Healthcare · New ConstructionCompleted 2024

Ambulatory HealthPlace Campus

The opening date was in the local paper before the schedule could defend it. We made it defensible.

LocationPonte Vedra, FL

ClientConfidential

LocationPonte Vedra, FL

SectorHealthcare

Value$185M

Size160,000 sq ft

DeliveryCM at Risk

Duration26 months

StatusCompleted 2024

Why it mattered

A late hospital opening is measured in patients, not penalties: a family driving further for care, a surgeon without a room, a community told to wait. Boards need a date they can announce and defend, and we build the schedule that earns it.

The challenge

Residents of a fast-growing coastal community were driving forty minutes for specialty care. The owner had publicly committed to an ambulatory campus with imaging, surgery, urgent care and physician offices, and the date was already public.

Our first assessment found design still moving as early packages went to bid, and more than two hundred long-lead medical equipment items with no logic tying them to room readiness. On paper the schedule carried healthy float. In practice, roughly ten weeks of it depended on equipment nobody had sequenced.

Our role

Integrated Master Scheduling (IMS)Commissioning & Startup Scheduling Schedule Updates Owner's Representative

Schedule at a glance

The whole program, on one line.

Start to finish, as the schedule tells it. For work still in progress, the bar moves with today's data date.

StartMay 2022

Duration26 months

HandoverJul 2024

Progress—

Assess every scheduleArchitect by roomCommand each periodClose into activation

How we held the date

Our approach, phase by phase.

The same disciplined sequence we bring to every engagement, shaped around what this project needed most.

PHASE 01PHASE 02PHASE 03PHASE 04

PHASE 01Assess every schedule

An independent health check of each schedule in play, then a single integrated critical path linking design, procurement, construction and medical equipment.

PHASE 02Architect by room

Equipment, IT and life-safety systems tied to the readiness of individual rooms and departments, not whole floors.

PHASE 03Command each period

Two-week data dates, earned value and quantified P50/P80 risk, so leadership could act months ahead rather than weeks.

PHASE 04Close into activation

Commissioning, inspections, clinical training and move-in sequenced as one critical chain to the first patient.

What changed

The difference we made

Measured the only way that matters: whether the date and the budget held.

Result 01Opened on the announced date

Every department saw its first patient on the day the community had been told, with no phased fallback needed.

Result 02A hidden exposure made visible

Each long-lead item was linked to the room it served, turning a ten-week blind spot into a managed sequence.

Result 03One decision-grade schedule

Owner, architect and contractor ran the job from a single integrated schedule, refreshed at every two-week data date.

Services engaged

What we brought to it

Our work in Healthcare

2.01.03Integrated Master Scheduling (IMS)

Integrated Master Schedules that bind design, procurement, construction and commissioning into one traceable program view, from board summary to field activity.

2.01.15Commissioning & Startup Scheduling

System-based commissioning and startup schedules that carry facilities from mechanical completion to reliable operation without the familiar last-mile slip.

2.01.06Schedule Updates

Disciplined periodic updates that capture verified progress, explain every movement and keep the schedule an instrument of command rather than a record of hope.

2.03.01Owner's Representative

Senior owner's representation that protects budget, schedule and quality from procurement through design, construction and occupancy.

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