Turnkey, inception
to completion.
We run retrofit and construction programmes as the single point of contact — scoping and budget, procurement, field execution, closeout — with every commitment, dollar and deficiency tracked in Q-PM, the platform we built in-house for exactly this job. The team that scopes the retrofit and sets the budget is the team that closes it out.
Three things
stay constant.
Whatever the programme is, these do not change: who is accountable, what counts as done, and where the number comes from.
Single point of contact
Nothing is handed off between an audit group, a design group and a construction group. One project manager carries the file from the first site walk to the final invoice, and the person who wrote the specification is available when the field asks about it.
Site-verified, not self-reported
A contractor marking a unit complete and a site visit confirming it are two different facts. Q-PM keeps them as two different numbers until they agree — reported progress and site-verified progress run side by side on every project.
Reconciled to the dollar
Contract value, invoiced, certified and paid are four different totals on any construction project. We reconcile them continuously, so a gap between an invoice and a certificate surfaces the week it happens rather than at the final account.
Five phases,
one team.
Nothing changes hands between phases. The same project record simply gets fuller, which is also what makes the closeout package a byproduct of the work rather than a reconstruction of it.
Q-PM: one
shared record.
Every project we manage runs on Q-PM, which we built ourselves because the spreadsheets, email threads and shared drives inherited from other firms could not hold a retrofit programme together.
It is the same live view for the owner, the consultant and the trades — budget, scope, schedule, finances and communication, reconciled against the field rather than against whoever updated a spreadsheet last.
Four totals, not one
Contract values, change orders, provisional allowances and paid invoices tracked against budget as they happen, so "on budget" is a number rather than a view.
Construction matrix
Every unit, area or trade scope broken out and status-tracked from not-started through to substantially complete, with the verification state carried separately.
Tied to contract dates
A live schedule bound to the actual contract dates, rather than a static Gantt chart that nobody reopens after kickoff.
Deficiencies & shop drawings
Shop drawings, RFIs and deficiencies logged, assigned and closed out in the same record the rest of the project lives in.
Minutes and access
Meeting minutes, decisions and access permissions in one place, so owners, consultants and trades are reading the same page.
A record that outlives the job
Closeout documentation and the measurement and verification pass draw from the system the project actually ran on, not from a folder assembled afterwards.
One record,
kept honest
by the field.
On a grant-funded project this is not administrative tidiness. Every dollar of a CMHC grant has to be traceable to a completed, verified scope of work, and a reconciliation that only happens at month end is a reconciliation that happens too late to change anything.
One number, everywhere
The budget figure discussed at the board table is the one the site superintendent is looking at that morning.
Nothing waits for a status meeting
Progress, deficiencies and invoices update as the work happens, rather than once a month when somebody rebuilds the spreadsheet.
Auditable by construction
Because the record is built as the work proceeds, the funder's audit trail exists before anyone asks for it.
Common questions.
No. We act for the owner — scoping, design, procurement, contract administration and construction project management. The trades are contracted separately and we administer that contract on the owner's behalf, which is the point: the party certifying payment is not the party being paid.
It is most of what we do. The Maurice Coulter programme sequenced ten distinct measures across an occupied 92-unit tower and eighteen townhomes without displacing residents. In a co-operative or a rental building, sequencing around occupancy is not a constraint on the schedule — it is the schedule.
You get access to it; you are not obliged to live in it. Owners who want a weekly PDF get a weekly PDF. But the project runs on it either way, because the alternative is a set of parallel records that disagree with each other by month three.
Yes, though expect the first fortnight to be reconciliation rather than progress. The usual finding on a handover is that reported completion and verified completion have drifted apart, and that gap has to be measured before anything else is meaningful.
Thirty minutes, with the engineer who would run the work.
No cost and no obligation. Bring twelve months of utility bills if you have them — that alone is usually enough to say whether a building has a capital problem or a controls problem.