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FROM LAND TO THE NEXT DEVELOPMENT

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NEWBUILDS.COM / FOR RESIDENTIAL DEVELOPERS

Automate the work behind profitable developments.

From the first site through the final warranty case. Newbuilds.com connects development, sales, construction and after-sales, powered by Manta.

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Better acquisition evidence. More efficient sales. Cost control across the development.

Manta, at work.INTERACTIVE EXAMPLE
Land recordsMarketEstimate
Manta connects data to actionSources enter Manta. Evidence is assembled, work is prepared and a concrete deliverable follows. Motion represents the three example steps.Manta

A cost is missing before the land bid.

Acquisition estimate and investment note updated.

The CFO reviews before bidding.

Illustration with fictional data. No external action is executed.

Plot.aiLand, analysis and dataM360Marketing and sales, including 3DJourneyAfter-sales

Three modules.
One connected journey.

The whole development, connected.

Find and assess the site. Develop and sell the project. Connect construction, buyers and homes through after-sales. One shared foundation reduces duplicated work between stages.

Explore the full lifecycle

Data follows the development. Lessons inform the next one.

Curved perforated metal façade against a blue sky
Light-filled workspace overlooking the city

01THE WHOLE VALUE CHAIN

Work gets done.
Evidence carries forward.

Each stage has a concrete deliverable. Open a stage to see the work, economic objective and decision owner.

01Land searchA prioritised land listSearch, monitor and prioritise opportunities against group investment criteria.
WORK THAT CAN BE AUTOMATED

Monitor agreed sources, assemble opportunities and rank which sites deserve review. Show what is known, estimated and unresolved.

THE ECONOMIC OBJECTIVE

Spend less time on unsuitable opportunities. Identify what may support a profitable development early.

DECISION AND OWNERSHIP

The development team chooses which opportunities to investigate. Data access and criteria determine coverage.

WHAT CARRIES FORWARD

The site, sources and investment criteria carry into the acquisition review.

See the example and detail
02Land acquisitionAn investment note with open questionsConnect land price, density, costs, sales and capital requirements before a bid.
WORK THAT CAN BE AUTOMATED

Assemble due diligence, identify gaps and calculate alternative terms, product mixes and development phases. Prepare negotiation and investment evidence.

THE ECONOMIC OBJECTIVE

See what the project can afford to pay for land and how much capital it needs.

DECISION AND OWNERSHIP

The authorised owner decides bids, terms and binding purchase agreements. Unresolved issues need review before approval.

WHAT CARRIES FORWARD

Investment assumptions feed into planning and the project estimate.

See the example and detail
03Planning and developmentAn updated planning pack and task listAutomate collection, preparation and follow-up around the planning process.
WORK THAT CAN BE AUTOMATED

Assemble planning material, compare alternatives and prepare drafts and gap lists. Track deadlines, feedback and consequences for costs and progress.

THE ECONOMIC OBJECTIVE

Reduce manual coordination and expose the cost of waiting and redesign.

DECISION AND OWNERSHIP

Specialists review studies and submissions. The municipality and relevant authorities process plans and permits.

WHAT CARRIES FORWARD

Reviewed project changes update the basis for sales, procurement and construction.

See the example and detail
04Marketing and salesCampaign material and an updated sales planConnect advertising, content, budgets and sales work to actual project economics.
WORK THAT CAN BE AUTOMATED

Prepare campaigns and content, test variants and prioritise budgets within agreed limits. Coordinate follow-up from first interest to viewing and sale.

THE ECONOMIC OBJECTIVE

Manage towards cost per sale, achieved prices and sales pace. See the consequences for margin and tied-up capital.

DECISION AND OWNERSHIP

Sales owners define publication rules, budget limits, minimum prices and authority. Price changes and binding agreements are approved under your rules.

WHAT CARRIES FORWARD

Contracts and buyer information inform forecasts, upgrades and handover.

See the example and detail
05Procurement and constructionComparable quotes and a current cost forecastConnect tenders, contracts, deliveries, changes and invoices to the project.
WORK THAT CAN BE AUTOMATED

Compare tenders on a common basis, flag deviations and prepare orders and follow-up. Maintain the change log and cost forecast from agreed sources.

THE ECONOMIC OBJECTIVE

Track total cost, change costs and schedule deviations. Identify pressure on the margin while it can be addressed.

DECISION AND OWNERSHIP

Procurement and project owners approve suppliers, new commitments and changes. Specialists and contractors remain responsible for design and physical execution.

WHAT CARRIES FORWARD

Approved orders and deliveries link to the right home and handover evidence.

See the example and detail
06Upgrades and handoverAn updated delivery pack for each homeLink buyer choices to price, deadlines, orders and actual delivery.
WORK THAT CAN BE AUTOMATED

Prepare relevant upgrades, follow up deadlines and check that approved changes reach delivery. Assemble documents and outstanding items before handover.

THE ECONOMIC OBJECTIVE

Assess net upgrade margin, missed deadlines and the cost of missing items or handover errors.

DECISION AND OWNERSHIP

Owners approve changes to price, scope and feasibility. Responsible people perform inspections, specialist checks and handover.

WHAT CARRIES FORWARD

Choices, agreements and delivery evidence follow the home through warranty.

See the example and detail
07Warranty and aftermarketCase evidence and lessons for the next projectKeep the connections between home, agreement, case, supplier and remediation.
WORK THAT CAN BE AUTOMATED

Register and sort cases, collect missing evidence and coordinate deadlines and tasks. Link supplier follow-up and cost to each case, and bring patterns into the next development.

THE ECONOMIC OBJECTIVE

Track cost per case, response time, remediation time and reopened issues. Put documented experience to work in new developments.

DECISION AND OWNERSHIP

Specialists review cause, responsibility and actions. Critical or disputed issues, rejections and settlements go to the authorised owner.

WHAT CARRIES FORWARD

Approved lessons feed back into specifications, supplier choices and estimates for the next development.

See the example and detail
FROM AFTERMARKET TO THE NEXT PROJECT

Make repeated errors easier to prevent.

In the example, Manta groups cases about the same window detail. A specialist investigates the cause. Approved lessons become new checks in the next project’s specification.

Explore the portfolio view
Explore the example development, stage by stage

02SEE THE BRAIN AT WORK

One project.
See the brain at work.

Follow seven moments in one example development. See the evidence, work Manta prepares and the deliverable that carries forward.

Project A120 homes in the project conceptILLUSTRATIVE PROJECT · NO LIVE DATA
WHAT HAPPENS

Infrastructure is missing from the acquisition estimate.

Acquisition review · 120 homes in the concept
THE EVIDENCEPROJECT A
Cost estimate v3 · 08:42Example
Infrastructure note · 09:14Example
Market analysis · 08:30Example
Manta connects data to actionSources enter Manta. Evidence is assembled, work is prepared and a concrete deliverable follows. Motion represents the three example steps.Manta
WORK MANTA PREPARES
  1. Identify NOK 8.4m outside the estimate
  2. Update costs, projected profit and the investment note
  3. Create a clarification for the CFO before bidding

Deliverable prepared in the example.

Newbuilds.comPROJECT A / EXAMPLE

UPDATED BEFORE BIDDING

Investment note · version 4

Development
120 homes · example in NOK
Cost before → after
620.0m → 628.4m
Projected profit before → after
100.0m → 91.6m
Before bidding
CFO to confirm cost and payment schedule

Simplified example: NOK 720.0m revenue minus NOK 628.4m costs gives NOK 91.6m projected profit. This is not a valuation or an evidenced saving.

Open sources and change log +

Fictional documents in an illustrative development. Timestamps show the sequence in the example.

  1. Cost estimate v3 · 08:42Linked to project A · source 1
  2. Infrastructure note · 09:14Linked to project A · source 2
  3. Market analysis · 08:30Linked to project A · source 3

09:16 The document is updated and assigned to its owner. The decision awaits review.

DECISION AND OWNERSHIP

The CEO, CFO and authorised owner decide bids, terms and the acquisition agreement.

Demonstration. No bid, publication or external action is executed.
WHY IT MATTERS

Assess the land price and capital requirement before committing.

WHAT CARRIES FORWARD

Investment assumptions feed into planning and the project estimate.

Stage 2 of 7

The example shows a possible workflow. Tasks, access and rules are configured and tested for the engagement. Project stages assume the necessary decisions along the way.

03SALES AUTOMATION

From a sales plan.
To homes sold.

See the work from the first campaign to a contract. Manta connects sales activity with home inventory, costs and project progress.

  1. 01

    Plan

    Home types, goals and sales plan

  2. 02

    Produce

    Ads, messages and project pages

  3. 03

    Activate

    Channels and budgets within authority

  4. 04

    Sell

    Conversations, viewings and contracts

  5. 05

    Update

    Sales, costs and capital plan

CAMPAIGN DRAFT / EXAMPLE

Room for everyday life.

Family homes with three bedrooms. Explore the floor plans and find a home that fits.

Prepared from example evidence · unpublished
BUDGET PROPOSAL

Give the sales effort direction.

Prioritise the relevant home types. Prepare channel and budget proposals and show the limits the sales owner needs to approve.

UPDATED SALES PLAN

Let contracts update the picture.

Link completed sales to the right home, price and cost. Update inventory and forecasts, and show the implications for the capital plan.

MANAGE TOWARDSCost per saleAchieved pricesSales paceTied-up capital

Publication and budget adjustments follow agreed rules and system access. Prices, discounts and binding agreements follow your authority.

In detail: prospect follow-up
MantaILLUSTRATIVE DEMO · EXAMPLE DATA
01 / SIGNAL

Where are sales falling behind?

See the gap across the portfolio. Then look at project A to investigate what may explain it.

Show the source data
  • Project status: 18 unsold homes in A.
  • CRM: 36 prospects with permission to contact.
  • 12 have had no follow-up scheduled for over 7 days.
  • 8 of these have a documented match to available homes.
  • Fictional data. No estimated purchase probability.
The portfolioSales · last 30 days
ProjectPlanSoldGap
AProject A2012-8
BProject B2019-1
CProject C1012+2

Project A has the largest gap. The cause needs investigation.

18unsold homes
12without a follow-up
8with a documented match
Step 1 of 4

04THE MODULES

Choose the tools.
Connect the work.

Three modules cover residential development: Plot.ai for land, analysis and data; M360 for marketing and sales, including 3D; Journey for after-sales. Manta connects data and agreed workflows across them.

1.Land, analysis and dataLand, market insight, competing developments and evidence for product mix and pricing.Plot.ai

From land search to acquisition evidence

A shared view of land, the market and development assumptions. Explore the product illustration and Plot.ai’s scope.

Product scope, integrations and automation are agreed for the engagement.

Explore Plot.ai
2.Marketing and salesAutogenerated 3D, project content, campaigns and sales in one workflow.M360

From inventory to campaigns and forecasts

M360 brings marketing and sales together, including automatically generated 3D. From project information to visualizations, content, campaigns and sales follow-up, the work follows one sales plan. The sales lead controls approvals and publication rules.

Product scope, integrations and automation are agreed for the engagement.

Book a M360 walkthrough
3.After-salesChoices, documentation, handover and warranty follow the buyer and the home.Journey

From contract through warranty

Approved upgrades, order information and home records follow delivery. After-sales keeps the project history.

Product scope, integrations and automation are agreed for the engagement.

Explore Journey

One home. One connected history.

Land, development, home, agreement and document connect with source and version. A contract can update the forecast. A buyer choice can follow the order.

Data and integrations

05EVIDENCE YOU CAN EXAMINE

See the product.
Examine the evidence.

Product references, completed engagements and illustrations answer different questions. It should be easy to see what supports a claim.

PUBLIC PRODUCT REFERENCE · PLOT.AI
Selvaag Bolig describes using Plot.ai for analysis, pricing and assessment of potential projects.

Stian Møller KarlsenSales Manager, Selvaag Bolig ASA

Read the reference at Plot.ai ↗
Plot.ai product illustration showing a new-build price mapPlot.ai

Property data used in real decisions.

The reference concerns Plot.ai. It does not evidence use or outcomes of the Manta brain.

Product referenceThe reference above concerns Plot.ai and the stated use case.

Manta engagementOutcomes require a baseline, period, scope and total cost.

Interactive exampleThe demonstration on this site uses fictional data.

Read references and measurement method
Work out the value for your development or portfolio

06FOR THE CEO AND CFO

See the economics
behind the work.

Review one development or an entire portfolio. Separate profit improvement, internal effort and released capital. Include the full cost of delivery.

Your working example

NOK · FICTIONAL DEFAULTS

All profit entries cover the same year. Enter expected effects after other variable costs.

Estimates are your assumptions, not prices or promised results from Newbuilds.com.

NET YEAR 1 / EXAMPLE
3,5 mill. NOK

NOK 10.0m in benefit less NOK 6.5m in total cost.

Gross improvement
10,0 mill.
Total year-one cost
6,5 mill.
Released capital, separate
20,0 mill.

Released capital is not added to profit. Financing impact requires timing, interest rates and the actual payment schedule.

View uncertainty and assumptions +

Avoid counting the same benefit twice. Released hours are capacity until they reduce costs or create measurable contribution. Tax and discounting are not modeled.

Explore evidence and detailed calculationsDiscuss your working example

07BY MANTA

Newbuilds.com is real estate.
Manta is the engine.

Manta

Manta gathers information, assesses the evidence and executes agreed work. Newbuilds.com brings real estate expertise, products and development context to the engine.

How the platform connects
Waterfront architecture in Oslo
Manta across industries

The same engine serves real estate, ecommerce, finance and other domains. Newbuilds.com is the entry point for residential development.

Newbuilds.com · Real estateMarketer.com · EcommerceVeyor.com · FinanceManta Enterprise
Data, systems and leadership perspectives

08FROM SYSTEM TO DELIVERABLE

Sources have a purpose.
Here is what they produce.

The same project and home need to be recognised across systems. Then the information can support actual work.

01 / SOURCESLand + market + costs

Investment note

What supports the acquisition review, and what is missing before a bid?

02 / SOURCESInventory + campaigns + contracts

Sales plan and forecast

Which homes deserve attention, and what has actually sold?

03 / SOURCESAgreement + order + invoice

Current cost picture

Does the invoice match the order and delivery?

04 / SOURCESHome history + inspection + supplier

Documented warranty case

What was agreed, what was checked, and who follows up?

Explore systems and accessSources and supported actions are confirmed for the engagement.

09FOR LEADERSHIP AND SPECIALISTS

Your question.
The deliverable you need.

Choose your perspective. See what the work should leave you with.

01 / CEOWhich projects need a decision?
CONCRETE DELIVERABLE

A prioritised overview of open decisions, economic consequences and accountable owners.

Explore further
02 / CFOWhat changed the project economics?
CONCRETE DELIVERABLE

A current forecast of sales, commitments and costs, with a trace to the source evidence.

Explore further
03 / Development directorWhat is missing before we buy the site?
CONCRETE DELIVERABLE

An investment note with surveys, assumptions and questions to resolve before bidding.

Explore further
04 / Sales and marketing directorWhat will move sales forward?
CONCRETE DELIVERABLE

Campaign drafts, priority home types and sales tasks connected to budget and forecasts.

Explore further
05 / Project and aftermarket leadWhat was agreed, delivered and left unresolved?
CONCRETE DELIVERABLE

The home’s choices, orders, checks and cases in a shared delivery history.

Explore further
06 / CIO and ITWhat should the systems actually permit?
CONCRETE DELIVERABLE

A specification of sources, reading, writing, authority and error handling for each workflow.

Explore further
Control, responsibility and delivery

10AUTOMATION WITH CLEAR OWNERSHIP

Work moves forward.
The boundaries move with it.

Three situations in one workflow. Rules determine what can execute and when an owner takes over.

01 / Automatic within authority

Assemble sources and update tasks

Agreed tasks may execute once evidence, access and authority pass checks.

02 / To the owner for a decision

Approve publication or new commitments

A specific proposal shows the evidence and who must decide before action.

03 / Resolve missing evidence

Create the task that moves the case forward

If evidence is incomplete, show what is missing, who needs to resolve it and what is on hold.

Explore authority and exceptions

11HOW TO BUY NEWBUILDS.COM

The products you need.
The work you want automated.

Product use and a larger Manta engagement have different scopes. We make the distinction clear before you decide.

01 / PRODUCTS

Workspaces for your team

Choose the relevant products for insight, content, sales and the buyer journey. Features, licenses, onboarding and support are scoped per product and agreement.

Explore the products
02 / AUTOMATION AND OPERATIONS

An engagement across the portfolio

Agree workflows, data access, integrations, authority and ongoing operating responsibilities. Setup, internal effort and recurring fees belong in the business case.

Scope your first workflow

Before starting: a concrete proposal with scope, price, responsibility, measurement and criteria to continue or stop.

Getting started

12THE FIRST ENGAGEMENT

Choose the work.
Agree the deliverable.

Start with one workflow in a relevant part of the portfolio. Before testing, agree what will be produced and how to assess the result.

01 / First walkthrough

A specific test proposal

You describe the workflow and systems. Together we define tasks, the intended deliverable and a decision owner.

02 / Agreed test

A deliverable you can inspect

For example, an investment note, campaign draft or quote comparison, with sources, tasks and a log for the agreed scope.

03 / Results review

Evidence to continue or stop

Assess quality, time, economic value and total cost. Decide which tasks and projects should be included next.

Prepare your first workflowA paid test is agreed with scope, price and prerequisites.

13BEFORE YOUR NEXT STEP

Your questions.
Answered directly.

Do we need to replace our systems?

The starting point is what you already use. Coverage, quality and possible access are scoped per source before agreeing the integration scope.

What is included in Newbuilds.com?

Newbuilds.com is the real estate platform. The three modules are Plot.ai for land, analysis and data, M360 for marketing and sales including 3D, and Journey for after-sales. Your agreement defines the products, licenses and automated workflows included.

Who writes and approves the rules?

Manta and your specialists draft proposals from documented sources and your authority structure. You identify who must review, test and approve rules before use.

Can Manta spend money or change prices itself?

Only actions explicitly approved in the mandate and technically supported can be executed. Financial limits and approval requirements are scoped. Reading and proposing may be the entire initial mandate.

What happens when information is missing?

Proposals must show the gaps. Agreed stopping conditions should pause action until sources are refreshed or the appropriate specialist has reviewed the case. Try missing evidence in the project walkthrough. The deliverable becomes a specific clarification task.

How do we know it creates value?

Agree the baseline, period, actions and measurement method in advance. Separate expected, observed and verified impact, and deduct relevant delivery costs and the Manta fee.

How does the engagement start, and what does it cost?

Choose one workflow and agree a specific deliverable, such as an investment note or quote comparison. A paid test is agreed with scope, price, evidence and measurement. This site shows no fixed package price.

What do you need for the first conversation?

A challenge, a systems overview and a possible decision owner. Data access and processing are agreed before sharing project data.

NEWBUILDS.COM BY MANTA

Let’s talk about your development.

Tell us what you want to improve. We show relevant workflows and discuss the data, scope and how to measure the outcome.

  1. 01One priority business problem
  2. 02Data, systems and a decision owner
  3. 03A proposed scope and next step

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