Project Executive

"Our Lean scheduling approach on a new 185,000 SF biosciences facility for long-term, high-volume clinical manufacturing has kept our team on track to deliver this project within the 19-month schedule. From day one, our Lean approach drove a focus on collaboration and prioritized the schedule based on the design development. For example, the team understood that the design team needed to finalize the HVAC design but that meant that other aspects of the design needed to wait, and yet, construction activities needed to begin.

The Gilbane team collaborated closely with the trades to completely coordinate mechanical systems, piping, and ductwork in a design-assist approach to the point where materials could be procured - before having plumbing or process piping designs. Working this way, the team did everything possible to accommodate all trades where design was in process, ensuring the space would be available for installation, allowing the design team to stay focused on finalizing the critical path HVAC."

David is a 25-year construction veteran who is currently overseeing the construction of a new cGMP production facility.

Preconstruction Manager

"One of the priorities for Lean scheduling on a life sciences project is to identify mitigation strategies for long lead times for critical equipment. To better manage lead times, we can work with the engineer to provide biddable specifications, often well before subcontractors are on board. Recently, our team was able to direct purchase air handling units to ensure our cell and gene therapy project in New Jersey would complete on time. The team direct purchased air handling units two months ahead of the construction documents. With the order placed ten weeks before the subcontractor could have purchased them traditionally, the units arrived on site three months early, ensuring no schedule impacts would result from procurement delays."

With over 11 years of construction experience, Jack has guided numerous life sciences clients through estimating, scheduling and purchasing.

Project Executive

"Lean scheduling ensures collaborative communication that aligns the team on the most impactful schedule activities to add value. Going through the pull planning process can bring to light unanticipated outcomes and client-specific considerations. For example, a biotechnology research client recently requested that our team advance the construction schedule. The pull planning process revealed an opportunity to expedite the schedule up to a month. Through this process, the client realized that even if the facility was ready early, their staff wouldn't be able to occupy it. The pull planning process allowed us to refocus the priorities, avoiding additional costs of the potential schedule improvements, and allowed the client to direct those dollars into critical priority areas."

A 13-year construction veteran, Rich is currently renovating building automation and cell culture labs for a biotechnology research client.

Vice President, Director of Supply Chain Management & Equipment

"The first significant opportunity to help our clients achieve aggressive schedule demands is to ensure the earliest possible engagement of suppliers and vendors. Early collaboration strengthens partnerships, aligning the team’s mindset on the project schedule. This Lean approach puts the end goal at the forefront and gets everyone on the same page in terms of solutions-oriented thinking and innovative ideas that can offer schedule improvements right from day one.

It’s also about having the right team members on board – which is driven by understanding client priorities. As part of our prequalification process, and continuing through the project, it’s critical to keep our finger on the pulse of our suppliers’ capacity and capabilities. Risk mapping the supply chain allows us to know what equipment and materials the trades are buying, as well as from whom and where. This enables our teams to be proactive and plan around any delays before they impact our clients’ speed to market."

With more than 24 years focused on supply chain in the construction industry, Jay ensures supply chain alignment with clients' goals such as cost reduction, innovation, sustainability, and diverse and local markets participation.