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Digital Delivery Across a $320m Mixed-Use Development

Project Overview

Bringing structure, control, and coordination to a developer’s first BIM-enabled project

TOGA Central is a $320m mixed-use development in Sydney’s Tech Central precinct, combining a commercial tower, hotel, heritage asset, and public domain works.

Challenge

This was TOGA’s first BIM-enabled project. Without an established delivery framework, there was a real risk of inconsistent information, poor coordination across disciplines, and limited control over design and asset data—particularly with a highly constrained heritage structure requiring 90% retention.

Failure here would translate directly into rework, programme risk, and unreliable asset information at handover.

IIMBE Role

IIMBE was engaged as Digital Delivery lead, responsible for establishing and managing structured digital delivery across design and coordination.

DEFINE

We established TOGA’s digital delivery foundation from the ground up.

This included defining BIM and information management requirements, shaping tender expectations, and aligning consultants to a clear, ISO 19650-aligned delivery approach. Just as importantly, we worked directly with TOGA’s leadership to ensure digital processes supported commercial outcomes—procurement clarity, coordination confidence, and long-term asset usability.

DELIVER

We led federated model coordination and information governance across all disciplines.

The heritage Parcels Post building introduced significant complexity. We implemented laser scanning and model validation workflows to ensure accurate integration between retained structure and new construction. Coordination processes were structured, auditable, and actively managed—improving visibility of issues, strengthening accountability, and enabling earlier resolution of design conflicts.

This shifted coordination from reactive to controlled.

ENABLE

Beyond the project, we embedded capability within TOGA.

We established governance structures, delivery expectations, and internal understanding that now inform future developments. This was not a one-off intervention—it created a repeatable approach to digital delivery across their portfolio.

Outcome

TOGA moved from no defined BIM capability to structured, controlled digital delivery on a highly complex asset.

Coordination risk was materially reduced, design integration—particularly with heritage—was executed with confidence, and information governance was strengthened across the supply chain.

Critically, TOGA now has a scalable digital delivery foundation—improving certainty on future projects and ensuring asset information is reliable beyond handover.

Related services

Project Appraisals

We provide early clarity on delivery risk, readiness, and information maturity before momentum locks in poor decisions.

This service assesses objectives, constraints, delivery strategy, and information requirements to identify where complexity, misalignment, or capability gaps may undermine outcomes if left unaddressed.

The outcome is a clear, informed view of delivery risk and priority actions before issues escalate.

Part of Digital Delivery

Project Mobilisation & Delivery Strategy

We help projects establish the structures, roles, and processes required to deliver with confidence from day one.

This service focuses on mobilising teams, aligning delivery partners, and setting clear expectations for information management, coordination, and digital execution across the supply chain.

The outcome is a project set up to move quickly, communicate clearly, and manage information consistently under pressure.

Part of Digital Delivery

Constructability Assurance

We ensure information produced during design supports buildability, coordination, and safe execution on site.

Through structured model coordination, constructability reviews, and issue management, we help teams identify and resolve conflicts early – reducing rework, variation, and disruption during construction.

The outcome is improved build certainty, reduced risk on site, and smoother delivery across disciplines.

Part of Digital Delivery

Digital Asset Capture & Handover

We ensure information handed over from delivery is structured, complete, and fit for operational use.

This service focuses on defining handover requirements early, governing how information is captured during delivery, and validating that asset data meets operational needs — not just contractual obligations.

The outcome is trusted asset information that supports commissioning, operations, and long-term performance.

Part of Digital Delivery

Process & Workflow Definition

We define the processes and workflows required to manage information consistently across the organisation.

This service focuses on clarifying how information should be created, reviewed, approved, and maintained – reducing variation, ambiguity, and reliance on individual workarounds.

The outcome is repeatable, reliable information practices that support scale and consistency.

Part of Organisational Intelligence

Digital Information Requirements

We help organisations define clear, practical requirements for information across delivery and operations.

This service focuses on specifying what information is needed, when it is needed, and how it should be structured – ensuring data created through projects is fit for operational and analytical use.

The outcome is information that is purposeful, usable, and aligned to real decision needs.

Part of Organisational Intelligence

Data Quality Improvements

We assess and improve the quality, structure, and reliability of existing information.

This service identifies gaps, inconsistencies, and risk within current datasets, then supports remediation to improve accuracy, completeness, and trustworthiness.

The outcome is increased confidence in the information used to manage assets and portfolios.

Part of Organisational Intelligence

Validate & Optimise

We help organisations use insight to improve performance over time.

This service focuses on validating assumptions, monitoring outcomes, and identifying opportunities for optimisation, using information to support better prioritisation, investment decisions, and operational improvement.

The outcome is insight that enables proactive management rather than retrospective reporting.

Part of Organisational Intelligence