A More Strategic Way of Approaching Your Renovation

Over the past year, I’ve noticed a clear shift in how many clients are approaching their projects and renovation planning more broadly. Rather than moving quickly toward a fixed solution, people are taking more time to question assumptions, test options, and think strategically about what actually makes sense for them – financially, practically, and over the long term.

This isn’t hesitation for its own sake. It’s a more considered, deliberate way of making decisions, and in many cases it leads to better outcomes.

I find this shift refreshing. It reflects a more thoughtful response to the realities of cost, complexity, and long-term living, and it’s something I wholeheartedly encourage.

Setting the Strategy Early in Renovation Planning

Some professional approaches to architecture recognise the importance of early strategic thinking before design decisions are locked in. In practice, this early work is about stepping back to understand the problem you’re trying to solve before committing to a particular solution.

In practical terms, this stage is about clarifying your underlying priorities and identifying appropriate solution pathways before moving forward.

Seen this way, effective renovation planning is less about committing to a solution early, and more about understanding your options before moving forward.

Approaching this stage with an open mind is essential. Once feasibility, cost, and long-term suitability are properly understood, a renovation, extension, or rebuild may not always be the right decision – and recognising that early is a positive outcome.

It’s also worth saying that this stage is not the start of the design process. It’s an intelligence-gathering phase, intended to inform whether design should proceed, and on what basis.

Questioning the Brief

One of the most positive shifts I’m seeing is a greater openness to questioning the brief itself. This is something I actively encourage, and clients are generally very receptive to it.

Rather than assuming the original idea is the right one, we step back and ask more reflective questions:

• Is this a forever home, or a medium-term one?
• Will the house support different life stages?
• Can it accommodate ageing in place?
• Are you in the right location and school zone long term?
• Is it important not to overcapitalise?
• Do rooms need to serve more than one purpose over time?
• Could a second living area double as a guest room when needed?
• Are there rooms that are used only occasionally but cost a lot to build?
• What spaces feel essential, and which are “nice to have”?
• How much disruption are you realistically prepared to tolerate?

These conversations often reshape the brief – and that’s a good thing. A brief that evolves early is far easier (and less costly) to adjust than one that changes once design or construction is underway.

Rushed or inadequate briefing is one of the most common sources of stress and rework later in a project, so slowing this part down is rarely time wasted.

Why We’re Recommending Feasibility Studies More Often

Cost uncertainty, particularly with renovations, has increased. Existing buildings bring unknowns, and it’s much harder to predict costs accurately without careful early investigation.

As a result, we’re recommending feasibility studies more frequently than we used to – especially during early renovation planning.

Renovations, unlike extensions, are often more malleable. Scope can be reduced, staged, or reconfigured in response to cost without necessarily compromising the overall outcome. For example, a renovation might range from relatively modest works such as painting and new floor finishes, through to improving the existing layout with targeted alterations, or at the other end of the scale, a deep-energy retrofit.

A feasibility process allows these options to be explored deliberately, rather than reactively later on.

Integrating the “People Brief”

Another shift I’m noticing is a deeper focus on how people actually live – not just how many rooms a house contains. This is something I actively encourage, particularly where budgets don’t initially align with the brief.

Often, this means revisiting and rationalising the brief, the budget, or both.

Early discussions increasingly include questions such as:

• How often do you really have guests, and how long do they stay?
• Does a dedicated guest bedroom justify its footprint?
• Rather than a home office, would a study nook be sufficient?
• Do you work from home full time or only occasionally?
• Do you need acoustic separation for calls or meetings?
• How much storage do you realistically need?
• Are there activities that could share space rather than requiring separate rooms?

Often, clients aren’t looking for a prescribed solution. They’re looking for the right questions to be asked, and the tools to make informed decisions. Our role is to unpack these patterns and translate them into strategic and spatial clarity.

Overcapitalisation: When It Matters – and When It Doesn’t

Overcapitalisation is often raised as a concern, and it’s an important conversation – but one that only makes sense in context.

Recently, I discussed this with a client who intends to remain in their home for at least 25 years. While resale value is important, we broadened the conversation to compare renovating and staying put with relocating.

That discussion included:

• the cost of selling (agent fees and marketing)
• stamp duty and relocation costs
• the challenge of finding the “right” next house
• the likelihood of needing to renovate again
• the time, stress, and uncertainty involved in moving
• the risk of unforeseen issues in a new home, such as noisy neighbours

One exercise I sometimes suggest is dividing the overall renovation cost by the number of years you expect to remain in the home. Spread over 20–25 years, the annualised cost can look very different, particularly when weighed against daily comfort, functionality, and quality of life.

Some clients also choose to factor in inflation, depreciation, and the cost of deferred maintenance. The numbers don’t need to be precise – the value lies in making decisions with eyes open.

It’s also worth noting that doing nothing is still a decision, and it often still carries cost. Maintenance, inefficiency, and future catch-up works can add up over time, even without a major renovation.

Reading the Neighbourhood

When assessing options, I also pay close attention to what’s happening beyond the site itself.

For example, if there are multiple knockdown-and-rebuild projects occurring in the same street or immediate area, it can indicate that rebuilding may be the more economical or flexible solution in that location. This doesn’t make it the right choice automatically, but it is a signal worth understanding.

Other neighbourhood patterns can also be informative:

• Are similar houses being renovated or replaced?
• Are renovated homes commanding a premium?
• Are original houses being bought primarily for redevelopment?
• Is the area changing in density, amenity, or traffic patterns?

With older homes that haven’t been renovated, there are also often hidden costs to consider, such as upgrading stormwater and sewerage systems. These signals provide context. They never replace case-by-case analysis, but they help inform decisions around risk, value, and long-term viability.

Renovate, Rebuild, or Relocate?

It’s not uncommon for us to explore three pathways with clients:

• renovate
• demolish and rebuild
• relocate

For clients weighing these options, I’ve written more about how to approach this decision thoughtfully in Renovate or Relocate – How to Make the Best Decision for Your Home, which often helps clarify the most appropriate next step.

Often, people aren’t seeking a design solution at all – they’re seeking clarity about which direction best supports their life.

One question I frequently ask is whether the process of renovation excites you, or fills you with dread. There’s no right answer, but being honest about that feeling can be just as important as budget or scope.

I’m upfront about the fact that I’m an advocate for retaining existing homes, not only from a heritage perspective, but also from an embodied energy point of view. However, it’s essential to explore all options in order to make a genuinely informed decision.

Strategic Thinking First

What I’m seeing is a shift away from rushing toward certainty and toward making thoughtful, informed decisions. It’s more strategic, more personal, and ultimately more resilient – and this is very welcome.

This kind of considered approach to planning a renovation allows decisions to be made with greater confidence and less pressure.

At its core, this early work is about intelligence-gathering. Our role is not to push you toward a particular outcome, but to provide the tools, context, and experience that allow you to choose the right path for your circumstances.

If you’re reassessing your plans and would value an experienced perspective, you’re very welcome to book a time for an initial conversation.

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Alternatively, you’re welcome to call us on 0466 692 832 during business hours.

Photographer Jack Lovel.