In the heart of Palm Beach, where oceanfront acreage is exceedingly rare, sits a one-acre estate originally built for a gentleman of European nobility. Later owned by a fashion icon and now held by a private international client, the property had all the markings of a legacy project — but started to bear the scars of a mismanaged start.
Purchased just before the pandemic, the project stalled almost immediately. Disagreements between the original design team, a revolving door of consultants, and a string of reactive management decisions left the site deteriorating — with no one informing ownership of its true condition. By the time the project was formally re-evaluated, mold had taken hold, ceilings had collapsed, and the home was beyond repair — requiring a full interior demolition.
The Problem
From the outset, challenges stacked up:
The Solution
Initially involved as part of the development firm which inherited these hurdles, [Morgan Poos] led an extensive recalibration initiative — including a highly competitive RFP process featuring over ten general contractors. Determined to revive the project for our client, I flew the final two GC’s in contention overseas where we conducted in person interviews with our client and their family office. After two full days of interviewing and measuring relationship dynamics, a GC was secured.
Back in Palm Beach we still had to work with the Town of Palm Beach to save this home. To alleviate permit expirations and counter the outspoken opposition of influential neighbors, we turned to Town Council and organized a closed-door meeting with the Town, opposing attorney, our newly selected GC, and our client’s attorney. We dismantled objections point by point and aligned all parties on a forward path. This resulted in the approval of a new kind of legal agreement — the first of its kind for a residential project in Palm Beach. Though it required bi-weekly reporting to Town Council and the surrounding neighbors, the project was saved.
Shortly after orchestrating the execution of this agreement and securing the project’s future, I left the development firm due to disagreement in project priority and client goal alignment. Within months, I was asked to return independently under our newly formed firm, Palma Consulting, to take over the project in its entirety.
Scope Highlights (In Progress)
Current Status
Since returning, Palma has stabilized communications, reconciled years of misalignment, and re-established a collaborative tone across the GC, Architect, and interior Design firm. MEP drawings are complete. Architectural sets are near completion. Construction is now well underway. For the first time since purchase, the project is moving with real traction and trust from its discerning community.
Where there was once friction and fatigue, there is now confidence, coordination, and clarity of purpose. The project is no longer reactionary but aggressively proactive.
Purchased just before the pandemic, the project stalled almost immediately. Disagreements between the original design team, a revolving door of consultants, and a string of reactive management decisions left the site deteriorating — with no one informing ownership of its true condition. By the time the project was formally re-evaluated, mold had taken hold, ceilings had collapsed, and the home was beyond repair — requiring a full interior demolition.
The Problem
From the outset, challenges stacked up:
- An uncooperative first Owner’s Representative
- A fired project team
- The leading architect who held the project together later left
- A temporary GC performing placeholder work to preserve permits
- The existing property manager let the estate fall into severe disrepair
- Our client and their family office were overseas and unaware of how far things had unraveled
- The visibly neglected property became a focal point of the neighborhood and a source of community pushback
- A contractor was yet selected for the project
- Permits were about to expire without hope for renewal
The Solution
Initially involved as part of the development firm which inherited these hurdles, [Morgan Poos] led an extensive recalibration initiative — including a highly competitive RFP process featuring over ten general contractors. Determined to revive the project for our client, I flew the final two GC’s in contention overseas where we conducted in person interviews with our client and their family office. After two full days of interviewing and measuring relationship dynamics, a GC was secured.
Back in Palm Beach we still had to work with the Town of Palm Beach to save this home. To alleviate permit expirations and counter the outspoken opposition of influential neighbors, we turned to Town Council and organized a closed-door meeting with the Town, opposing attorney, our newly selected GC, and our client’s attorney. We dismantled objections point by point and aligned all parties on a forward path. This resulted in the approval of a new kind of legal agreement — the first of its kind for a residential project in Palm Beach. Though it required bi-weekly reporting to Town Council and the surrounding neighbors, the project was saved.
Shortly after orchestrating the execution of this agreement and securing the project’s future, I left the development firm due to disagreement in project priority and client goal alignment. Within months, I was asked to return independently under our newly formed firm, Palma Consulting, to take over the project in its entirety.
Scope Highlights (In Progress)
- Development Agreement — the first of its kind in the Town of Palm Beach — to protect the project’s future and remove roadblocks to completion
- Full interior gut renovation to studs due to structural and environmental damage
- Roof replacement in its entirety
- Full MEP redesign underway with architectural and interior design alignment
- Site reprogramming for zoning compliance and neighbor impact mitigation
- Preservation and re-creation of the original architectural vocabulary while modernizing infrastructure
- Coordination and recalibration between selected GC, architect, and interior designer, all of whom joined mid-project
- Program recovery and sequencing of construction documents to ensure aligned delivery
Current Status
Since returning, Palma has stabilized communications, reconciled years of misalignment, and re-established a collaborative tone across the GC, Architect, and interior Design firm. MEP drawings are complete. Architectural sets are near completion. Construction is now well underway. For the first time since purchase, the project is moving with real traction and trust from its discerning community.
Where there was once friction and fatigue, there is now confidence, coordination, and clarity of purpose. The project is no longer reactionary but aggressively proactive.
In the heart of Palm Beach, where oceanfront acreage is exceedingly rare, sits a one-acre estate originally built for a gentleman of European nobility. Later owned by a fashion icon and now held by a private international client, the property had all the markings of a legacy project — but started to bear the scars of a mismanaged start.
Purchased just before the pandemic, the project stalled almost immediately. Disagreements between the original design team, a revolving door of consultants, and a string of reactive management decisions left the site deteriorating — with no one informing ownership of its true condition. By the time the project was formally re-evaluated, mold had taken hold, ceilings had collapsed, and the home was beyond repair — requiring a full interior demolition.
The Problem
From the outset, challenges stacked up:
The Solution
Initially involved as part of the development firm which inherited these hurdles, [Morgan Poos] led an extensive recalibration initiative — including a highly competitive RFP process featuring over ten general contractors. Determined to revive the project for our client, I flew the final two GC’s in contention overseas where we conducted in person interviews with our client and their family office. After two full days of interviewing and measuring relationship dynamics, a GC was secured.
Back in Palm Beach we still had to work with the Town of Palm Beach to save this home. To alleviate permit expirations and counter the outspoken opposition of influential neighbors, we turned to Town Council and organized a closed-door meeting with the Town, opposing attorney, our newly selected GC, and our client’s attorney. We dismantled objections point by point and aligned all parties on a forward path. This resulted in the approval of a new kind of legal agreement — the first of its kind for a residential project in Palm Beach. Though it required bi-weekly reporting to Town Council and the surrounding neighbors, the project was saved.
Shortly after orchestrating the execution of this agreement and securing the project’s future, I left the development firm due to disagreement in project priority and client goal alignment. Within months, I was asked to return independently under our newly formed firm, Palma Consulting, to take over the project in its entirety.
Scope Highlights (In Progress)
Current Status
Since returning, Palma has stabilized communications, reconciled years of misalignment, and re-established a collaborative tone across the GC, Architect, and interior Design firm. MEP drawings are complete. Architectural sets are near completion. Construction is now well underway. For the first time since purchase, the project is moving with real traction and trust from its discerning community.
Where there was once friction and fatigue, there is now confidence, coordination, and clarity of purpose. The project is no longer reactionary but aggressively proactive.
Purchased just before the pandemic, the project stalled almost immediately. Disagreements between the original design team, a revolving door of consultants, and a string of reactive management decisions left the site deteriorating — with no one informing ownership of its true condition. By the time the project was formally re-evaluated, mold had taken hold, ceilings had collapsed, and the home was beyond repair — requiring a full interior demolition.
The Problem
From the outset, challenges stacked up:
- An uncooperative first Owner’s Representative
- A fired project team
- The leading architect who held the project together later left
- A temporary GC performing placeholder work to preserve permits
- The existing property manager let the estate fall into severe disrepair
- Our client and their family office were overseas and unaware of how far things had unraveled
- The visibly neglected property became a focal point of the neighborhood and a source of community pushback
- No contractor was yet selected for the project
- Permits were about to expire without hope for renewal
The Solution
Initially involved as part of the development firm which inherited these hurdles, [Morgan Poos] led an extensive recalibration initiative — including a highly competitive RFP process featuring over ten general contractors. Determined to revive the project for our client, I flew the final two GC’s in contention overseas where we conducted in person interviews with our client and their family office. After two full days of interviewing and measuring relationship dynamics, a GC was secured.
Back in Palm Beach we still had to work with the Town of Palm Beach to save this home. To alleviate permit expirations and counter the outspoken opposition of influential neighbors, we turned to Town Council and organized a closed-door meeting with the Town, opposing attorney, our newly selected GC, and our client’s attorney. We dismantled objections point by point and aligned all parties on a forward path. This resulted in the approval of a new kind of legal agreement — the first of its kind for a residential project in Palm Beach. Though it required bi-weekly reporting to Town Council and the surrounding neighbors, the project was saved.
Shortly after orchestrating the execution of this agreement and securing the project’s future, I left the development firm due to disagreement in project priority and client goal alignment. Within months, I was asked to return independently under our newly formed firm, Palma Consulting, to take over the project in its entirety.
Scope Highlights (In Progress)
- Development Agreement — the first of its kind in the Town of Palm Beach — to protect the project’s future and remove roadblocks to completion
- Full interior gut renovation to studs due to structural and environmental damage
- Roof replacement in its entirety
- Full MEP redesign underway with architectural and interior design alignment
- Site reprogramming for zoning compliance and neighbor impact mitigation
- Preservation and re-creation of the original architectural vocabulary while modernizing infrastructure
- Coordination and recalibration between selected GC, architect, and interior designer, all of whom joined mid-project
- Program recovery and sequencing of construction documents to ensure aligned delivery
Current Status
Since returning, Palma has stabilized communications, reconciled years of misalignment, and re-established a collaborative tone across the GC, Architect, and interior Design firm. MEP drawings are complete. Architectural sets are near completion. Construction is now well underway. For the first time since purchase, the project is moving with real traction and trust from its discerning community.
Where there was once friction and fatigue, there is now confidence, coordination, and clarity of purpose. The project is no longer reactionary but aggressively proactive.
