Construction and advisory responsibilities
Daniel Jorge Management LLC is the construction company responsible for the building work it contracts. From preconstruction through closeout, DJM coordinates project scope, subcontractors, site supervision and applicable permits within its verified qualifications and the agreed contract.
Owner-side advisory material on this page describes a separate advisory engagement only, when expressly agreed. It does not replace DJM’s construction role or create an unrestricted contractor qualification.
Engineering services and signed engineering documents are provided by Apice Engineering LLC under the responsibility of PE Rodrigo DePaula, where included in the agreed scope. Each proposal identifies the contracting entity, professional responsibilities, exclusions and permit requirements. Project acceptance depends on scope, location and delivery capacity.
Garden-style multifamily, Orlando MSA.
Owner's representative for an out-of-state principal from acquisition through stabilized lease-up. The engagement spanned every phase of the process model: diagnose, underwrite, plan, permit, build, operate.
One principal, acquisition through stabilization.
A garden-style multifamily asset in the Orlando MSA, carried for an out-of-state owner who wanted one accountable principal rather than an assembled cast of vendors.
The firm entered before close and stayed through stabilized operations — the full owner-side arc held in a single relationship.
The owner's situation
An out-of-state principal had identified a Florida site that penciled on paper at the seller's underwriting. The principal did not have in-state representation, did not want to assemble a full development team, and needed an accountable on-the-ground owner-rep to verify the deal and run it through to stabilization.
What we did
Pre-acquisition due diligence surfaced a utility-capacity constraint the seller had not advertised, and deal terms were re-cut before close. Feasibility produced a corrected pro forma the principal could underwrite against. Through entitlements the project followed a by-right path with a single minor variance. Pre-construction sequenced the architectural, civil, structural, and MEP teams against a published bid-set schedule, and contractor selection ran a qualified field through bid leveling into a structured contract.
Through construction the firm attended the OAC meetings, walked the site on a regular rhythm, held the contractor to scope across the change-order rounds, and verified pay applications against work in place. The property-management transition began ahead of TCO with operator onboarding, vendor handover, and a warranty log carried into year-one operations.
The disciplines applied
- Pre-acquisition due diligence that tested the seller's story at the source, not on the flyer.
- Feasibility and a corrected, owner-side pro forma before design dollars committed.
- Entitlements strategy chosen on time and risk, then run to a buildable permit.
- Pre-construction coordination of the full design team to a clean bid set.
- Owner-side procurement: qualification, bid leveling, and a contract structured for the owner's posture.
- Daily-presence construction supervision with change-order discipline and draw verification.
- A planned handover into stabilized operations, with a warranty log built during construction.
The qualitative outcome
The asset moved through each phase under one accountable principal, with the owner deciding from written analysis rather than from a contractor's framing. The handover into operations was planned rather than improvised, and the owner retained the firm for ongoing oversight after stabilization — the clearest signal that the owner-side posture held value across the arc.