About us
The investor’s representative — through every phase.
We manage construction-investment projects on behalf of the investor — from the first assessment through the warranty period.
since 201216 projects4 sectorsФ0–Ф7
We manage construction-investment projects on behalf of the investor — from the first assessment through the warranty period.
Lipite — the flagship of our portfolioFounded in 2012, Strive 4BG is a project-management company, not a contractor. Our value is in managing the process over time — coordinating designers, contractors and authorities so the investor carries a single, accountable point of responsibility instead of dozens of moving parts.
We have managed projects across residential, healthcare, retail and infrastructure — each with its own regulatory and technical demands, each delivered against budget and schedule.
We do not design and we do not build. We have no ties to contractors, designers or suppliers — our only interest in the project is the investor’s interest. That is why our advice is objective and our control uncompromising.
Every project passes through eight phases — from Ф0 (the initial assessment) to Ф7 (operation). We manage each of them.
Select a phase for details
Before any funds are spent on design, we answer the question "whether and how": a financial-economic model with several scenarios and sensitivity analysis; a technical readiness review — design materials by discipline, utility connection status, area schedules; a management review of the contractual and permitting status; a risk register with mitigations and owners; a delivery and phasing strategy. Where needed, we take an active part in negotiating the land deal.
A decision based on numbers, not enthusiasm — model, risks and strategy before the irreversible costs.
Decisions in this phase determine most of the final budget — the scope for optimisation is greatest while the money spent is smallest.
We build the management infrastructure for the whole project: a project charter; an information system with controlled access and full visibility for the investor; a risk register as a working tool with monthly review; a baseline plan — schedule, budget and quality in one reference document; a communication plan; a change-management procedure.
Order before construction: the rule that any change affecting budget or schedule is executed only after the investor's written approval.
We coordinate the design team across all disciplines under Ordinance No 4/2001 on the scope and content of investment designs and monitor compliance with the planning parameters (Ordinance No 7/2003). We run the procedures: detailed development plan (PUP), design visa, approvals. We organise the contracts for construction supervision under Art. 166 ZUT and for the health-and-safety coordinator. We manage utility connections — power distribution, water and sewerage, including transformer station design where required. We submit the investment designs for approval — up to a building permit in force.
An approved design, a building permit in force and signed contracts with the key participants — readiness for construction.
We prepare a full tender package — technical brief, conditions, contract framework, evaluation criteria. We build a list of suitable contractors based on proven capability at the relevant scale. We run the procedure: invitations, site visits, questions and answers, offer collection. We carry out technical and price evaluation, capacity and reference checks. We negotiate with the finalists and present the investor with a reasoned selection proposal. We support contract signing.
A contractor selected under real competition, a fixed construction budget and a baseline schedule.
By the moment the builder is selected, most of the project's costs are fixed — the tender phase carries disproportionate value.
Investor quality control with site presence sized to the project's scale — up to a permanent site resident architect on large projects in active construction. Budget control with weekly tracking and monthly reporting; schedule control on the critical path with early warning. Formalised change management. Coordination between the main contractor, subcontractors, the designer (author's supervision) and the Art. 166 ZUT supervision consultant. Weekly site meetings with minutes; monthly management meetings with the investor. Control of the acts and protocols under Ordinance No 3/2003 — up to Act Form 14 and 15. No construction payment certificate is paid without the investor's prior approval.
A building delivered to design, budget and schedule — with a documented trail for every decision.
We prepare and submit the complete documentation for acceptance of the works — up to the permit to use (Act Form 16), or the commissioning certificate according to the building's category.
A building legally fit for operation, with a complete, ordered archive.
We manage the warranty relationships with the contractors: receiving and processing defect claims, coordinating remediation, controlling the quality of warranty repairs, managing the warranty retentions — released on schedule only against clean claims. Final project report and archive handover.
Defects remedied at the contractor's expense, within the statutory warranty periods — 2 to 10 years by type of works under Ordinance No 2 of 31.07.2003.
The project does not end with the permit to use. For investors who retain the asset or hand the product over to owners, we take on management after commissioning. After-sales service through a Customer Service unit with an automated system: every request is registered and automatically routed to the responsible person at the relevant contractor and to the member of our team assigned to the project; an established protocol follows — a reply to the client, an arranged inspection, coordinated remediation, and a handover protocol signed by the client. In addition: tenant and operator coordination, management of sales of the completed product, maintenance and capital-expenditure planning through specialised operators, periodic reporting on the asset's performance.
The asset and the product remain serviced after handover — through a measurable, traceable process. The service runs in live mode for the Lipite complex.
The Ф0–Ф7 model covers the project's full lifecycle — a one-to-one match with the RIBA Plan of Work.
Our structure follows the model of leading European project-management firms and is sized to each project's scale.
Strategic leadership. Eng. Petyo Tankov, Managing Director and sole owner. He carries the contractual responsibility towards the investor, takes part in all strategic control points, chairs the Project Board and is the escalation point for material deviations. The investor has direct access to him at any moment.
Project leadership. The project manager is operationally responsible for day-to-day management and is the investor's contact for all operational matters. They represent the project before designers, utility companies and the administration, chair the weekly meetings and are accountable for budget, schedule, quality and risk.
Coordination. Design and construction coordinators, with site presence sized to the project's scale — up to a permanent site resident architect on large projects in active construction: daily quality control on the ground, verification of execution against the approved designs.
Expert pool. Specialised engineers and discipline experts, engaged according to the needs of each phase.
Weekly site meetings with minutes and recorded decisions. A monthly management report by the tenth working day. A quarterly Project Board. Strategic control points along the master schedule, attended by the Managing Director.
Any change affecting budget or schedule passes through a formalised procedure and is executed only after the investor's written approval.
We also say upfront what we do not control: the decisions of collective expert and administrative bodies; the utility companies' timelines for connections and external infrastructure; market conditions; the financing bank's final decision. We manage the quality of the input and the communication towards each of these factors — but we do not promise results that depend on third parties. Trust is built on precise promises.
We do not design and we do not build. We have no ties to contractors, designers or suppliers — our only interest in the project is the investor's interest. That is why our advice is objective and our control uncompromising.
Founder of Strive 4BG, he has led the company as its Managing Director since its establishment in 2012. He carries the contractual responsibility towards every investor, takes part in the strategic control points of all projects and chairs the Project Board. On selected projects he also takes direct operational lead — Park View 21 was delivered under his management from initial assessment to commissioning in 2025.
