Every engagement is different. These examples show the kind of operational friction we surface and what firms walk away with after a structured assessment.
The specific numbers change. The underlying operational issues are consistent across commercial construction.
A 35-person commercial GC was losing bids at a higher rate than their team understood. The root cause was not pricing. It was an estimating process that lived entirely in one person's head with no documented structure and no way to maintain consistency when that person was unavailable.
Outcomes
An MEP subcontractor with 22 people was routinely stopping field work to wait on answers that should have been resolved during pre-construction. The RFI process was informal, untracked and entirely dependent on the PM remembering what was outstanding at any given time.
Outcomes
A tenant improvement GC was consistently underrecovering on change orders. Not because of bad pricing, but because the work was completed before the paperwork was submitted. By the time the change order reached the owner, the leverage was gone.
Outcomes
An 18-person specialty contractor had been at the same revenue level for three years. Not because of market conditions, but because every meaningful decision routed through the owner. The team was capable. The structure did not allow them to act without approval on decisions that did not need it.
Outcomes
Bring your situation to the call. We will look at where your operation breaks down and whether the pattern matches what we address.
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