Content Contributors: Breanna Ahern, Leah Collie, Julia D’Amico, Ramneek Dhami, Colette Finnerty, Patrick Moriarty, Carol Whetstine*, and Megan Wojcik
Proofreaders: Kari Mullen, Caryn Norton
Special thanks: to the STOBG Corporate Marketing and Business Unit marketing teams.
*External Contributor
STO Building Group refers to a group of separate legal entities including:
Structure Tone, LLC
Structure Tone Southwest, LLC
Structure Tone International Limited (UK)
Structure Tone Limited (Dublin)
STO Mission Critical
Pavarini North East Construction
Pavarini McGovern, LLC
L.F. Driscoll Company, LLC
L.F. Driscoll Healthcare
Govan Brown
Ajax Building Company
BCCI Construction
Layton Construction
Abbott Construction
RC Andersen
as well as their subsidiaries, joint ventures, divisions or affiliates. Each member company is an independent legal entity operating and providing services solely under its own name.
STO Building Group is an equal opportunity employer.
STO Building Group Insights is a publication of the
Corporate Marketing Department 330 W. 34th Street, New York,
It’s an old trope now that the construction industry isn’t very innovative. For a time, that notion may have been true. But today it’s an unfair label—and we’re constantly doing our part to shake it. The industry as a whole has evolved tremendously in the last decade, whether that’s piloting new technologies or simply looking at the design and construction process from a different lens.
That’s the goal of this issue of Insights magazine: to highlight the different ways our teams are delivering their clients’ visions, from the tried-and-true to emerging trends. As explained in these pages, our team has been exploring and leveraging new and different delivery models for years. From traditional contract structures to the growing popularity of progressive design build and integrated project delivery (IPD), we work with our clients to determine what approach best meets the needs of the project.
Take, for example, IPD. This ultra-collaborative approach requires the entire project team to be involved early and commit to a system of team decision-making. That kind of approach won’t always work for every project—scaling IPD down to a smaller-sized job may not make schedule or budget sense (read more about what goes into the IPD approach on page 22). That said, early project team collaboration is incredibly impactful to the process, so we can look at approaching that in different ways, from design-assist models to incentive-driven delivery methods.
To put it simply, we look to find the best solutions for our clients, and we’re continually exploring new ways to do just that. As we implement new technologies, partner with project teams on efficient delivery systems, and talk to our clients and industry partners, together we continue to drive predictable outcomes and build the extraordinary.
Thank you for exploring the possibilities with us.
James K. Donaghy Executive Chairman Robert Mullen CEO
Getting Familiar with Alternative Delivery Methods
In construction, one size does not fit all—especially when it comes to project delivery methods. This issue of Insights digs into how some of these common and emerging methods are doing just that.
INTEGRATED PROJECT DELIVERY (IPD)
This especially collaborative delivery method aligns the interests, objectives, and practices of all stakeholders through one contract. This method emphasizes early involvement of key participants, transparent communication, and collective decision-making to optimize project outcomes and enhance efficiency. “The owner, builder, designer, and major trade partners are all part of that project delivery team and all share in the risk/reward-driven decision making,” says Ed Hanzel, VP at LF Driscoll and IPD expert.
DESIGN-BUILD (DB)
Becoming increasingly common, design-build involves a single entity (typically a GC) contractually leading the design and construction under one contract, rather than an owner holding two separate contracts for design and construction.
PROGRESSIVE DESIGNBUILD (PDB)
In this method, the owner selects a design-builder based on qualifications, and then collaboratively progresses through the design and construction phases with the design-builder right from the outset, pricing the design and construction phases separately. “This method drives collaboration and fosters engagement from the owner all the way through the design and preconstruction process,” says Matt Reel, VP at Layton Construction.
DESIGN-ASSIST (DA)
In this approach, specialty contractors and trade partners are contracted early in the design phase to provide input and expertise. This method aims to improve constructability, reduce costs, and streamline the construction process through the integration of specialized knowledge during the design stage.
JOINT VENTURE (JV)
A JV is when two or more parties come together to form a new entity to contract for a specific project. JVs are often a good option when the combied entity brings even more resources and specialty expertise to the table than either could alone.
GUARANTEED MAXIMUM PRICE (GMP)
This contractual structure is when the general contractor commits to completing the project for a cost that will not exceed a specified maximum price. If the actual cost is lower than the GMP, the savings are shared between the client and the contractor.
COST + FIXED FEE
In this type of contract, the owner agrees to cover the actual costs and risks of a project, plus an agreed-upon, fixed fee. This kind of contract is often used when the project’s scope isn’t clearly defined yet and there’s a chance that changes may occur as the work progresses.
The genesis of most alternative delivery models is driving collaboration and early contractor involvement,” says Reel.
From Jagged Edges to Smooth Solutions: Improving Hand Protection
For years, building contractors faced complaints of hand lacerations. The culprit? Metal studs. Despite warning labels and enforced PPE, the sharp edges of typical metal studs posed a sometimes-unnoticed threat, not only to workers but also to visitors to the jobsite.
In 2011, one regional manufacturing company created a drywall stud equipped with a rolled edge, which effectively reduced the risk of hand lacerations. Despite its safety benefits, this product faced challenges in gaining widespread adoption due to the need for nationwide availability and substitution approval from the design team every time it was specified for use. Keith Haselman, STO Building Group’s senior vice president of corporate safety, was determined to find a way to make studs like these standard and significantly decrease the risk of hand lacerations.
In 2017, Haselman got in touch with ClarkDietrich, the largest manufacturer of coldformed steel framing in North America. Because ClarkDietrich supplied the majority of stud materials to the East Coast and has a nationwide presence, working with them to develop a new, safer product would make these studs standard to their process and their jobsite.
“My thought process was if they can make those edges safer as the largest manufacturer in the country, and we could get procurement to specify those studs, the safer product would become the preferred option and lead the market,” he says.
As an incentive, STO Building Group offered to specify deburred studs, or a rolled-edge substitution, during the procurement process to ensure safer material was being selected and supporting ClarkDietrich’s efforts. ClarkDietrich, in turn, also incentivized STOBG by ensuring there would be no additional costs.
Through a collaborative process involving samples and a few design iterations, Haselman and ClarkDietrich developed a “deburred” product that was safe, functional, and met the approval of both parties. Once the
product was approved for mass production, ClarkDietrich retooled their lines to ensure the final step in their manufacturing process included deburring the edges.
“With feedback from customers and our commitment to safety, we developed Smart Edge™ technology. It is standard on our ProStud® Drywall Framing System, which rolled out nationwide with no extra
cost,” says Jen Edgar, vice president of marketing at ClarkDietrich. “The result is an easier-to-handle product that reduces the risk of cuts and scrapes for installers, as well as for other trades who may come in contact with the framing.”
The launch of this product resulted in a flood of positive feedback from satisfied customers, and ClarkDietrich says it was validating to see their values lived out in such a collaborative process. “The overwhelming response has been ‘thank you for always doing the right thing,’” says Edgar. “From the roll form operator to the installer, we felt this was a win for them. We truly live our values, and one of them is ‘Do the right thing, do things right.’”
The implementation of this product brought significant benefits on-site as well.
“Lacerations
and hand injuries dropped by more than half,” reports Haselman.
And change doesn’t stop there. Haselman has continued to broach the subject and a safer alternative with other manufacturers. “It’s awesome to see our industry come together to solve challenges like these,” he says. “These partnerships are making a difference to reduce injuries and improve safety industry-wide.”
AN AWARDWINNING COLLABORATION:
Structure Tone New York & The Climate Initiatives Group
Structure Tone’s Special Projects Division has evolved over 25 years. Today, it stands as an integral part of Structure Tone New York, offering a personalized construction experience for clients across a diverse range of projects with a hands-on approach and unwavering commitment to exceptional client service.
A CUSTOMIZED APPROACH
Whether partnering on a fit-out, renovation, or establishing ongoing maintenance programs, Structure Tone New York’s Special Projects team is a group of seasoned professionals who work closely with clients and owners to execute their construction vision. A perfect example of this is the team’s completion of an office for The Climate Initiatives Group, a mission-driven investment and philanthropic firm focused on climate crisis and global decarbonization. Dedicated to delivering top-notch quality, the Special Projects team recognized the client’s mission and devised a plan to address the project’s specific needs.
This 18-week build-out involved careful coordination and teamwork based on the upscale, boutique feel of the space. With specialty finishes made of natural materials including custom millwork, wood flooring, and vertical wall slats fabricated from Douglas fir, it was imperative that the project team keep a close eye on the supply chain, making sure everything arrived on time. The slats, made of Forest Stewardship Council–certified wood, were especially important to the office’s sustainable design, demarcating areas while also allowing natural light into the office and providing impressive views of Central Park and the Empire State Building.
Once materials arrived, communication and teamwork were key in their installation. “There was a distinct order for each finish; one material was integral to the next in a specific step-by-step process,” explains Anthony Mosca, project manager for Structure Tone New York’s Special Projects team. “We had to pay careful attention to the finish details and schedule.” By following this process correctly, the team guaranteed a smooth construction phase, completing the project two weeks ahead of the proposed schedule.
The office also required precise floor height coordination to accommodate different materials, including area rugs in certain spots. The team performed a series of floor scans and then ground the floors until they were at the proper heights for finish installation. The team also provided MEP and IT/AV coordination, including an IT and infrastructure support room, and ensured that these systems were installed, turned over, and commissioned without issue.
TRUSTED RELATIONSHIPS
The Special Projects team works closely to become their clients’ and consultants’ trusted construction partner. Many large assignments stemmed from providing follow-up,
service, and maintenance work to repeat clients or collaborating with the same management/design team, proving that value is not just one project; it’s in the long-standing relationships facilitated and continued throughout the years.
PROJECT DETAILS
Location: 712 Fifth Avenue, New York, NY
Size: 9,000sf
Client: The Climate Initiatives Group
Owner’s Representative: TKO Project Management
Architect: Schiller Projects
MEP Engineer: RDA
Awards: Small Corporate OfficeNYCxDesign
Sector: Commercial
Working with The Climate Initiatives Group, the Special Projects team used its previous experience working with Schiller Projects, the project’s design leader, to fulfill the design intent and create an office that feels like both work and home. Natural materials, such as FSC-certified oak floors and carpet tile composed of 84% recycled content, are juxtaposed against bright colors and comfortable furniture to create a unique, innovative work environment with a focus on sustainability, comfort, and productivity.
“There was a unique project challenge, within the world of commercial interiors, in that everything—from structure to finishes to furniture—had to be filtered through the lens of sustainability. Working with Structure Tone New York, Schiller Projects was able to vet vendors for above standard compliance and competitively achieve these goals within the budget,” says Aaron Schiller, founder and principal at Schiller Projects.
PROJECT DETAILS
Location: Austin, TX
Size: 10,120sf
Client:
The Kitchen Restaurant Group
Architect: Michael Hsu Office of Architecture
Sector: Commercial/Restaurant
Completion: Fall 2024
The Kitchen Bistro
The Kitchen Bistro, a cutting-edge restaurant currently under construction in Austin, Texas, is owned and operated by Kimbal Musk, Elon Musk’s brother. Structure Tone Southwest is collaborating with the Michael Hsu team to bring this unique space to life. The project involves creating a vibrant restaurant on the ground floor at 6th and Guadalupe. Phase I includes constructing a structural steel deck with stairs and an elevator to support a second level. The ground floor will house the main restaurant, while the second floor is designed for larger parties and banquet spaces, complete with a bar area.
Notably, Kimbal Musk, who owns Tesla #5 (the fifth Tesla car ever made), plans to install this historic vehicle on the wall of the second level, adding a distinctive and personal touch to the venue. The Kitchen Bistro aims to blend innovative design with exceptional dining experiences, setting a new standard in the Austin restaurant scene.
The Hampshire Companies Warehouse Development
Structure Tone has been contracted by The Hampshire Companies for a significant redevelopment and warehouse construction project in Carteret, New Jersey. This industrial initiative involves repurposing 23 acres of industrial land and building two new warehouse structures, while preserving historic elements of the site. Building B spans approximately 199,000sf, while Building C extends over 290,000sf, highlighting the project’s considerable scope.
A key element of the work is enhancing site drainage to manage precipitation effectively. With its former use as a US Army Corps of Engineers facility, substantial amounts of soil needed remediation, including adding a delineated 18-inch cap with drainage and removing buried railroad tracks and underground grade beams. The buildings themselves will be supported by advanced electrical systems, water supply, sanitary systems, and gas services, equipping the warehouses with essential infrastructure for a wide range of industrial operations.
As design-build continues to rise in popularity and redefine project delivery, general contractors must master its nuances. The Design-Build Institute of America (DBIA) champions this process, promoting its advancement through specialized certification and emphasizing the value of education and advocacy collaboration.
“By obtaining and promoting the DBIA certification, Structure Tone Southwest aims to streamline project timelines,” says Joe Cribbin, president of Structure Tone Southwest. “Our goal is to foster a collaborative environment among clients, architects, and engineers, ensuring efficient and timely project completion.”
According to Diana Gonzalez, project manager at Structure Tone Southwest’s Dallas location, DBIA offers virtual and in-person workshops covering the design-build process from preconstruction to construction, helping professionals enhance project timelines crucial for urgent projects like healthcare construction. Afterward, candidates must take and pass the certification exam.
“Embarking on this process involves completing approximately 24 hours of coursework,” says Gonzalez. “It’s a deep dive into the essentials of design-build, including contract management, preconstruction strategies, and implementation during construction.”
Candidates may also choose what type of certification they prefer. There are two levels:
SCAN THE QR CODE for more information on what it means to be DBIA certified
Associate DBIA—obtained by Gonzalez—for those new to design-build and Professional DBIA for those with extensive project experience (three to six years of pre- and post-award design-build).
DBIA certification also emphasizes collaboration and includes practical strategies, such as “just-in-time delivery,” to address scheduling issues and improve efficiency. This handson training prepares professionals to manage client expectations and project schedules in real-world scenarios effectively.
“Achieving the DBIA certification has been an invaluable experience,” says Diana Gonzalez. “It reinforces our dedication to excellence and assures our clients that we are fully equipped to deliver top-tier projects through innovative and collaborative approaches.”
Tell us about you and your company.
Elizabeth Velez
Presidentt
DM: Founded in 1972 by union carpenter Andrew Velez following a career-altering injury, the company started small, focusing on residential projects. Today, we’ve grown into a thriving 35-person organization based in Manhattan, proudly recognized as New York City’s top Latinoowned and woman-owned construction management firm.
EV: My personal journey in construction began with my father. Since taking over from my father, I’ve expanded our portfolio and built a diverse team committed to delivering exceptional projects. As a Certified MWBE, we’ve prioritized quality and strong relationships. Our success is rooted in our dedication to our community and industry.
What achievements are you most proud of?
EV: While we’re immensely proud of our contributions to iconic projects—like Yankee Stadium and the Javits Center—and our role in driving affordable housing initiatives, our most fulfilling achievement is fostering the next generation of industry leaders. Over the past seven years, we’ve mentored over 500 small, minority, and women-owned businesses, particularly in the communities where we are building. We’ve also cultivated strong partnerships with industry leaders like the STO Building Group, which has been instrumental in expanding our portfolio and market reach. Lastly, as a woman and minority business owner, I’m particularly proud of Velez’s role in empowering women and diverse leaders within the construction industry.
DM: These collaborations are a testament to our ability to deliver exceptional results while driving positive change in the industry. We’re also incredibly proud of our leader, Elizabeth Velez, for her instrumental role
QUICK FACTS
David Muñoz Executive Director of Operations
Year established: 1972
Location: New York, NY
Number of employees: 35 (over 50% women, over 90% of minority descent)
Notable projects: Google’s 8th Avenue offices (with Structure Tone), The Hip Hop Museum in the Bronx (underway with Pavarini McGovern)
in shaping our company’s trajectory and for her significant industry contributions, including serving as the first woman chairperson of the New York Building Congress.
What else could the industry be doing to help and promote MWDBEcertified businesses?
DM: The construction industry can significantly enhance MWDBE participation by creating opportunities to compete for work and fostering a culture of inclusion. While industry commitment is essential, it’s a two-way street. MWDBE firms must proactively seek partnerships, build capacity, and meet industry standards to thrive. Programs like STO Building Group’s Trade Partner Equity Program (TPEP) are invaluable in bridging this gap.
EV: Establishing strategic partnerships is paramount. Inclusion creates a win-win situation for everyone—a more robust industry, thriving MWDBE businesses, and stronger communities who are invested in the developments in their neighborhoods. STOBG’s commitment to diversity and inclusion serves as an exemplary model for others to follow.
r Velez/Pavarini McGovern Hip Hop Museum team
Do you have any advice for someone starting their own business in our industry and beginning the MWDBE process?
EV: That’s a great question, and one I hear a lot! Here are some key tips to get started on the right foot:
l Dive deep into understanding your industry. Stay on top of current trends, network with established players, and consider joining relevant industry or trade organizations.
l Develop a clear vision statement for the next 3–5 years.
l Strive to deliver top-notch work in everything you do. This will build your reputation and attract valuable opportunities.
l Actively advocate for programs and initiatives that support MWDBE businesses. Remember, these programs exist to help businesses like yours thrive.
l Pay it forward by supporting and mentoring the next generation of MWDBE business professionals.
l Leverage the MWDBE process! The MWDBE certification process can be a powerful tool for growth. Familiarize yourself with the requirements and actively seek out opportunities that leverage your certification.
l Seek out learning opportunities. Programs like STO Building Group’s TPEP can provide invaluable knowledge and support as you build your business.
NEW YORK
s Velez/Structure Tone Project Google team
Strokes for Charity:
Pavarini North East’s Golfing Fundraiser
Par for the course! This summer, Pavarini North East (PNE) hosted the second annual Pavarini Family Golf Outing, a charity golf tournament that raises money for the Alzheimer’s Foundation. After raising over $1,250 during last year’s event, the team more than doubled their efforts this year, donating $3,000 to the organization that supports those affected by Alzheimer’s disease and related dementias.
John Maxwell, safety director for PNE and one of the event’s organizers, says that while the initial goal of the tournament was to bring the company and their family members a little closer together, they also saw it as a great opportunity to give back to the community. The team specifically picked The Alzheimer’s Foundation for its impact on the PNE family.
“Some of our Pavarini family members’ families are actually encountering Alzheimer’s and early symptoms of dementia,” Maxwell explains, “so we decided that we would donate the money we raised towards that. We know it’s a small part, but we are happy to know that even a little bit will help go a long way towards research and helping families who suffer from the pain that this disease causes.”
With the second tournament receiving similar rave reviews as last year, Maxwell is excited for the event to keep growing. He says the team is in the early stages of planning for next year—the third annual outing —and already intends to donate to the Alzheimer’s Foundation again.
Exploring Design-Assist Workflows for Complex Scope Elements
by Michael Signorile, Exterior Envelope Supervisor, Pavarini McGovern
As project schedules become more and more ambitious, our project delivery methods must continue to evolve. One way to achieve these expedited schedules is to leverage a design-assist approach.
What is design-assist?
The design-assist delivery method is a collaborative process where contractors, subcontractors, and designers work together early in the design phase to enhance the project’s efficiency and outcome. By integrating the expertise of each project team member early, the team is able to optimize the design, ensure constructability, and address potential issues before construction begins.
A design-assist process is usually implemented for complex scope items which need subcontractor input early on. For example, the architectural drawings for a unitized curtain wall could show partially detailed elements which only convey design intent. This information is used as a starting point for the awarded contractor to develop. This is truly a performance-driven approach to developing the system without compromising the design.
Does design-assist mean additional costs?
During the initial tender phase, PMG requests proposal details, value engineering alternatives (which could be explored in the design-assist phase), and redlined drawings/specifications depicting scope inclusions and qualifications. The design-assist phase remains cost neutral. The scope and contract clearly outline the level of completeness with the design, and ensure the contractor is responsible for the completion of the design. This includes any scope, means and methods, and overall system detailing which may not be shown is accounted for prior to the start of the design-assist. This helps the contractor avoid potential scope creep. Then, PMG will work with the subcontractor to develop a design-assist roadmap with a cost tracker to ensure the cost remains neutral and implement the Quality Program. This consists of design review, coordination with additional subcontractors, logistics review, and installation phasing.
What are the benefits of engaging design-assist subcontractors?
l Early integration of valuable subcontractor input on logistics, constructability, and safety during design.
l Early design, detailing, and coordination of critical connection details (anchors and supports) with the structural steel subcontractor.
l More detailed information for supplemental trade packages (MEP, structural steel, interior finishes, waterproofing, etc.).
l Overall project schedule improvement via earlier design, engineering, mock-ups, procurement, fabrication, and mobilization to site; realizing an earlier weathertight building enables interior trade work to proceed.
Design-assist in action
LF Driscoll Healthcare recently joined forces with architect KPF to complete a design-assist program for the facade of a new biomedical research building in Manhattan. There was a strict budget which
r LF Driscoll Healthcare curtainwall model
r LF Driscoll Healthcare curtainwall model
DesignAssist
s Architectural drawings vs. the contractor’s proposed drawing for a
Architectural Drawings
Contractor Proposal Drawings
needed to be upheld during the design-assist program. For this reason, the exterior rainscreen cladding system was purchased as a UHPC (Ultra High-Performance Concrete) panel, but the client was open to exploring multiple material finishes which could
retain a cost neutral design or po tential savings. The joint venture between WW Glass (curtain wall contractor) and EDA (cladding contractor) prepared a series of options for the design team’s
review, ranging from terracotta, metal panel, fiber cement, and UHPC. Samples were procured in multiple finishes and textures, with the goal of matching the client’s adjacent building. During this process, the client was able to significantly reduce the cost by utilizing alternate finishes and rationalizing sizes of the UHPC, an effort which all parties were satisfied with.
The goal at the end of a design-assist process is to have an initial understanding of the baseline system details which will be further progressed into the shop drawing phase. The design-assist process will look to ensure that the systems being specified by the design team are acceptable and have the ability to perform as specified.
A collaborative approach to success
The collaborative nature of design-assist means better communication between all parties involved in the project. This integrated and collaborative approach, if executed efficiently, leads to a final product that meets or exceeds client expectations in terms of quality, cost, and schedule—resulting in overall project success.
A Win-Win Approach:
Cost Plus with a GMP Contracting in the Industrial Sector
When clients come to RC Andersen, they expect a company that will go above and beyond to meet the schedule, stay on budget, and fulfill their needs—and it all starts with the contract. While various contract types are employed to meet the diverse needs of clients and projects, for RC Andersen, there’s a combination approach that stands out for its unique balance of cost control, risk management, and fostering strong client relationships: cost plus with a guaranteed maximum price (GMP).
UNDERSTANDING COST PLUS AND GMP CONTRACTS
A cost plus with a GMP approach creates an agreement where the general contractor commits to completing the project for a cost that will not exceed a specified maximum price. If actual cost is lower than the GMP, the savings may be shared between the client and the contractor. This arrangement contrasts with lump sum contracts, where the client pays a fixed price regardless of the actual project cost, and any cost savings or overruns are absorbed entirely by the contractor.
“This kind of contract really suits our industrial client base,” says RC Andersen president Neil Ascione. “It also shows our clients that we’re motivated to protect their bottom line, fostering our relationships with clients who know we care about their best interests.”
ADDED ADVANTAGES
1. Shared savings and cost efficiency. Unlike lump sum contracts, where only the contractor benefits from any cost savings, cost plus with a GMP contracts incentivize both parties to keep costs down. The shared savings model ensures that clients enjoy a significant portion of any cost reductions, enhancing their overall project value.
2. Risk management. While both lump sum and cost plus with a GMP contracts involve risks, the latter provides a more collaborative approach. The guaranteed maximum price protects the client from cost overruns, while the contractor’s share of the savings motivates efficient project management.
3. Flexibility and early start. One significant advantage of cost plus with a GMP contracts is their flexibility. In some projects, a preliminary GMP is established to allow early commencement of work, even before the final scope and costs are fully determined. This phased approach enables clients to start critical early tasks, such as site preparation, while the final project details are still being developed, saving valuable time and accelerating project delivery.
THE RIGHT FIT
Cost plus with a GMP contracts are particularly well-suited for the industrial sector, where project scopes can be complex, and cost predictability is crucial. That’s why large global clients such as Amazon and others have gravitated toward this contract structure over the last several years—which has influenced even more clients and industrial developers to adopt the same approach.
“It makes sense for this industry,” says Neil Ascione. “The structure of industrial buildings is relatively simple, and the costs are relatively known. So, the GMP doesn’t pose that much of a risk on the construction side and the benefit to the client is high. It’s a true win-win.”
SERVICENOW FLY-THROUGH
Scan the QR code to take a tour!
ServiceNow Dublin
A fast-tracked project with multiple timelines made it possible for ServiceNow to quickly move into their new home—a space that gives them room to grow now and in the future.
EXPANDING PRESENCE IN IRELAND
When ServiceNow needed more space for their growing company, they chose a prestigious address in the heart of Dublin, and turned to Structure Tone Dublin to fit-out 90,000sf across four floors. This move quadrupled ServiceNow’s square footage and is part of the firm’s longterm vision to retain and attract top talent.
Just a few years ago, the Structure Tone team fitted-out the original ServiceNow offices. With that first lease expiring, the team worked with the client to fast track the new project and set multiple timelines to handover each phases. Thomas Kennedy, senior project manager, and Darren Doyle, project manager, played integral roles on both jobs and provided continuity and experience. “Our longstanding relationships help us best serve the client—we know the landlord, the engineers, and the architects, and we even worked with the same ServiceNow office staff,” says Doyle.
Maeve Carmody, ServiceNow Workplace Services site lead, said that their workforce is mostly hybrid, and their goal was to create a desirable place to work that would draw people in. Location was a priority, as well as a welcoming, luxurious atmosphere. The project incorporates high-end finishes, acoustic ceilings, and carved panels that rotate to open and close off collaborative spaces. Employees can look forward to stunning views of the city, state-of-the-art workspaces, mothers’ rooms, and a café.
ENVIRONMENTAL COMMITMENT
This project was part of ServiceNow’s internal sustainability initiative, currently in beta, known as the Sustainable Design and Construction Standards (SD&CS). They plan to extend these guidelines to all future offices.
DUBLIN
The initiative incorporates elements from both LEED and WELL building standards, covering areas such as carbon tracking, waste management, water usage, energy efficiency, and health and wellness.
This is the first rollout of the initiative in Europe, so Structure Tone Dublin’s sustainability & BCaR supervisor, Kiarán McNerney, modified the American material certification standards to align with European counterparts. His experience with adjusting LEED and WELL credits to match European equivalents meant Structure Tone could provide crucial insights to ServiceNow’s sustainability consultants for future international projects.
This project also marked Structure Tone’s first endeavor in actively tracking carbon emissions—specifically modules A1 to A3. To achieve this, they tracked, categorised, and quantified all materials used on the project.
OFFICE ENVIRONMENT
Carmody spoke of the ServiceNow vision for the office interior, “We wanted to create an environment with elements of the local features of Dublin—especially its architecture and history.” The sixth-floor color scheme is oxidised copper, which echoes the roofs of the city. It houses a large event space which will be used for all-staff events and client meetings. On the fifth floor, a green motif mirrors the treetops, it is home to executive and administrative offices. The third and fourth floors feature burgundy to represent the brick of Dublin’s historic buildings and are dedicated to flexible work, training, and meeting spaces.
According to Carmody, the plan is successful. “Our utilisation rate is already at 40% and there is an upsurge in employees coming into the office. We are seeing our teams meeting onsite and there is a snowball effect with regard to the number of events,” she says.
EXCEEDING EXPECTATIONS
Doyle spoke of the challenges the Structure Tone team encountered during the project. The tight timeline and hard deadline for move-in required prioritising the workload. The fifth and sixth floors were completed in March, the fourth floor was finished in mid-April, and the third floor was handed over in early May. The final phases of the project were completed on overnight shifts to eliminate any disruption to ServiceNow’s daily operations.
PROJECT DETAILS
Location: Dublin, Ireland Size: 90,000sf
Client: ServiceNow
Architect: Mola Architecture
Engineer: Metec Consulting Engineers
PM/Quality Surveyor: KPMG
Sector: Commercial
Completion: May 2024
One of the features that makes the address so popular with commuters—the streetcar line in front of the building—was challenging from a construction standpoint. All deliveries had to be made using a one lane road leading to the back of the building. Other contractors were working in the building, so the team had a three to four week look ahead schedule and daily delivery meetings with all stakeholders in the building to ensure that materials were available. A hoist was installed to serve all floors of the building.
60 Dawson Street is a Grade A office space right in the heart of Dublin overlooking Trinity College. In addition to 145,000sf of offices, it includes 46,000sfof retail and leisure space. It is part of a complex of sustainability-focused projects in the city center.
“The Dublin team led from the customer point of view. They were respectful of our work operations and responsive to our concerns. Structure Tone was invaluable in helping us settle into our beautiful new offices,” says Maeve Carmody.
ServiceNow is an American software company that provides a cloud-based, AIdriven platform that efficiently automates workflows and unifies IT needs into a single system. Their mission: making the world work better for everyone.
Joining Forces at 550 Washington:
A Structure Tone + Turner Joint Venture
Designed as the new headquarters for Google’s Global Business Organization and developed by Oxford Properties, St. John’s Terminal is a state-of-the-art, historic, environmentally conscious, 1.3Msf workplace. In completing this renovation, the goal was to create an amazing work environment that celebrates the building’s illustrious past as a High Line rail terminal, yet also looks to the future with an innovative, sustainable design that inspires over 3,000 Google employees.
Structure Tone completed this groundbreaking project in a joint venture partnership with Turner Construction. Turner was a natural partner for Structure Tone, as the firm was in the process of completing the base building of St. John’s Terminal. As the project moved into the interior construction phase, the two teams joined forces to build Google a one-ofa-kind workplace that reflects the high standards of safety and quality for which Structure Tone is known.
Working closely with Google to under stand their objectives, the team took extra time to create a detailed project approach, one that outlined strategic initiatives; translated shared values into tangible outcomes; and created a more inclusive and responsible construction team by empowering on-site staff and making them excited to come to work. There were other benefits to Google as well, including a seasoned estimating/budgeting team,
consistent accounting methods, and access to increased support services, such as 3D modeling, BIM coordination, and scheduling.
“From day one, the Structure Tone and Turner teams worked together with complete alignment to help set the tone on this incredible opportunity,” says Alexandra Schmidt, project executive at Turner Construction. “As the project gained momentum and more staff, it was really cool to see the best of the best from both companies challenge and learn from each other, developing a great partnership to leave a mark in our industry’s next generation. We aligned our processes and utilized various forms of visual project management tools to ensure the various workstreams were all focused on delivering intentional quality at each of our milestones and turnovers.”
What resulted from this approach is the truly transformational renovation of a defunct depot into a modern, cutting-edge office space. The original three-story terminal is now topped with nine new overbuild levels filled with flexible meeting and conference rooms, green space, and hospitality-infused common areas. Amenities include a building entrance lobby, a Great Hall on the ground floor, fitness
Joint Venture
center, massage suite, bike storage, medical suite, cafes, micro-kitchens on each floor, a teaching kitchen, a 450+ person auditorium, and an events hub.
With such unique design elements, having the Structure Tone + Turner team was a huge bonus, especially during preconstruction. For example, approximately 26% of the space was dedicated to amenities, including the theater and auditorium. The preconstruction team identified the specific subcontractors qualified to take on these distinct scopes of work, like the installation of professional engineered supported scaffold for the theater’s acoustic ceiling, and other high or hard to reach areas.
executive and VP at Structure Tone. The strategy—which consisted of first-in-place quality mock-ups, weekly field observations, early punchlists, and extensive data and tracking reports, led to a 35% reduction in punch list compared to projects of similar scope. The team also achieved 0.5% open punch list items by turnover. What’s more, innovative construction practices helped contribute to the project’s impressive sustainability goals, including waste management planning that diverted over 75% of construction waste from landfill, a closed-loop gypsum recycling MEP program that reused 442.83 tons of material, and a Washbox system that saved nearly 10,600 gallons of water.
CONSTRUCTION QUALITY & CRAFTSMANSHIP
The project boasted hugely successful results in terms of quality. “550 Washington Street was a complex project with multiple scopes of work on each floor. Our team instituted a detailed QA/QC process to monitor construction progress and quality, making sure it was consistently up to Google standards,” describes Lou Ottrando, senior account
This commitment to quality can be seen as the direct result from an outstanding JV partnership. As Schmidt notes, “By the end of the project, the client did not know who a Structure Tone or Turner employee was—that’s how much we were ONE team throughout construction. This was an incredibly successful journey that everyone involved in is extremely proud of. Let’s go find the next one!”
PROJECT DETAILS
Location: St. John’s Terminal, 550 Washington St., NYC
DID YOU KNOW? That the Google Headquarters at 550 Washington Street has the lowest recordable incident/injury rate in the global Google construction portfolio and was awarded the 2023 Project Safety Award by the Building Trades Employers Association (BTEA) of New York?
Trust & Teamwork: Exploring IPD Culture with LF Driscoll
In construction, innovation isn’t confined to piloting the newest technologies. Over the past decade, clients, contractors, and owners have been exploring project delivery methods that challenge traditional contractual structures to enhance collaboration and speed up delivery. One of the new and improved methods that has garnered significant attention in the industry is Integrated Project Delivery (IPD).
IPD EXPLAINED
Integrated Project Delivery (IPD) is a cutting-edge project delivery method that integrates people, systems, business structures, and practices into a process designed to harness the talents and insights of the entire project team at once. Unlike traditional project delivery methods where roles and responsibilities are often siloed, IPD aligns the objectives and practices of all team members, fostering a shared culture of trust, mutual respect, and open communication from start to finish.
However, establishing that culture is no easy feat. It requires builders, owners, and designers to buy-in to the process and establish trust early on. Having completed one of the largest IPD healthcare projects in the US Mid-Atlantic region and are currently working on several smaller IPD jobs, LF Driscoll has a unique perspective on how to achieve a project culture that fosters transparency, trust, and a “one team” mindset, from the owners to the subcontractors. Some of their best practices include:
1. Collocated team space. Bringing together team members into a shared workspace can improve collaboration and communication while encouraging a sense of unity.
2. Team building. Organizing team-building activities like workshops and social events can help strengthen personal relationships between team members, improve communication, and make sure everyone on the team feels valued.
3. Continuous improvement mindset. Regular debrief sessions where the entire team can reflect on processes, outcomes, and areas where the team can perform better can lead to a culture of continuous improvement.
4. Leadership commitment. Strong commitment from leadership at all levels is necessary to build and maintain the collaborative culture required for IPD. Leaders should model the collaborative behavior and support the team in overcoming any cultural or operational challenges.
LF Driscoll vice president, Mike Dikon, has experience working on IPD projects, and stresses the importance of putting in the time to build that transparent, collaborative culture early on for each and every project.
“It’s never the same team from one project to the next so we strive to maintain good habits when it comes to setting up a job,” Dikon says. “Getting to know the people you’re working with and setting up the new team dynamic is critical to making any job a success.”
THE BENEFITS OF IPD
Once the culture is established, the enhanced teamwork and collaboration means faster problem-solving and more efficiency overall. “You can pivot a lot better and faster in an IPD structure,” explains Dikon. “Instead of documenting every delay issue, claim issue, or cost event, we can all collectively jump on the next challenge and overcome it as a team. When everybody’s aligned with that, it’s amazing to see.”
But can projects leveraging a more traditional contractual structure gain the same benefits as IPD projects? The short answer is yes.
According to the LF Driscoll team, scalability of the IPD delivery method is one of the big questions the construction industry is trying to solve. LF Driscoll and their clients are continually exploring IPD contracts on smaller jobs with shorter schedules in order to test its potential and limitations. “I think what’s next for the market is figuring out how small an IPD job can be for it to still make financial sense and provide value,” says Dikon. “In those cases where it doesn’t make sense to proceed with an IPD contract, that’s where we’re going to rely on the IPD culture to bring the homeruns and the successes.”
In fact, LF Driscoll has partnered with clients to deliver the IPD culture on non-IPD projects. Sometimes coined as “collaborative project delivery,” or “IPD light,” this approach offers the benefits of the more collaborative, efficient IPD culture to projects leveraging a traditional project delivery method, such as a GMP contract.
The success of the IPD culture on both contractually traditional and IPD projects demonstrates the construction industry’s
desire to work more collaboratively than ever before. On top of accelerating project timeline, the IPD culture fosters an environment of mutual trust and respect among all project stakeholders. From streamlining constructability assessments to navigating supply chain challenges, builders are able to take on a more strategic role in complex projects regardless of size. The contractor’s role is changing, and LF Driscoll is leading the way.
CHECK THIS SPACE for our podcast episode that digs further into IPD
r Early collaboration through IPD helps keep complex projects moving ahead smoothly
The Design-Build Advantage: Westfield Specialty
When Westfield Specialty, a leading insurance and underwriting firm, sought to relocate their London office to the prestigious 22 Bishopsgate, the firm turned to EDGE and Structure Tone to handle the design and construction of their new workplace. Aiming to complete the single-floor, 26,000sf fit-out in just 23 weeks, the Westfield Specialty team opted for a two-stage Design & Build project delivery approach.
Located on the 36th floor of 22 Bishopsgate, the new office for Westfield Specialty offers panoramic views of the city. Designed by EDGE, the fit-out includes high-end amenities such as a reception area, a broker’s lounge, meeting rooms, a pantry and executive boardroom suites.
WHY DESIGN-BUILD?
The two-stage Design & Build project delivery method, where design and construction services are contracted by a single entity, has gained popularity over the last few years. This approach fosters collaboration, reduces risk, and often leads to faster project delivery.
For Westfield Specialty, this method was the key to delivering the project’s original design intent while stay ing on schedule.
Westfield Specialty’s Design & Build approach was driven by a need for efficiency and precision. With a clear deadline for relocating from their temporary office, meeting Westfield Specialty’s target move-in date
LONDON
was critical. Design Manager at Structure Tone London, Evelyn Gono, actually worked with the architecture firm responsible for the concept, EDGE, during the project and offers a unique perspective on the benefits of this approach. Now on the contracting side, she recalls the fast-tracked program and complex design.
DELIVERING THE VISION
“Structure Tone played a crucial role in closing out outstanding design items due to their early engagement,” says Gono. “We managed to meet the project completion date on time while delivering quality within the client’s budget.
PROJECT DETAILS
Location: London Size: 26,000sf
Client: Westfield Specialty
Architect: EDGE
Sector: Commercial Completion: March 2024
Bringing the contractor on early allows for constructability reviews and value engineering (VE) to begin while finalizing the design. A fine example of how early collaboration resolved one of the main design challenges was the coordination of services above the meeting suites. Working closely with the client design team and subcontractors, Structure Tone was able to decrease the number of access panels and seamlessly integrate the sprinkler systems. “For a fast-paced project like Westfield Specialty, having design and construction teams work together is essential,” says Gono.
As an insurance company, Westfield Specialty had specific preferences for finishes and furniture. According to Gono, “Value engineering often has a negative connotation, perceived as compromising the original design with cheaper alternatives. However, VE can enhance a project’s success when approached strategically and collaboratively. In this case, we tackled problems thoughtfully. VE is a powerful tool for ensuring a project’s success by focusing on collaboration, early specialist engagement, and maintaining design integrity. Instead of viewing VE as mere cost-cutting, it should be embraced as a strategy for delivering better outcomes for all stakeholders.”
For Westfield Specialty, lead time was crucial. With a fast-tracked schedule and high-end design, the two-stage Design & Build approach allowed teams to find alternative materials that arrived in time for installation, maintaining Westfield Specialty’s high-end vision.
THE EXTRA MILE
Beyond completing and delivering the design, the Structure Tone team faced several challenges during the construction phase. One of the project’s main challenges was the building management’s twoper-week limit on deliveries, which the Structure Tone team skilfully managed by using a consolidation centre, maintaining a precise delivery lookahead, and building a strong relationship with the building management team. In addition, extensive out of hours work ensured the space was finished on time for the Westfield Specialty team to move in. The project reached practical completion in March 2024.
Feedback from Westfield Specialty praised the quality of workmanship, the team’s passion, and their swift delivery.
“In the end, we delivered on time and met the high-end quality Westfield Specialty envisioned from day one,” Gono concludes.
Taking Partnership to New Heights: Rethinking Delivery Models at CIBC SQUARE
That the whole is greater than the sum of its parts has never rung truer for Govan Brown (GB) than when they came together with CIBC, one of Canada’s “Big 5” banks, to build a new, 1.7Msf corporate campus in the heart of downtown Toronto. Hailed as the largest private-sector commercial project Toronto has seen in a generation, CIBC SQUARE presented an opportunity to build a partnership in an equally ambitious fashion—bringing together firms traditionally in competition with one another to construct a landmark development that would transform the city.
Rumblings of the commercial complex began in 2013, and joint developers Ivanhoé Cambridge and Hines partnered early with EllisDon (ED), a leading base building contractor, to construct the two commercial towers. With a goal of delivering a workplace of the future for its anchor tenant, CIBC, the developers understood the critical importance of partnering with a construction advocate to champion the vision for the project. CIBC SQUARE’s timeline overlapped with a global pandemic, exacerbating already volatile market conditions. Govan Brown identified an opportunity to deliver a partnership that would divest some of the risk to a partner, CIBC, that would value a risk-averse solution.
Govan Brown engaged in discussions with EllisDon to propose a joint-venture partnership that would leverage the best of each firm’s specializations to deliver certainty to CIBC.
“Our 30-year leadership in the Canadian interiors market was the perfect pairing to EllisDon’s base building concentration and created synergies that would empower both of us to function at our respective bests,” says Colin Gray, president of Govan Brown. “Through a competitive process, EDGB’s joint-venture, design-build partnership spoke to CIBC’s appetite for a risk-averse solution in a landscape fraught with unknowns and instability.”
ALL FOR ONE
Ambitious projects necessitate partners able to realize them. With CIBC selecting Gensler as its design partner, the progressive design-build model created a relationship between contractor and designer that
was conducive to producing a single, executable solution. Now, as the prime consultant, EDGB managed all the consultant subcontracts and was the single point of accountability, taking ultimate ownership of any and all project risk. With CIBC’s shoulders unburdened, EDGB needed to make sure there would be no cost esca lations throughout the project’s lifespan. Key to this was converting the contract to a stipulated lump sum prior to tender. “By having a line of sight into all design activities as they progressed, EDGB and the broader team could develop a procurement strategy that was as much informed by the design as it was informing it,” says Gray. Now, CIBC had a partner that could provide cost and schedule certainty and allow communication between the two parties to be direct, unfiltered, and ultimately productive as all potential points of stress were no longer sources of tension.
ONE FOR ALL
“This project is one of the most collaborative experiences in our firm’s history—between client and contractor as well as contractor and subs,” says Gray. “It has changed the way we see our role as construction manager and has set a new standard for our approach to partnership and working collaboratively.”
PROJECT DETAILS
Given the time CIBC had invested early on into developing not just a new workspace but an innovative workplace model, it was critical that EDGB be able to execute the client’s vision and work symbiotically with the Gensler team. Not wanting anything to get lost in translation, the EDGB team built a team of design advocacy professionals who knew how to speak both the designers’ and contractors’ languages, helping to build a relationship between contractor and designer that was based on mutual understanding.
Champions of CIBC’s vision, the design advocacy team—comprised of director, design advocacy, and QA/QC manager roles—muddled the distinct and isolated function of the design and construction teams in the best possible way and ensured an interdisciplinary approach to the build. Lending support to the constructability review process and devising a roadmap for seeing the design through as drawn, the design advocacy team not only helped provide cost and schedule certainty but their early engagement instilled trust in what was being said was what would be delivered.
The partnership between CIBC and EDGB has now lasted seven years and continues to this day, with the interior fit-out of the second tower having recently commenced. How a partnership is formalized can make all the difference, and the relationship between the two organizations is one that has come to embody the definition of success for Govan Brown.
Location: Toronto, ON Size: 1.7Msf
Client: CIBC/Ivanhoé Cambridge/Hines
Architect: Gensler Sector: Commercial
Certifications: LEED Platinum, WELL Health Safety, SmartScore Platinum
Completion: May 2022
AEC ANGELS: Driving Innovation From Within
In 2020, a group of some of the brightest minds in the architecture, engineering, and construction (AEC) industry came together to answer the question, “How do we find technology platforms that are made especially for our industry by those who know it best?” The answer: AEC Angels.
AEC Angels is an investment platform focused on AEC technology, leveraging the expertise of its industry-leading member companies: Thornton Tomasetti, STO Building Group, Syska Hennessy Group, and SHoP Architects. Each of the companies has its own team of innovators who are continually developing and testing new technologies, adding another dimension to the platform.
In a conversation at the BuiltWorlds’ 2024 Buildings Conference, AEC Angels members discussed strategies for balancing innovation and investment, furthering industry-wide tech adoption, and what technologies they are most looking forward to seeing in the near future:
1. It comes from the top. Top-down leadership remains critical to success in the AEC industry. Effective innovation is driven by an engaged C-suite that understands the needs of business units. When top executives are involved at the business unit level, companies can implement more effective innovation strategies, leading to stronger relationships with new technologies. “Our innovation team engages with various levels at STO Building Group, including our most senior executives, on a regular basis to ensure continuous evolution,” said Rob Leon, chief innovation officer.
2. Don’t ignore change. AI is a major disruptor. AEC companies must face it and learn to leverage it or they risk falling behind. The AEC Angels group stressed the importance of staying informed about new technologies, like AI, to develop implementation strategies suited to individual business needs. With effective data strategies and a solid understanding of AI, AEC companies can mitigate adoption risks.
3. Teamwork makes the dream work. With different perspectives among along the AEC continuum among them, AEC Angels can uniquely assess opportunities through a comprehensive industry lens. Member companies provide early partnerships to portfolio companies, adding significant value for startups. AEC Angels also supports portfolio companies beyond the initial investment by offering resources and industry connections from corporate members. While investments can lead to strategic partnerships with member companies, AEC Angels’ focus on diverse company types allows the fund to invest in technology for the industry’s overall improvement, rather than purely strategic or financial motives.
STOBG + BuiltWorlds
STO Building Group has been a longtime partner with BuiltWorlds, whose global member network and growing team of dedicated analysts provides buildings and infrastructure professionals with analyses of key trends, data-driven research, and collaborative, topic-focused events and research tracks to succeed in a complex and changing world.
SCAN THIS CODE to learn more about AEC Angels and their portfolio of investments
How Technology Enables Partnership:
An Example from a Design-Build Project
“The topping off of the Hardt Foundation Tower is not just about reaching new heights in the construction of our new patient tower project, but elevating care for our growing community. Every beam is a promise and a commitment to the future of medical services in Bakersfield.”
That was a comment from Mercy Hospitals president and CEO, BJ Predum, at the topping off of the new Hardt Foundation Tower at Mercy Hospital Southwest in Bakersfield, California. The four-story tower, whose construction is led by Layton, adds 106 new patient beds, 160,000sf of space, and an expanded operating room and imaging suite.
As Predum notes, that kind of investment in a facility is an investment in the community—where every minute and every dollar counts. The Layton team has taken that notion to heart, adding a new technology to their toolbox to help the project team be even more accurate, more efficient, and more collaborative: The HP SitePrint layout robot.
“The HP robot is able to reduce the amount of time it takes in the field to perform all of the layout among all of the different trade partners that we have here,” says Karina Russell, senior project manager at Layton Construction. “It allows 100% accuracy as to what we have coordinated previously in the model and translates it to the field, reducing the need for rework in the future.”
In very simple terms, the robot combines project models and total station control points to map out the floor plan in question, controlled through an interface on the user’s tablet, phone, or laptop. Users can choose different ink colors to show different layouts and share files through the interface. The project team is using the robot to lay out the walls and wall penetrations on the Mercy Hospital Southwest project, marking where the frames will be and labeling each room by name—which, says Jeff Armada, chief operation officer at Mercy Hospitals of Bakersfield, is a game-changer.
“We’re very visual, and the robots really help us grasp the layout. Being able to see what is going where and actually walk through is extremely important.”
As they saw the tool in action, the trades jumped on board as well.
DesignBuild
PROJECT DETAILS
Location: Bakersfield, CA
Size: 160,000sf
Client: Dignity Health/ CommonSpirit Health
Design Team: Cuningham Group, Devenney Group
Sector: Healthcare
Completion: 2027
“A lot of the trades were skeptical,” says Justin Parker, foreman for Pan Pacific Mechanical, who introduced the HP robot to the Layton team. “But as they’ve been able to see how it works, how fast it is, and how much easier it’s going to make it for all of us as a whole, it’s been very exciting to see everyone jump on board and want to get involved.”
ROBOT ACTION
Scan the QR Code to see the robot in action!
PROGRESSIVE DESIGN-BUILD: UNLOCKING EFFICIENCY AND INNOVATION
In our dynamic industry, where project scopes and budgets frequently evolve, the early stages of a project are crucial to its success. Progressive design-build (PDB) has emerged as a promising method to manage the uncertainties and complexities of construction projects. Ajax Building Company, a leading player in this space, has leveraged this method to enhance project efficiency and innovation.
PDB
s Sumter County Public Safety
in Wildwood, FL
UNDERSTANDING PROGRESSIVE DESIGN-BUILD
PDB is essentially a combination of tradi tional construction-manager-at-risk with the design-build approach, leveraging the early involvement of DB with the lowered risks of CMAR. By separating the design-build effort into design and build phases, this approach enables project teams to adapt to designs and adjust plans based on evolving needs.
A significant advantage of PDB is its streamlined project management. By overseeing the entire project lifecycle, Ajax manages both the budget and de sign features directly, ensuring financial constraints are met while incorporating key elements requested by the owner. For exam ple, in the 65,898sf Sumter County (Florida) Public Safety Buildings project—which included two Public Safety Centers—the team worked closely with the client to identify and prioritize features such as advanced dispatch consoles and redundant systems, without exceeding the budget due to continuous oversight and adjustments throughout the design phase.
“improved the facility’s ability to manage inmate activities and ensure safety for both staff and inmates.
“The client came to us with a broad vision, but this is where progressive design-build shines,” says Cox. “The PDB process helped us take those initial requirements and transform them into a detailed plan that adhered to their budget while addressing complex security and operational needs.”
Additionally, PDB has proven to enhance coordination among architects, contractors, and clients. With overlapping design and construction phases, continuous communication reduces the risk of delays. In the upcoming development of the Sumter County Service Center & Central Fire Training Complex, set to be completed in 2025, the team was able to address design challenges in real time and ensure that the facility met all operational requirements without unnecessary delays.
LESSONS LEARNED
The flexibility of the PDB approach allows us to continually evaluate client wants and needs, incorporating wish list items into the project as the budget allows,” says Jeremy Cox, Ajax’s Florida regional director of operations. “As the design progresses, we keep these items at front of mind so our clients can maximize their scope within the project budget.”
One wish list item for the Sumter County Public Safety Buildings included advanced dispatch consoles and enhanced redundancy in the Emergency Operations Center (EOC) and dispatch spaces. These features were crucial for ensuring the reliability and functionality of the public safety facilities. Ajax coordinated an early assisted design bid package to allow selection of the consoles ahead of the plans being completed so that at the time of subcontractor pricing, all construction documents had already been thoroughly coordinated with the selected consoles. The ability to integrate such advanced systems early in the design phase exemplified the flexibility and responsiveness of the PDB approach.
STREAMLINED COORDINATION
PDB also aids in projects where initial design criteria are not fully defined. While owners may have a general idea of their requirements, additional communication regarding specifications may be necessary. A prime example is the Sumter County Jail expansion. Featuring state-of-the-art security systems, including advanced surveillance technology and a robust communication network, the expansion
Despite its benefits, PDB can pose a few challenges. According to Jordan Wise, operations manager at Ajax, one was the need for effective management of the design team. While managing another professional on the team can be challenging, the relationship makes or breaks the effort in the end.
Like with other approaches, another challenge can be balancing client expectations and ensuring that the final project aligns with the initial vision while staying within budget. The PDB structure helped provide guardrails for the required balance between accommodating client wishes and adhering to financial constraints.
The PDB approach is increasingly becoming a preferred method in the construction industry. As the demand for faster project delivery and integrated solutions rises, PDB offers a promising pathway for addressing these needs and shaping the future of construction.
