Montagu Evans
5 Bolton Street
London, W1J 8BA United Kingdom
Partner, Development Consultancy

Specialties:  Development, Capital Markets, Government Services

Scope of Service Experience
Specialises in public private ventures

Alan heads up many of our Development and Regeneration projects and coordinates the Montagu Evans team. His open and honest approach, as well as his experience of working closely with local authorities, means he’s in constant demand by both developer’s looking to progress complex development agreements and local authorities seeking to deliver their vision for their town or city centre.

In tough economic and property markets, it pays to know what’s required to create successful partnerships and viable projects. Having spent the last 15 years advising on over a billion pounds’ worth of retail led development projects, that is the kind of knowledge Alan brings to the table. His projects have delivered and Alan’s hands on approach has been identified by clients as a key reason to have him in their team.

Areas of Interest

•Central government and local authority
•Mixed use and town centres
•Retail warehousing and food stores
Transaction History
Alan’s worked on projects ranging from single food stores to department stores with multiple retail and leisure units, including:

Talbot Gateway, Blackpool
One of the only three-level food stores to be developed in the UK. From the moment the £280 million project was put forward by Blackpool Borough Council, Alan provided Muse with advice on bidding, negotiating the agreement, pre-letting and forward funding.

Old Market, Hereford
One of the only retail schemes to go on site in 2012, Alan advised Hereford Council in every aspect of this £100 million development project, from planning, consultation and initial viability advice, through to marketing, bid analysis and selection.

Property Portfolio Options, Carlisle
Alan conducted a property and management audit to help define the strategic direction of Carlisle City Council’s £150 million property portfolio. This resulted in the sale of redundant low yielding assets and the acquisition of assets that were better aligned with the council’s business plan.