About
Justin Dubrow · Principal, Dubrow Group
I lead the team so the owner doesn't have to.
25+ years in high-end residential construction. Trained in how teams perform.
I spent my first ten years as a construction manager before moving into owner representation. That's 25+ years inside high-end residential teams — long enough to see what allows projects to move cleanly, and what quietly slows them down.
I understand the mechanics of construction. What makes the work different is how I build teams that hold themselves accountable — so the project doesn't depend on one person pushing every outcome.
Most owner's reps bring construction knowledge. I bring construction knowledge plus formal training in negotiation through the Black Swan Group and certification in Executive and Team Coaching through Erickson Coaching International.
That combination lets me recognize the patterns most project leaders can't see — where decisions are stalling, where accountability is breaking down, where the team is starting to protect itself instead of the project. And it gives me the tools to interrupt those patterns before they become expensive.
The construction experience tells me what should be happening on the project. The training tells me why it isn't — and how to fix it.
The work is steady, not heroic. Most of it happens before problems become problems — in the conversations where decisions get framed and the moments where alignment quietly slips.
Decisions arrive with options.
Tradeoffs are visible.
Accountability is shared, not imposed.
The result is a project where the team holds itself to a higher standard than any owner could enforce — and stays aligned as complexity increases.
Dubrow Group is a second-generation family business founded by Marc Dubrow with over four decades of experience in projects of all scales within the Hamptons.
We're a boutique firm by choice — small enough to give every project our full attention, selective enough to take on the projects we can actually lead well.
We began as a construction management practice and grew slowly, building the local relationships with architects and contractors that still anchor the firm today.
In 2010, Justin transitioned the firm from construction management to owner representation. The practice has since evolved further with the addition of Project Leadership — a model for owners who want to stay involved without carrying the project themselves.
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New construction, secondary residence
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New construction, family compound
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New construction, secondary residence
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Commercial gut renovation, restaurant and apartments
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New construction, secondary residence
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Waterfront new construction, secondary residence
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New construction, secondary residence
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New construction, for-sale residence (spec build)
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New construction, secondary residence
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New construction, secondary residence
What owners usually ask first.
How do I know which one fits my project?
That depends on how much of the owner's role you want to keep.
If you want to stay in the middle of major decisions and have time for ongoing involvement, Project Leadership is usually right.
If delegation makes more sense — because of time, location, or preference — Owner Representation is the fit.
If you're already running your own project and just want experienced judgment on hard calls, Advisory is the light-touch option.
We sort it on the call.
Will this replace my architect or contractor?
No. I work alongside your architect, contractor, and consultants. My role is to lead the overall process, not replace the professionals doing the work.
Strong teams tend to perform better with clear leadership in place.
How involved do I need to be?
That's intentional and flexible.
Some owners stay closely connected to decisions. Others prefer structured updates and clear decision points.
I shape the structure around how you want to engage — without the project drifting back onto you.
Can this work if my project or team is not local?
Yes. Project leadership is about structure, communication, and decision-making, not constant physical presence.
When the right systems are in place, geography becomes much less important.
When is the right time to bring you in?
Earlier is usually better, but it's rarely too late.
Some owners bring me in during early planning. Others call when things feel heavier than expected.
My role is to create clarity from wherever the project is today.
Do you work as a construction manager or project manager?
I'm not a construction manager — I don't hold trade contracts or run the field. And I'm not a project manager in the administrative sense.
I lead the team. That means framing decisions, holding accountability, keeping alignment across organizations, and making sure the owner stays at the right altitude — engaged in what matters without carrying what doesn't.
If you already have a CM or PM in place, I work alongside them. My role is the leadership layer that keeps everything connected.