This project was delivered using the Construction Manager at Risk (CMAR) method, allowing our team to be involved from the earliest stages of planning through final completion. During preconstruction, we collaborated closely with the owner and design team to provide budgeting, constructability reviews, scheduling input, and value-driven solutions that ensured the project was set up for success before construction ever began.
The scope included a 6,754-square-foot office addition to the north of the existing facility, a 19,440-square-foot manufacturing addition to the south, and the installation of a new HVAC system serving the entire facility of more than 100,000 square feet. A critical component of this project was maintaining the owner’s ongoing manufacturing operations. We carefully organized the construction sequence and developed a detailed, phased schedule that allowed the facility to remain fully operational, achieving zero downtime in their manufacturing process throughout the project.
Our proactive approach during budgeting and design helped control costs, minimize risk, and maintain alignment with the owner’s operational needs. Through precise coordination, efficient scheduling, and strong trade partner management, we successfully delivered the project on time and on budget.
This project showcases the value of the CMAR delivery method and our ability to lead from concept through completion. By combining early collaboration, transparent cost control, and disciplined project execution, we helped our client expand their facility, improve their work environment, and enhance building performance—all while keeping their business running without interruption.
