Experience

Two decades on the other side of the table.

The judgment behind an owner's advisor doesn't come from having sat across the table from one. It comes from having spent two decades on the other side of it carrying the risk, managing the trades, and making the calls that decide whether a client's budget and schedule survive construction intact.

Every project below was led from the general contractor's seat, not the owner's. That distinction matters: none of these outcomes were achieved because someone asked for them. They were achieved because protecting the client's interest was the standard applied whether or not anyone was watching, on projects where absorbing a change order, deferring a hard scope conversation, or defaulting to the easier path would have gone unnoticed.

That's the experience VC brings to an advisory relationship: not a theory of how owner's representation should work, but two decades of practice building the judgment it requires.

Life Science

Pharmaceutical Cold Room

$15M · 30,000 SF · Interior renovation

Managed a global team of designers, consultants, and vendors through custom equipment design and procurement, coordinating remote design work with on-site construction inside an active distribution facility through the onset of Covid-related disruption.

Our Role

Construction Manager at Risk

Why it matters for owner's-rep judgment

When global supply chains and vendor availability were breaking down in real time, protecting the client's budget and schedule meant proactively re-sequencing procurement rather than defaulting to the change orders the moment would easily have justified.

Outcome

Delivered on original budget and schedule through Covid.

Hospitality

Convention Hotel Property Improvement Plan

$14M · 50,000 SF · Interior renovation

Led renovation planning across an occupied 588-room hotel and convention space, sequencing work to maximize room availability throughout construction with zero negative guest outcomes. When unexpected mold conditions surfaced mid-project, remediation was resolved without disrupting the schedule.

Our Role

Construction Manager at Risk

Why it matters for owner's-rep judgment

An occupied hotel doesn't get a construction pause. Every phasing decision was tested against the property's ability to keep operating and generating revenue, not just against the build schedule.

Outcome

Delivered two months ahead of schedule, with GMP (Guaranteed Maximum Price) savings of over $250,000 returned to the client.

Private Club

Golf Clubhouse Expansion & Renovation

$3M · 2,500 SF new construction · 7,200 SF renovated

Led the expansion and renovation of a historic private clubhouse, with work spanning every floor of the building without disrupting ongoing dining service and golf events.

Our Role

Design-Builder

Why it matters for owner's-rep judgment

Protecting the member experience during construction meant treating zero disruption as a real design constraint, not an afterthought. Sequencing decisions were made with the club's daily operations held equal to the build itself.

Outcome

Delivered on schedule, with $50,000 in client-requested scope enhancements absorbed and GMP savings of $37,000.

Healthcare

Medical Office Building Energy Improvements

$8M · 95,000 SF

Led energy upgrades and a core/shell renovation for an occupied eight-story medical office building, including full window replacement, façade upgrades, and new air-handling units and fan coils throughout, phased under infection-control protocols to protect ongoing patient care.

Our Role

Construction Manager at Risk

Why it matters for owner's-rep judgment

Healthcare tenants can't absorb schedule surprises the way other tenants can. Infection control and patient continuity were treated as fixed constraints the schedule had to work around, not variables to negotiate later.

Outcome

Delivered two months early, at the original GMP, with no negative patient outcomes.

Medical Industrial

Distribution Warehouse Structural Enhancements

$5M · 465,000 SF

Led a tenant-initiated effort to harden a refrigerated distribution facility against high-wind events, protecting the mechanical and electrical systems responsible for product preservation. The original scope would not have achieved that protection. The design was revised with the client and design team, at no additional cost, to close the gap.

Our Role

Construction Manager at Risk

Why it matters for owner's-rep judgment

The value wasn't executing the scope that was handed over. It was catching what that scope missed before it became the client's problem.

Outcome

Original mission accomplished, at the original budget.

Every project is its own decision framework.

If you're considering a project and want a candid conversation about what an owner's rep could contribute, we welcome the introduction.

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