Consent and Programme Risk for Major UK Infrastructure
Consent on paper is not permission to build.
Projects and programmes rarely fail on the engineering. They fail at the interfaces because of a breakdown of trust between the project and the communities, consenting authorities and landowners it impacts. Evermark manages the relationships, commitments and land consents that decide whether major infrastructure delivers on programme – or stalls for years.
The experience to get it right.
The honesty to say so when it is not.
Evermark is a specialist consent and stakeholder risk practice for major UK infrastructure. We work across the full lifecycle of NSIPs, AMP8 programmes and Tier 1 delivery, including the front end, where consent conditions, statutory consultees, landowners and communities shape the programme long before the engineering does.
01
Contractor. Consultant. Client.
Evermark brings experience from all three sides of infrastructure delivery: contractor, consultancy and client. That perspective means advice is grounded in how projects are actually procured, consented and delivered.
02
Engineering credibility
When a community raises a technical concern, Evermark answers it on the spot. No deferring, no delays. A chartered engineer in the conversation
changes everything.
03
Honest advice, always
Evermark tells clients what they need to hear, not what they want to hear. If something is not working, it gets said early and clearly. That kind of straight talking is rarer than it should be.
04
Consent risk managed
A DCO examination that goes badly can set a programme back by years. Evermark knows the process from the inside and manages the relationships that keep consents on track.
05
Senior expertise, directly
Evermark is built around direct access to senior expertise. Advice stays close to the people making the decisions, without layers of junior delivery between the client and the experience they engaged.
06
Proactive, not reactive
Evermark works at the front end of projects because that is where the difference gets made. Sorting relationships and consents early is better for communities, better for programmes, and honestly a lot less stressful for everyone.
The experience behind Evermark
A career built across every tier of UK infrastructure. Contractor, consultant and client side.
Director and shareholder in a specialist engagement firm, growing it nearly fivefold. He knows what building something looks like.
Personally accountable for around 2,800 commitments given to communities and written into an Act of Parliament.
Who We Work With
Promoters & Developers
Supporting consent risk from first concept through examination, delivery and final discharge, keeping commitments, communities and land issues aligned with the programme.
Tier 1 Contractors
Helping delivery teams manage the commitments, consent conditions and stakeholder risks inherited from earlier project stages, before they become construction delays.
Multidisciplinary Consultancies
Providing specialist consent and stakeholder risk expertise as a trusted subcontractor within existing frameworks, commissions and multidisciplinary project teams.
Promoters & Developers
Supporting consent risk from first concept through examination, delivery and final discharge, keeping commitments, communities and land issues aligned with the programme.
Tier 1 Contractors
Helping delivery teams manage the commitments, consent conditions and stakeholder risks inherited from earlier project stages, before they become construction delays.
Multidisciplinary Consultancies
Providing specialist consent and stakeholder risk expertise as a trusted subcontractor within existing frameworks, commissions and multidisciplinary project teams.
What Sets Us Apart From The Rest
“Evermark truly understand the whole infrastructure project life-cycle, and are experts in ensuring deliverable consents are obtained. We have worked alongside Evermark in delivering stakeholder engagement on major projects and the team is excellent in understanding local issues and concerns, and managing the discharge of conditions, assurances and undertakings in a manner that builds stakeholder trust and complies with statutory requirements”.
Jon Stott, Group Managing Director – Ardent Management
Or drop David a line: david@evermarkadvisory.co.uk
How Evermark Works
Step 1
We listen first
Every project starts with a proper conversation. What is the challenge? Who is affected? Where are the pressure points? Understanding that properly is what everything else is built on.
Step 2
We map the landscape
Stakeholders, communities, statutory consultees, local authorities. Evermark identifies everyone who matters and works out what they need before they become a problem.
Step 3
We build the relationships
Not managed communications. Not a leaflet drop. Real conversations with real people, handled properly, so that trust is built and maintained throughout the project.
Step 4
We keep things moving
Consents managed, commitments tracked, relationships maintained. Evermark stays involved for as long as the project needs it, so nothing falls through the cracks.
What Evermark Does - Managing the risks that delay major infrastructure
Consent Risk
The risk that consent is refused, granted late, or granted on terms that quietly wreck your build. Evermark manages consultee relationships, commitments and post-consent approvals so formal permission becomes practical permission to build.
Community Risk
The risk that local discontent organises and gains political or media power. Evermark uses honest communication, credible engagement and sustained relationships to surface issues early and stop opposition hardening.
Land Risk
The risk that land you need to acquire, access or cross becomes contested ground for the life of the works. Evermark supports land referencing, access negotiation, compulsory purchase and landowner relationships to protect the programme from avoidable delay.
"The harder part is convincing people before the crisis, rather than after it."
– David Eve, Founder of Evermark Advisory
Evermark works at the front end of projects, building the relationships and managing the consents before the cracks appear. Because sorting things early
is not just better for communities. It is better for programmes and better for budgets. That is where the real value is.
