Markets
From submillion dollar projects to multibillion dollar programs.
We have carried schedule governance across portfolios exceeding thirty billion dollars in combined construction value. The sectors change constantly. What makes a schedule defensible does not.
Where we work
Different constraints. Same discipline.
Sectors
01
Luxury high-rise residential
Vertical work is a sequencing problem before it is anything else. The schedule has to model the cycle honestly, deck by deck, then hold that rhythm through envelope, MEP rough-in and finishes without letting any trade get a floor ahead of its predecessor. Long lead facade and vertical transportation packages usually sit on or near the critical path from day one, which means procurement logic matters as much as construction logic. Turnover is rarely a single date. It is a phased handover by stack, and the schedule has to be built that way from the start rather than reorganized at the end.
02
Industrial and manufacturing
An operating plant does not stop being a plant because there is construction in it. Most industrial work is phased around production that cannot pause, which makes the program two schedules at once: what can be built while the line runs, and what can only happen during a shutdown. Turnaround windows are measured in days and are fixed months ahead by production planning, not by the contractor. Work that slips out of the window waits for the next outage, which may be a year away. Tie-ins, utility isolations and equipment commissioning all have to be sequenced against a live facility, where the cost of being wrong is counted in lost production rather than liquidated damages.
03
Infrastructure and transit
On heavy civil work the binding constraint is almost never labor. It is access, and access is granted by somebody else. Track outages, channel closures, lock cycles, permitted work windows and seasonal restrictions define the shape of the plan, and missing one rarely costs a day. It costs until the next window. These schedules live or die on how well the fixed constraints are modeled and how much float sits between them.
04
Mission critical and advanced manufacturing
Data center and fabrication campuses invert the usual logic. The building is the easy part. Commissioning drives the entire back end of the program, and it cannot start until power, cooling and controls are genuinely complete rather than substantially complete. We schedule these backwards from energization and integrated systems testing, because that is the date the business case actually depends on.
05
Federal and government
GSA, VA, Navy and Army Corps work comes with a scheduling specification attached, and it is enforced. Submission format, activity coding, float ownership, narrative content and update frequency are all contractual. We build to the spec as written, which is a different exercise from building a good schedule and hoping it passes review. It also means the record is in order if entitlement ever becomes a question.
06
K-12 and higher education
The academic calendar is a hard constraint that does not negotiate. Summer windows are short, occupied campuses restrict noise, access and staging, and a building that is not ready in August is not ready until the following June. Phasing around live students is a scheduling discipline in itself, and it is worth getting right on paper long before anybody mobilizes.
07
Healthcare and senior living
Infection control, department relocations, and the sequencing of live clinical space make healthcare renovations among the most constrained work there is. Interim life safety measures and phased occupancy have to appear in the schedule as real activities with real durations, not as assumptions in a narrative. On senior living, the resident move-in schedule is the master schedule, and everything upstream serves it.
08
Hospitality
Hotels and private clubs are governed by a season and by a brand standard. The opening date is usually fixed by a booking calendar that was set before the drawings were finished, so the question is not whether the date moves but what has to be resequenced to hold it. Front of house finishes, FF&E delivery and operator handover all compress into the same window, and the schedule has to protect it deliberately.
09
Commercial and mixed-use
Office and mixed-use developments answer to a lender and a lease. Draw schedules, milestone-linked funding and tenant delivery dates make the program a financial instrument as much as a construction plan. Independent verification of progress matters here more than almost anywhere, because somebody is releasing money against it every month.