A Developer’s Contractor

Last week I was sitting in a presentation with an experienced developer for a project we will be starting soon.  This same developer is currently building a facility in Columbus, Ohio, with an institutional contractor, which is not going well.

Over and over, he said, "how much of a pleasure it is to be working with a developer's contractor." We are one, but sometimes I forget what it means.  In this case, the client's architects and engineers completed the drawings and added all kinds of things that were nice, but didn't add value to the project or its future residents.  With our experience in senior living, we are able to control cost by weeding out what was not required, and we have the technical expertise to communicate effectively with the design professionals with minimal involvement from the client.  But there are other things we do, such as keeping up a...

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Managing Chaos

The management of construction projects has become more difficult in the last several years due to the following key factors:

  • Not having adequate, properly trained, manpower available
  • Subcontractors not managing their own work
  • Higher project finish levels
  • Quality and coordination of the design documents
  • Increased levels of local and state inspections
  • Construction material lead times
All of these factors can contribute to project delays if not addressed by the project team through proactive leadership. The only way proactive leadership can have a positive impact on a project is by the project team following processes on a daily basis to help prevent daily emergencies from impacting and delaying projects. The second most important aspect of proactive leadership is increased communication by the project leaders to help create accountability throughout the project team. Without a clear path to follow when it comes to managing projects, the task of achieving the desired objectives would prove...

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Integri-D Building Peace of Mind

Since our founding in 1976, The Douglas Company has focused on building senior living and multi-family projects for owners and developers who depend on us to control the risks and costs of the many facets of development.  During that time we have developed comprehensive processes for nearly everything we do. From preconstruction, project start, through construction, project completion and warranty, we have 68 detailed and documented processes in place that are followed, tracked and reported on consistently.  Additionally, we are continuously training our staff on these processes to assure consistency in the delivery of quality products.  These proven processes, and The Douglas Company’s discipline in following them is a true competitive advantage and provides our clients with the added value they deserve and expect from The Douglas Company. Earlier this year, we decided it was time to “brand” our processes to help our clients better understand how The Douglas Company will fulfill...

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