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Brisk Group Brisk Group is the leading Romanian construction consulting company

Brisk Group is an independent privately own company delivering high standard consulting services in the construction industry. With a divers experience in many industries and sectors, and proven capability of successful delivery of an array of large to small projects we are quality focused and committed to our client needs. Our creed is based on a spirit of community, trust, quality services and long term business relationships. Brisk Group has a robust set of management principles including strong customer focus, the motivation and implication of top management, a process driven approach and continual improvement. Our approach is focused on professional first class tailored services for individual client needs.Brisk Group is driven by innovation and by inspiring positive change at all levels in our clients organisations and their projects, by bringing in and applying lessons learned from our divers international experience. By applying principles, tools and techniques tried and tested through successful delivered projects on the Global Market we are committed to achieving and exceeding client requirements.

On an airport project, the highest compliment is that nobody noticed.This week the Association for Project Management, t...
14/10/2026

On an airport project, the highest compliment is that nobody noticed.

This week the Association for Project Management, the chartered body for the project profession, published Brisk Group's first contribution to the APM blog, written by our Partner and UK Director, Mark Brownlee.

Mark draws on more than twenty years of airport projects, beginning at Heathrow Terminal 5, to describe one of the most unforgiving settings in project management in construction: a terminal that never closes. Tens of thousands of passengers a day, works sequenced into overnight windows, a site whose boundaries shift from one week to the next, and a programme that sits an exam every morning, when the first departure wave arrives.

His central argument is that, in a live environment, design management is risk management. Decisions are taken early and held. Interfaces between structure, baggage, security systems, fire strategy and retail are closed by decision, not by default. Airlines, regulators and operators are brought inside the project team, with clear decision routes, rather than briefed from a distance.

The principles travel. Hospitals, railway stations, occupied offices and schools are all living systems that must keep functioning while they are changed, and they reward the same discipline: learn how the operation works before you touch it, close interfaces early, and carry design intent intact through to handover.

The title borrows APM's own conviction, that when projects succeed, society benefits, and makes it concrete: one journey at a time.

Brisk Group is an APM Corporate Partner. We read that partnership as a commitment to the standards of the chartered body and to contributing to the profession's thinking, not only drawing on it. This article is the first of those contributions.

The full article, "When projects succeed, passengers benefit", is linked in the first comment.

Construction Project Management Company of the Year. Live from the Romanian Property Awards 2026The entry behind the tit...
09/10/2026

Construction Project Management Company of the Year. Live from the Romanian Property Awards 2026

The entry behind the title: NIBIRU, the coastal development where Brisk Group leads project management in construction, with construction management services and cost management services integrated within a single delivery team.

The title recognises a way of working: budgets set at the first estimate and defended to final validation, programmes protected from the earliest decisions, quality verified on site against regulation. It is the work of 80+ colleagues in Bucharest, London and Chișinău, on NIBIRU and across 700+ projects in ten years. That the Romanian Property Awards operate under the International Property Awards licence places tonight's title in an international frame.

"A coastline does not negotiate. It sets the calendar, the tolerances and the standard of proof, and NIBIRU is where our team meets that standard every week, on the owner's side of the table. Tonight the jury gave that discipline a title." Claudiu Bisnel, Managing Partner, Brisk Group

"Seen from the site office, the title has a plain meaning. Every week is a question of sequence: what must be closed before the weather turns, what is priced before it is approved, which decision is taken a week early so nothing is paid for twice. NIBIRU is built out of those decisions, and so is this award." Cătălin Podgoreanu, Partner Brisk Group -
Project Manager, NIBIRU

Our thanks to the jury and organisers of the Romanian Property Awards, to the NIBIRU client and partners who entrusted us with a project of this scale, and to every colleague whose name belongs on this trophy.

Ten years in. The standard holds.

Ten years. Ten principles.Principle 07: The last ten per cent is a different project.For most of its life, a project is ...
09/10/2026

Ten years. Ten principles.

Principle 07: The last ten per cent is a different project.

For most of its life, a project is loud: structure rising, floors closing, progress visible from the street. Then the final stretch arrives and the work changes character. A handful of large activities dissolves into thousands of small ones, each with its own owner: commissioning, authority approvals, snag items, training, as-built documentation, handover files. The challenge stops being scale and becomes density.

That is why strong teams manage the ending from the beginning: handover planned at definition stage and held on the critical path where it belongs, documentation built while the works progress rather than assembled after them, authorities engaged before their calendar sets the pace. Completion is a sequence of managed events, never a date that simply arrives.

The best endings are planned at the beginning.

We have spent ten years finishing what we start.

The hardest audience for any airport project is the person who has to operate it. On 30 September, that person gave the ...
06/10/2026

The hardest audience for any airport project is the person who has to operate it. On 30 September, that person gave the keynote.

Mark Brownlee, Partner and UK Director, and Liana Maltezou, Senior Design Project Manager, represented Brisk UK at the British Aviation Group Annual Dinner at The Brewery, London, where Chris Woodroofe, Managing Director of Manchester Airport, addressed the room.

He spoke as the operator of what a ten-year, £1.3 billion transformation delivered: Terminal 2 more than doubled in size, built around a live airport, and now his to run. That perspective measures a programme by how the asset performs on day one and every day after, rather than by the handover certificate.

It is the measure Brisk brings to airport projects, through design management, project management in construction and cost management services: the operator's requirements carried into a coordinated design, and decisions held ahead of the works.

Our thanks to the British Aviation Group for the evening.

Ten years. Ten principles. Principle 06: Contracts allocate risk. People deliver projects.A contract does what paper can...
02/10/2026

Ten years. Ten principles.
Principle 06: Contracts allocate risk. People deliver projects.

A contract does what paper can do: it defines obligations, allocates risk, prescribes remedies. Useful, necessary, and entirely motionless. Nothing in a contract pours a slab, spots a clash before it reaches site or holds a programme together in a difficult week. On a large project that work belongs to people: the engineer who notices early, the planner who resequences overnight, the manager who keeps thirty companies moving in one direction.

The industry's own research keeps reaching the same conclusion: the skills that decide outcomes are human ones, communication, stakeholder management, leadership, judgement. As technology absorbs the mechanical work, those skills become the decisive advantage rather than a soft supplement.

A clause can protect a project. Only a team can carry one.

We have spent ten years building ours.

Brisk Group is a finalist at the Romanian Awards for Construction and Development 2026.The shortlisting comes in the Ret...
23/09/2026

Brisk Group is a finalist at the Romanian Awards for Construction and Development 2026.

The shortlisting comes in the Retail & Commercial Award category, for NIBIRU, Costinești, where Brisk Group acted as project, cost and construction manager on behalf of the developer: a coastal destination of over 20 hectares, delivered against a publicly announced opening date and opened on that date, 16 July 2026.

We read this recognition through the lens the competition itself uses. An international jury drawn from ten countries evaluates the project and the collaboration that produced it. That is precisely how owner-side project management should be judged: by whether the project arrives as the client intended it, when it was promised, with every decision taken in full knowledge of its cost.

For ten years, this has been the Brisk model. One integrated team on the owner's side of the table, providing project management, cost management services and construction management services from the first programme to the final handover. On NIBIRU, that meant building the delivery programme backwards from the opening date, coordinating design across every discipline, steering permitting and approvals, sequencing procurement to protect the critical path, supervising ex*****on across parallel packages and controlling cost with regular reporting to the developer.

The final takes place on 29 September at DEVO Major Construction and Development Projects Forum 2026, at JW Marriott Bucharest Grand Hotel.

Ten years. Ten principles. Week five.Principle 05: Quality cannot be inspected into a buildingEvery defect list tells th...
21/09/2026

Ten years. Ten principles. Week five.

Principle 05: Quality cannot be inspected into a building

Every defect list tells the same story: the flaw was born long before the inspection that found it. A specification left open. A detail never coordinated. A trade allowed to build over unverified work. By handover, an inspection can only measure the distance between what was intended and what was built.

That is why assurance runs through a project rather than after it: acceptance criteria fixed alongside the design, benchmarks and sample panels approved before work scales, hold points honoured before anything is covered up. Inspection confirms quality; it never creates it.

Handover should be a confirmation, not a discovery.

We have spent ten years making it exactly that.

A fitness club is an engineering project wearing a lifestyle brand.Members at World Class ParkLake now walk into a compl...
18/09/2026

A fitness club is an engineering project wearing a lifestyle brand.

Members at World Class ParkLake now walk into a completely transformed club: reception and changing rooms fully renovated, new furniture, latest-generation Matrix fitness equipment, new accessories in the gym and the aerobics studio, all within a modern design that, in World Class's own words, motivates you to come back, day after day.

Behind the training floor, the studios and the wet areas sit the systems that decide whether a club actually works: air handling for high-occupancy spaces, water and drainage for the wet zones, fire suppression integrated with a live shopping centre, and an electrical backbone built for continuous operation. That is where a refurbishment of this kind is won.

For World Class ParkLake, Brisk Group delivered the full owner-side chain within one team:

→ Project management and cost management services
→ MEP management
→ Certified site supervision (dirigenție de șantier) and health & safety coordination
→ Technical design and as-built documentation for the sanitary, fire suppression, HVAC and electrical installations

Why the integrated model matters: in a refurbishment, cost and time are rarely lost inside a discipline; they are lost between disciplines, at the hand-over points between designer, cost consultant, site supervisor and contractor. When the same team designs the systems, prices them, supervises their installation and documents them as built, those interfaces disappear. Every design decision is costed as it is drawn. Every site decision is recorded before it is closed. And the operator receives an as-built file that serves as the true baseline for facility management from day one.

This is what project management in construction looks like when design capability sits inside the delivery team: fewer interfaces, faster decisions, and a club that works as well behind the walls as it looks in front of them.

Large infrastructure leaves very little room for assumptions.Nuclear facilities, airports, motorways, rail networks and ...
16/09/2026

Large infrastructure leaves very little room for assumptions.

Nuclear facilities, airports, motorways, rail networks and ports operate at a scale where a single interface can affect programme, cost, safety and ultimately the performance of the asset itself.

The challenge is rarely one discipline in isolation. It is the coordination of hundreds of decisions, contractors, technical systems, authorities and operational constraints, all moving against a programme that cannot afford ambiguity.

Our teams have been involved in major infrastructure programmes across the UK, Europe, the Middle East and Asia.

Our experience includes:
▸ nuclear infrastructure, including Hinkley Point C
▸ major airport programmes, including Heathrow, Gatwick and Manchester, alongside projects in the Gulf and Asia
▸ motorway and road infrastructure
▸ rail infrastructure
▸ port infrastructure

Across these environments, the same principles matter:

◆ programme certainty is built through disciplined planning and project controls

◆ design interfaces need to be resolved before they become construction problems

◆ operational constraints must shape the delivery strategy from the outset

◆ reporting must support decisions, not simply record progress

◆ risk management has to reflect the real consequence of delay and disruption

◆ handover and operational readiness should be planned from the beginning

The same discipline now travels with us to Central and Eastern Europe and the Gulf, where the next generation of nuclear, motorway and airport programmes is being planned.

Major infrastructure is measured in kilometres, megawatts, passenger flows and decades of operation.

But successful delivery still comes down to something much more precise: clear governance, coordinated information and disciplined decisions.

If you are structuring a programme at this scale, we are happy to share how we set up governance and controls from day one.

Recepție.Dintre toate zilele pe care le putea alege, România a așezat Ziua Constructorului pe o zi de recepție. Recepție...
14/09/2026

Recepție.

Dintre toate zilele pe care le putea alege, România a așezat Ziua Constructorului pe o zi de recepție. Recepție la terminarea lucrărilor, cm se numește astăzi, în lege.

14 septembrie 1895. Podul de peste Dunăre, între Fetești și Cernavodă: 4.087 de metri, inclusiv viaductele, cel mai lung din Europa la acea dată. Regele Carol I bate ultimul nit, din argint. Un convoi de 15 locomotive trece podul, ca probă de încărcare. Abia după aceea, lucrarea este primită.

Ziua aceea fusese pregătită cu 8 ani înainte, printr-o decizie fără nit de argint. Două concursuri internaționale, opt proiecte, patru țări, niciunul acceptat. În 1887, statul român a schimbat întrebarea. În loc să mai aleagă un proiect, a ales un om care să răspundă pentru întreg, de la planșă la recepție. Anghel Saligny avea 33 de ani.

O construcție este terminată când constructorul spune că este terminată. Este recepționată când cineva a răspuns pentru ea, în numele celui care a comandat-o, în fiecare zi dinaintea probei.

De 10 ani, acesta este locul nostru: între planșă și recepție, de partea celui care primește lucrarea. Sărbătorim în aceeași zi.

La mulți ani constructorilor!

Address

The Mark Tower, 84/98 Calea Grivitei, 3rd Floor, District 1
Bucharest

Opening Hours

Monday 09:00 - 18:00
Tuesday 09:00 - 18:00
Wednesday 09:00 - 18:00
Thursday 09:00 - 18:00
Friday 09:00 - 18:00

Telephone

+40217944054

Website

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