record the decision deadline, dependencies, information lead time and effect on acquisition, consent, procurement, construction, sales or settlement milestones.

    Next action

    Services

    Applicability: Confirm whether this check applies to the actual site, ownership, strategy, consent pathway, infrastructure and delivery model; record a reason when not applicable.

    Use current site-specific documents and appropriately appointed professional advice. BuildPath does not make the development decision for you.

  6. 06ServicesLevel 1 · Acquisition
    TaskCheckHold pointEvidenceRecordNext action

    Simple explanation

    Services

    Technical context

    Test this point against Survey/geotech/civil notes, the current feasibility version and written input from Building inspector. Separate verified facts, professional opinion and assumptions.

    Why it matters: This check can change yield, consent pathway, acquisition terms, funding, cost, programme or exit strategy. It must be resolved before the developer relies on whether professional advice is sufficient.

    Prerequisites

    • Survey/geotech/civil notes is current and its source/date are recorded.
    • The project objective, feasibility version and decision deadline are clear.
    • Building inspector has a focused brief where professional confirmation is required.

    Checks

    • Does Survey/geotech/civil notes directly support the conclusion?
    • Which information is verified, assumed, missing, superseded or contradictory?
    • Has the feasibility, programme, risk register and decision register been updated?

    Evidence to save

    • Survey/geotech/civil notes
    • Written Building inspector response or a recorded reason it is not required
    • Dated feasibility/risk/decision update

    Hold point

    Do not waive a condition, instruct design/work, commit funding, lodge, purchase, settle or represent the conclusion as confirmed until the authorised decision-maker has the required evidence and advice.

    Stop or escalate when

    • The source is missing, old, inconsistent or outside the reviewer's scope.
    • The check changes yield, approval pathway, funding, legal rights, tax, safety or a material cost/programme assumption.
    • A deadline is approaching and the responsible professional has not confirmed the position.

    Documents and records

    • Survey/geotech/civil notes
    • Due diligence checklist
    • Risk register
    • Current feasibility, risk register and decision register
    Cost effect
    Record changes to land value, consultant/council cost, construction/civil cost, finance, holding cost, contingency and exit value before whether professional advice is sufficient.
    Programme effect
    Record the decision deadline, dependencies, information lead time and effect on acquisition, consent, procurement, construction, sales or settlement milestones.

    Next action

    Existing building legality

    Applicability: Confirm whether this check applies to the actual site, ownership, strategy, consent pathway, infrastructure and delivery model; record a reason when not applicable.

    Use current site-specific documents and appropriately appointed professional advice. BuildPath does not make the development decision for you.

  7. 07Existing building legalityLevel 1 · Acquisition
    TaskCheckHold pointEvidenceRecordNext action

    Simple explanation

    Existing building legality

    Technical context

    Test this point against Building inspection, the current feasibility version and written input from Accountant. Separate verified facts, professional opinion and assumptions.

    Why it matters: This check can change yield, consent pathway, acquisition terms, funding, cost, programme or exit strategy. It must be resolved before the developer relies on waive, extend, renegotiate, add conditions, or cancel.

    Prerequisites

    • Building inspection is current and its source/date are recorded.
    • The project objective, feasibility version and decision deadline are clear.
    • Accountant has a focused brief where professional confirmation is required.

    Checks

    • Does Building inspection directly support the conclusion?
    • Which information is verified, assumed, missing, superseded or contradictory?
    • Has the feasibility, programme, risk register and decision register been updated?

    Evidence to save

    • Building inspection
    • Written Accountant response or a recorded reason it is not required
    • Dated feasibility/risk/decision update

    Hold point

    Do not waive a condition, instruct design/work, commit funding, lodge, purchase, settle or represent the conclusion as confirmed until the authorised decision-maker has the required evidence and advice.

    Stop or escalate when

    • The source is missing, old, inconsistent or outside the reviewer's scope.
    • The check changes yield, approval pathway, funding, legal rights, tax, safety or a material cost/programme assumption.
    • A deadline is approaching and the responsible professional has not confirmed the position.

    Documents and records

    • Building inspection
    • Due diligence checklist
    • Risk register
    • Current feasibility, risk register and decision register
    Cost effect
    Record changes to land value, consultant/council cost, construction/civil cost, finance, holding cost, contingency and exit value before waive, extend, renegotiate, add conditions, or cancel.
    Programme effect
    Record the decision deadline, dependencies, information lead time and effect on acquisition, consent, procurement, construction, sales or settlement milestones.

    Next action

    Asbestos/demolition risk

    Applicability: Confirm whether this check applies to the actual site, ownership, strategy, consent pathway, infrastructure and delivery model; record a reason when not applicable.

    Use current site-specific documents and appropriately appointed professional advice. BuildPath does not make the development decision for you.

  8. 08Asbestos/demolition riskLevel 1 · Acquisition
    TaskCheckHold pointEvidenceRecordNext action

    Simple explanation

    Asbestos/demolition risk

    Technical context

    Test this point against Record of Title, the current feasibility version and written input from Lender. Separate verified facts, professional opinion and assumptions.

    Why it matters: This check can change yield, consent pathway, acquisition terms, funding, cost, programme or exit strategy. It must be resolved before the developer relies on which risks remain after purchase.

    Prerequisites

    • Record of Title is current and its source/date are recorded.
    • The project objective, feasibility version and decision deadline are clear.
    • Lender has a focused brief where professional confirmation is required.

    Checks

    • Does Record of Title directly support the conclusion?
    • Which information is verified, assumed, missing, superseded or contradictory?
    • Has the feasibility, programme, risk register and decision register been updated?

    Evidence to save

    • Record of Title
    • Written Lender response or a recorded reason it is not required
    • Dated feasibility/risk/decision update

    Hold point

    Do not waive a condition, instruct design/work, commit funding, lodge, purchase, settle or represent the conclusion as confirmed until the authorised decision-maker has the required evidence and advice.

    Stop or escalate when

    • The source is missing, old, inconsistent or outside the reviewer's scope.
    • The check changes yield, approval pathway, funding, legal rights, tax, safety or a material cost/programme assumption.
    • A deadline is approaching and the responsible professional has not confirmed the position.

    Documents and records

    • Record of Title
    • Due diligence checklist
    • Risk register
    • Current feasibility, risk register and decision register
    Cost effect
    Record changes to land value, consultant/council cost, construction/civil cost, finance, holding cost, contingency and exit value before which risks remain after purchase.
    Programme effect
    Record the decision deadline, dependencies, information lead time and effect on acquisition, consent, procurement, construction, sales or settlement milestones.

    Next action

    Finance conditions

    Applicability: Confirm whether this check applies to the actual site, ownership, strategy, consent pathway, infrastructure and delivery model; record a reason when not applicable.

    Use current site-specific documents and appropriately appointed professional advice. BuildPath does not make the development decision for you.

  9. 09Finance conditionsLevel 1 · Acquisition
    TaskCheckHold pointEvidenceRecordNext action

    Simple explanation

    Finance conditions

    Technical context

    Test this point against LIM, the current feasibility version and written input from Valuer. Separate verified facts, professional opinion and assumptions.

    Why it matters: This check can change yield, consent pathway, acquisition terms, funding, cost, programme or exit strategy. It must be resolved before the developer relies on whether professional advice is sufficient.

    Prerequisites

    • LIM is current and its source/date are recorded.
    • The project objective, feasibility version and decision deadline are clear.
    • Valuer has a focused brief where professional confirmation is required.

    Checks

    • Does LIM directly support the conclusion?
    • Which information is verified, assumed, missing, superseded or contradictory?
    • Has the feasibility, programme, risk register and decision register been updated?

    Evidence to save

    • LIM
    • Written Valuer response or a recorded reason it is not required
    • Dated feasibility/risk/decision update

    Hold point

    Do not waive a condition, instruct design/work, commit funding, lodge, purchase, settle or represent the conclusion as confirmed until the authorised decision-maker has the required evidence and advice.

    Stop or escalate when

    • The source is missing, old, inconsistent or outside the reviewer's scope.
    • The check changes yield, approval pathway, funding, legal rights, tax, safety or a material cost/programme assumption.
    • A deadline is approaching and the responsible professional has not confirmed the position.

    Documents and records

    • LIM
    • Due diligence checklist
    • Risk register
    • Current feasibility, risk register and decision register
    Cost effect
    Record changes to land value, consultant/council cost, construction/civil cost, finance, holding cost, contingency and exit value before whether professional advice is sufficient.
    Programme effect
    Record the decision deadline, dependencies, information lead time and effect on acquisition, consent, procurement, construction, sales or settlement milestones.

    Next action

    Make and record the stage decision: Whether professional advice is sufficient. Then open the next applicable development stage.

    Applicability: Confirm whether this check applies to the actual site, ownership, strategy, consent pathway, infrastructure and delivery model; record a reason when not applicable.

    Use current site-specific documents and appropriately appointed professional advice. BuildPath does not make the development decision for you.

Developer go / no-go control

Decision gates before the next commitment

A gate records whether evidence supports a commercial decision. It does not replace advice or predict an authority, lender, purchaser or market outcome.

Before going unconditional or settling

Decision: Proceed, renegotiate, extend, or withdraw under professional advice

Minimum evidence

  • • Lawyer confirms title and agreement matters within scope
  • • Planner/design/engineering advice supports a credible pathway
  • • Funding, valuation, insurance and cash requirements are evidenced

Update before deciding

  • • Acquisition and holding costs
  • • Confirmed investigation/design/authority allowances
  • • Settlement-to-revenue cashflow and contingency

Stop / escalate when

  • • A critical report/approval is outstanding at the condition deadline
  • • Feasibility fails the agreed downside threshold
  • • Conflicting advice is unresolved
Record this gate in the Workspace →

What this stage means

  • Due diligence is the part of the project where the developer turns an idea into a checked decision, not a guess.
  • The stage should connect market demand, planning rules, legal constraints, design, cost, funding, time, risk, and exit strategy.
  • For Auckland residential development, the answer is site-specific. The same idea can be low risk on one site and unworkable on the next because of zoning, overlays, title interests, services, slope, flooding, neighbours, or finance.

Why this stage matters

  • Early mistakes become expensive because land, design, consultants, holding costs, consent fees, and finance costs continue even when the project is paused.
  • The developer needs written evidence for lenders, consultants, lawyers, valuers, builders, purchasers, and future dispute protection.
  • This stage usually needs verification from Auckland Council property reports, Auckland Council LIM report, Auckland Council property file, Toitu Te Whenua LINZ land records, Relevant professional advice before the developer treats the conclusion as reliable.

Step-by-step guide

  1. 1Define the decision needed at the end of this stage and the date it is needed by.
  2. 2Gather the stage documents: Record of Title, LIM, Property file, Sale agreement, and the remaining stage records.
  3. 3Read the documents once for understanding, then again to list unknowns, risks, contradictions, missing evidence, and professional questions.
  4. 4Ask the responsible professionals to confirm the critical points: Lawyer, Planner, Surveyor, Architect.
  5. 5Update the feasibility, programme, risk register, and decision register with source references and dates.
  6. 6Decide whether to proceed, pause, redesign, renegotiate, add conditions, seek more advice, or abandon the option.
  7. 7Save the evidence in a dated folder and write a short stage closeout note explaining what was decided and why.

What the developer must do

  • Write down the development objective for due diligence in one clear paragraph: build-to-sell, build-to-rent, retain one dwelling, subdivide, renovate, or staged development.
  • Open the current feasibility, programme, decision register, risk register, and due diligence folder before making new commitments.
  • Collect the documents needed for this stage: Record of Title, LIM, Property file, Sale agreement, Planning memo, Survey/geotech/civil notes, Building inspection.
  • Send focused questions to the right people: Lawyer, Planner, Surveyor, Architect, Engineer, Building inspector, Accountant, Lender, Valuer.
  • Record assumptions separately from verified facts so the feasibility does not look more certain than it really is.
  • Update cost, time, consent, finance, and sales assumptions immediately after receiving new information.
  • Escalate anything that changes yield, sale price, cost, timing, consent pathway, title, funding, or settlement risk.

Verification

Source / where to check

Use current official information and the controlled documents for the actual project.

Auckland Council property reports

Use Auckland Council property report pages to order or understand LIM reports, property files, custom resource consent reports, and related property information.

Auckland Council LIM report

Use the LIM to check council-held information relevant to the land. Treat it as one due diligence document, not a substitute for title, survey, planning, engineering, legal, or finance advice.

Auckland Council property file

Review historic building consents, drainage plans, previous approvals, CCC records where available, and historic plans. Compare records with what physically exists on site.

Toitu Te Whenua LINZ land records

Use LINZ, a lawyer, and a licensed cadastral surveyor to verify Record of Title, legal description, interests, easements, covenants, consent notices, survey plans, and boundary/title matters.

Relevant professional advice

Planner, surveyor, architect, engineer, quantity surveyor, lawyer, accountant, lender, valuer, real estate agent, and other project specialists must confirm site-specific decisions.

Project-specific consented documents and professional advice override generic guidance.

Common mistakes

  • Treating an agent comment, generic online rule, or old document as verified site-specific advice.
  • Forgetting to update the feasibility after design, consent, finance, or market information changes.
  • Not allowing enough contingency, professional fees, council fees, finance costs, holding costs, and time risk.
  • Failing to keep written records of who confirmed what and when.
  • Using due diligence to push ahead even when the red flags show the project should pause.

Common risks

  • Yield reduces after proper planning, engineering, title, or infrastructure review.
  • Costs increase after QS, builder, civil, geotechnical, demolition, asbestos, or consent information is received.
  • Programme moves out because consultant inputs, council RFIs, neighbour issues, finance, title, or construction sequencing take longer than assumed.
  • Funding or sales assumptions change before the project reaches settlement.
  • The developer relies on unverified information and loses negotiating power or misses a due diligence deadline.

Common costs

  • Professional fees for planner, architect/designer, surveyor, engineer, QS, lawyer, accountant, valuer, and lender reports.
  • Council fees, consent fees, development contribution estimates, engineering approvals, infrastructure checks, and inspection/monitoring costs where relevant.
  • Design revisions, reports, investigations, demolition/asbestos work, service location, geotechnical testing, and valuation updates.
  • Holding costs such as interest, rates, insurance, utilities, temporary maintenance, and security.
  • Contingency for unverified conditions until the relevant professional confirms them.

Quotes and fee proposals to obtain

  • Obtain written fee proposals or quotations from the relevant stage professionals: Lawyer, Planner, Surveyor, Architect, Engineer, Building inspector, Accountant, Lender, Valuer.
  • Issue the same current documents and a clear scope to each party so prices, exclusions, assumptions, deliverables, lead times, and programme can be compared.
  • Identify council, authority, investigation, testing, design, construction, monitoring, and close-out charges that may sit outside a consultant or contractor quote.
  • Record every provisional sum, estimate, exclusion, expiry date, dependency, and unverified allowance in the Quote Register and feasibility.
  • Do not approve an appointment or purchase order until scope ownership, evidence required, payment terms, variation process, insurance or competency checks, and completion deliverables are understood.

Common delays

  • Waiting for property file, LIM, title instruments, survey information, consultant reports, or council responses.
  • Design changes caused by planning controls, infrastructure constraints, engineering findings, budget pressure, or market feedback.
  • Lender, valuer, lawyer, or purchaser conditions not being satisfied on time.
  • Council RFI responses needing more consultant work than expected.
  • Construction or subdivision closeout documents not matching settlement or sales deadlines.

Common consultant questions

  • For Due diligence, what are the three highest risks that could change cost, time, yield, or approval pathway?
  • Which parts of your advice are confirmed, which are assumptions, and which require another professional to confirm?
  • What documents did you rely on, and are any documents missing, outdated, superseded, or inconsistent?
  • What decision does the developer need to make now, and what should wait until more information is available?
  • What wording should go into the decision register, consultant meeting minutes, or lender/client update?

Red flags

  • A professional says the issue is outside their scope and no one else has been asked to confirm it.
  • The feasibility only works if optimistic sale prices, low construction costs, fast consent, low interest, and no delays all happen together.
  • A title, planning, flooding, geotechnical, access, service, or covenant issue may prevent the intended yield.
  • A seller, agent, builder, or consultant pressures the developer to waive due diligence before core checks are complete.
  • The project file has no written evidence for a major decision.

When to stop and get professional advice

  • Stop and get professional advice when title, easements, covenants, unit title, cross lease, or subdivision matters affect the proposal.
  • Stop and get professional advice when zoning, overlays, activity status, notification, infrastructure capacity, flooding, geotechnical, contamination, or heritage could affect yield.
  • Stop and get professional advice when GST, income tax, entity structure, lending, guarantees, or sale contract terms affect the decision.
  • Stop and get professional advice when the developer is about to sign, waive a condition, lodge consent, start work, approve a variation, accept practical completion, or settle.

Decisions that must be made

  • Waive, extend, renegotiate, add conditions, or cancel
  • Which risks remain after purchase
  • Whether professional advice is sufficient

Evidence to save

  • Dated source documents and consultant advice.
  • Feasibility version showing the assumptions used at the time of decision.
  • Risk register and decision register entries.
  • Meeting notes, emails, marked-up plans, calculations, photos, and council/lender/consultant responses.
  • Clear note of who approved the next step and any conditions attached to that approval.

Beginner-friendly example

Due diligence finds an easement through the best building platform, so the developer asks the surveyor and lawyer whether relocation, redesign, or withdrawal is required.

Use this in my project

Turn due diligence into controlled action

Open the relevant workspace register, create the project-specific record, link the controlling documents and preserve evidence. The guide does not automatically approve or verify the action.

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