MASAR DeveloperShield
Protect the development from land to handover.
The real value is seeing beyond your own contract
The developer sees purchasers, funding, and handover. The contractor sees site, payment, and programme. The consultant sees approval and quality. The investor sees return. Major problems begin when every party is rational from its own angle while the project as a whole is moving toward a crisis.
Our role is to connect those angles before the dispute does.
Practical scenarios
- 01
Contractor delay and possible termination
We compare the termination right with the project outcome: progress, replacement, completion cost, site equipment, outstanding payments, security, delivery impact, and quality of the delay record.
Objective: Do not win the right to terminate and lose the project programme.
- 02
Project delay triggers coordinated purchaser action
We connect purchaser exposure to the contractor, consultant, actual programme, and revised delivery strategy while avoiding inconsistent settlements.
Objective: Manage the issue at project level, not complaint level.
- 03
Defects appear at handover
Technical specialists identify the defect; we connect findings to design, execution, materials, approvals, and the contractual chain while organizing remediation and reservation of rights.
Objective: Fix what must be fixed without making random admissions of liability.
- 04
Acceleration is needed before a critical launch
Acceleration can require additional labour, shifts, supply, and quality controls. We structure instruction, price, timing, and responsibility.
Objective: Buy time deliberately instead of creating a deferred claim.
- 05
A developer considers cancelling late-paying purchasers
We compare collection, restructuring, cancellation, resale, cash impact, and market effect by customer segment.
Objective: Choose the economic and legal route, not the fastest reaction.
The first 90 days
- 01
Days 1-30
Understand the live project
- Land and partnership structure.
- Programme and phases.
- Main contracts and subcontracts.
- Payment and variation process.
- Existing claims.
- Purchaser, collection, and handover position.
- Security and retention.
- Deadlines likely to become risks.
- 02
Days 31-60
Close the most expensive gaps
- Misaligned contract chain.
- Undocumented variations.
- Delay requiring notice or decision.
- Accumulated certificates and claims.
- High-risk subcontractors.
- Repeatable purchaser issues.
- Security or handover matters requiring action.
- 03
Days 61-90
Build the project legal system
- Claims and variation register.
- Notice and deadline calendar.
- Escalation rules before termination or taking-over works.
- Process for disputed certificates.
- Settlement and exception rules.
- Management dashboard connecting law, time, and money.
- Legal priorities for the next quarter.
How we support developers
- 01
Land & project structuring
Structure relationships with landowners, investors, partners, and project entities.
- 02
Development agreements
Address funding, governance, allocation, milestones, breach, exit, and dispute mechanisms.
- 03
Reservation & sale agreements
Align what is sold with what can be delivered, including price, payment, handover, variation, cancellation, assignment, and services.
- 04
Marketing commitment review
Reduce the gap between campaign, sales conversation, contract, and project reality.
- 05
Purchaser & collection management
Manage delay, cancellation, settlement, and group claims with cash flow and project impact in mind.
- 06
Delay & handover
Build documented positions on delay, notices, delivery, snagging, and refusal to take possession.
- 07
Contractors & consultants
Manage contracts, claims, variations, delay, quality, termination, and replacement.
- 08
Regulatory workstreams
Handle legal documentation and coordination with technical teams and competent authorities.
- 09
Disputes & enforcement
Select the route that serves the project objective: completion, recovery, protection, exit, or enforcement.
Management dashboard: law in time and money
- 01 Land & partnerships: obligations and open decisions.
- 02 Approvals: required action and programme effect.
- 03 Contractors: progress, delay, claims, certificates, variations.
- 04 Subcontractors: matters capable of affecting critical work.
- 05 Purchasers: collection, cancellation, delay, group claims.
- 06 Handover: readiness, snagging, refusal, outstanding payments.
- 07 Security & retention: values, dates, release conditions.
- 08 Disputes: exposure, objective, alternatives, next step.
- 09 Decisions: what management must decide and by when.
How we work with you
- 01
Ongoing legal partnership
- Development, construction, and subcontract drafting and negotiation.
- Follow-up of material claims, variations, and payment issues.
- Periodic coordination with management, project, and finance teams where needed.
- Negotiation support during execution.
- Purchaser, collection, and handover matters.
- Notices, termination, replacement, and evidence preservation.
- Settlement, litigation, arbitration where applicable, and enforcement support.
- Legal follow-up of security, retention, and handover.
- Clear management reporting on risks and open decisions.
- 02
Who we work with
- Real estate developers.
- Main and general contractors.
- Specialist construction companies.
- Subcontractors.
- Landowners and development partners.
- Real estate and construction investors.
- Project management businesses where the mandate is legal and commercial.
- Residential, commercial, administrative, and mixed-use projects.
- 03
The limits of our role
- We do not replace engineers, planners, quantity surveyors, or technical consultants.
- Delay, defects, and quantity analysis require appropriate technical input; our role is to connect that evidence to contract, rights, and procedure.
- We do not assume entitlement to compensation, EOT, or repricing without reviewing contract and facts.
- We do not guarantee authority, court, or tribunal outcomes.
- We do not recommend stopping a project or terminating merely because a theoretical right exists where the commercial outcome requires another route.
- We do not allow continued performance to become an excuse for failing to document rights.