Are you struggling in your relationship with the owners that your company is building for? If your answer is yes, then this episode is for you. Sitting down with Eric Anderton is Antonia Botero, the owner of MADDPROJECT, a project management and business consulting firm. Antonia talks about the owner’s perspective and why it matters in every project. She enjoins contractors to put themselves in the owner’s shoes to see what things look like from the perspective of the project’s biggest stakeholder. She also shares three insights that every construction company needs to lay hold of in order to build successfully. If you’d like to get some insights into the owner’s perspective, this episode of Construction Genius is going to be super helpful. Tune in!
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From The Owner’s Perspective: What Every Construction Company Needs To Know To Build Successfully With Project Management Expert Antonia Botero
Are you struggling at the moment in your relationship with the owners that your company is building for? If so, this interview in this show’s episode is for you. My guest is Antonia Botero. She is the Owner of MADDPROJECT, a project management and business consulting firm. She believes in the power of applying strategic project planning and data-driven decision-making to all construction projects, regardless of scope.
She has deep experience working in some of the most challenging project environments in the world. She has come to develop a process and an approach to managing projects that are based on strong teams, strong contracts, clear data, and transparency. We take a deep dive into each one of these aspects of project management and discuss how they relate together and help contractors, owner’s reps, and the owners work as a team so that a project can be executed successfully and profitably.
If you would like to get some insights into the owner’s perspective, this episode is going to be super helpful. Check it out all the way to the end. In the end, Antonia shares three insights that every construction company needs to lay hold of in order to build successfully. I know you are going to find this interview super helpful. Thank you for reading and feel free to share this interview with anyone else that you think would benefit from reading it.
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Antonia, welcome to the show.
Thank you for having me.
It is my pleasure. I have been wanting to get you on the show because you are on the owner’s side of the table. In this discussion, we want to take a deep dive into the things that you see from the owner’s side with contractors that impact a construction project. There is this famous concept we are all familiar with. It is related to entropy where a project starts out well-ordered. Everyone has got the best intentions and things. As time progresses, it goes to disorder, and eventually to chaos. Many contractors seem to be comfortable in that window between disorder and chaos. In your experience, what are the most effective ways to fight against that cycle and keep a project in order?
I agree that it is a very common thing that you see often. I also agree that it does not need to be that way. A big one, too, that everyone forgets and leaves behind is the idea that, ultimately, the leader of the project is the developer. When you have a developer who knows and has done several projects before, they are going to know that if they are not holding people accountable and not saying like, “We need to have a weekly meeting. We need to review the budget once a week. We need to go through the change order log.” At some point, who else is accountable if not the project owner?
They are the largest stakeholder. They are probably handing over the largest portion of interest in this project to this contractor. If they are not setting the expectation to say, “We need to meet regularly and keep an eye on things,” the contractor sometimes can get into the details into the weeds and forget the big picture. If no one is reeling them back in, for sure that can happen.
This one in my mind is always like, “The owner is not watching it.” The owner should be able to reel them back in and say, “We need to keep our weekly meetings. We need to have the weekly walk or monthly walk scheduled. We need to look at the overall schedule, look at the budget, change order logs and submit the logs. What questions are outstanding?” If you are not having these conversations, you are not watching the job. In my mind, it was like, “The owner has a lot of responsibility for this.”
How often do you come across owners who are wanting to push everything off of their plate? They want to get a project done. They want to get it built, but they are figuring, “If I can bring in the right people, they can take care of all that hassle, and I won’t have to worry about it.”
Half of the work that we do are experienced owners, who do not have the resources in-house and are not interested in building an owner’s rep or a construction team in-house. They hire us for it. If that is your approach and you are clear on what the expectations are to say, “I’m hiring you so that I do not have to deal with these things,” that is a good setup and a smart thing to do if you do not have the resources, the wherewithal, or you have never done it before. That is a different client that we have.
Newer developers who are like, “We are not sure how to do this and what the standards are. Can you guys come in?” The people who are the most wanting to not do the work themselves are usually clients who are experienced, who know that they do not have the resources to do it in-house. They know that they need to watch the job. That is where I see it most.
As the owner’s rep, you sit between the contractors and the owner. What do contractors get wrong most about owners?
It varies. It is a difficult thing to generalize. The biggest misconception, particularly for owners that are meticulous, who want to see the book and get the full transparency, a lot of contractors get the sense that the owners are out to get them. Being the contractor, it is putting yourself in the owner’s shoes to think, “You are about to hand over your majority stake in this project to somebody that potentially you have never worked with before.” Hopefully, you have vetted, interviewed, checked their financials, and all works. Put yourself in their shoes.
At the end of the day, especially when you have owners that are experienced, they are typically people that want to create a good partnership. If there are any issues, they can help. That is where the transparency comes in. It is less about, “I’m going to get you,” and more about, “Let’s all know what is going on with the project. When the problem arises, we can all help.” That is a big one that you see across contract negotiations and change order negotiations.
Any moment in the project where there has high stress, you get this perception of the contractor. Some contractors that I have worked with are happy to be completely transparent because they understand that if they are and that we are all on the same page, we can row in the same direction. That is a big one that contractors get wrong from owners. Not to say that there are owners that are not trying to get you. We all worked with terrible people at some point in our careers, but I do not think that is the majority.
You used the word transparency. I know that is one of the things that you focus on in your work. I have had many conversations with my clients where we talk about the dynamic with their owners. They are having a challenge, and they say a lot of times, “We want to be transparent up to a point, but perhaps not fully transparent because we do not want them to see how we are making the sausage here.” What do you mean by transparency?
It all needs to be project-specific and appropriate. If you are doing a small residential renovation and your schedule is six weeks, the level of detail that I would expect to see on a job like that is much lesser than a $100 million ground-up project because you do not have the time. It is that expectation of growing in the same direction. I have seen contractors try to mark up like, “Home Depot tile 300%.” I’m like, “I will buy this myself. I can bring it onto the job site and you can put it in. You do not have to fight about this.”
I do not think there is anything wrong. There is also that thought that you think the other person on the side of the table does not want you to make money. This is something that I tell owners and contractors all the time, especially when we are negotiating with contractors. If a contractor is not making any money, I do not want to work with them.
I hate it when people come and say, “I’m not even making any more money on this job.” I’m like, “If you go under, it is all bad for all of us. If you need help, we need to know, but in order to know, we need to fully understand the magnitude of a problem and the transparency there.” Typically for those big jobs, it always starts as a cost-plus agreement, turns into a GMP, and it is a fully-open book. Part of that, the conversation is having clear fees, clear mark-up, and saying, “Your subcontractors cannot charge more than 15% on change orders.” You have that conversation on day one. We are both on the same page. That is what I mean by transparency.
Sitting across the table from someone and saying, “How much are you making on the material here?” It is a straightforward answer, “I want you to make money on the material. I do not think that I want you to make 300% on Home Depot tile.” That is what I go to more than anything. It is the transparency and the understanding of the expectations.
By the same token, the contractor should be able to say, “I need to mark it up 20% because procuring this material requires all of this extra work from my people. I need to make it work.” That is reasonable. People are scared of having money conversations, but at the same time, you are sitting at the table having these massive money conversations without discussing the details.
In this talk about transparency, you bring in this idea of the contracts that you like to operate under. What is the impact of a strong contract on the ability of all parties involved in a project to be transparent with each other?
My team relies so much on strong contracts. For me, the number one aspect of a strong contract is that everybody involved in it knows what it says. That is something that people miss. They will rush through all of the key points and say, “We agree.” They sign and nobody remembers. Setting those expectations, obligations, and liabilities early on being upfront about them, and all walking in together saying, “This is how much you think is fair to charge for this project. This is how much I think is fair to charge for this project. These are the things that we expect you to do.” When you walk in with a strong contract like that, the whole team on day one is going to be on the same page. That is why it’s such an important part of a project.
Why is it that you choose GMP as a contract vehicle? Why is that something that you have found to be effective?
There are so many misconceptions legally about how GMP works. Some people say, “GMP, you are waiting to get change orders to death.” I won’t go too much into the weeds of the misconceptions of a GMP. I like a GMP because it is a great way to set very clear expectations for the project. It also sets it up so that it is an open-book model. That comes with a lot of conversations and discussions about what are going to be the markups and the things that you are going to allow your subcontracts to say. That can make a big difference.
What I like about the GMP is that it forces that consensus in those conversations to the earlier parts of a project where know you shake hands and say, “This bid is good for 30 days. If we sign within 30 days, we lock in this price.” We are seeing all the crazy stuff in the supply chain now. There’s some volatility there. Forcing to have those conversations earlier on yields much more successful projects at the end of the day.
Transparency is important because if we can all be on the same page, we can grow in the same direction. Share on X
As the owner’s rep, are you running that initial project kickoff meeting? Is that what you do?
We are a little bit unique in that. We do not just do construction. We oversee the projects from the feasibility. Sometimes people have not even bought the land. We are involved in the whole design process. In a lot of instances, we are directly involved with design decisions that are appropriate for the product type, asset class, market, all that stuff.
We are familiar with the project by the time we get to the beginning of a contract. We are also familiar with the different types of contract negotiation. As much as an owner would like us to be involved, we are involved. Often, yes, we are the ones leading those kickoff meetings and a lot of the negotiations we are intimately a part of.
Let me ask you about that kickoff meeting. If you are leading it, what is your number one goal in that meeting?
It is to get through the major points and find consensus. There is a lot of empathy that goes into negotiation. There is a lot of putting yourself in the other person’s shoes and understanding where they are coming from in a negotiation. You got to take into the current market where your project is being built, the lending environment that we are in now, and the capital environment that we are in.
All this context is super important because sometimes an owner will have the owner’s perspective only, or the contractor will have the contractor’s perspective only. Sometimes there is some refereeing going on. Sometimes there is telling the owner like, “No, that is market for this moment.” It is an adequate thing to agree to. It is moving the ball forward and understanding that we are addressing the major concerns for everyone because the whole point is to walk out of there with comfortable terms, where people are able to comply with them.
You got your contractors on the left and the owner on the right. You are in the middle. When you are in one of those kickoff meetings and a point of conflict comes up, it seems many times in meetings, this wave of conflict comes up, and it begins to recede because people either back off, or they do not want to handle it. What do you do to make sure that things do not get swept under the rug at the beginning, which is going to come back to bite you later on in the project?
That is leading a meeting and having that strong relationship with the owner. The person that I work with says towards the end of the meeting, “Who is sending the email? Who is going to do this next step?” That is an important part of every meeting. You want to say, “We got here. We agreed to this. Who is doing whatnot?”
I always bring it back to them, and it is awkward sometimes. Some people give up on it, and they are like, “We are not going to fight about this anymore.” You are reeling everyone back in. It is twofold. One of the purposes is to bring the team back together and say, “We are a team. We are going to move forward.” Number two is the actual action item where you say, “You send the email and go back to your corner. I will make the phone call and we will touch base tomorrow.”
Every project varies, but some projects are tremendously complex. The mechanism for getting a project built from the people’s side of the equation is, in many ways, incredibly straightforward if you are willing to have those tough conversations.
It comes down to the whole transparency thing. I was doing a negotiation where we had a time period, after which the contractor would waive claims if they did not let the owner know about a delay or a change order. They kept fighting. They were like, “We are not going to waive any claims.” If you are not telling me that you are going to have a delay in a timely manner, you can’t come back six months later and say, “That thing we did six months ago. Now we have a delay because of it.”
I’m like, “Why would you even want to have that as a possibility?” It is in your interest and the whole project’s interest for you to be communicative and say, “We have a problem.” It is either a change order, a delay, or whatever. Let us know as soon as possible. In what circumstance would you not be okay with that? It is going back to the idea of a team. It is like, “We are all a team. We are going in the same direction. We should not be having to hide things from each other.” There is no need, and it does not help anybody at the end of the day.
Let’s go back to the contract. The contract is this relatively objective framework that you can build the transparency and the team off of.
The process of doing a contract negotiation allows you to set up a lot of your expectations, not like the objective ones that are on paper, but also the subjective ones where you are reasonable, empathetic, holding people to task, and you end that negotiation saying like, “You guys are going to put the comments together. We are going to review them.” It sets up the dynamic of how we are going to work from then on. That is also a big part of it.
The best projects have a consistent meeting rhythm to them. In your mind, how would you describe the best meeting rhythm for a successful project? What does that look like?
You meet once a week onsite. If you have teams that are offsite, you got to get on a call once a week, regardless. Even if it is to say, “There is nothing going on. We are good,” you keep the meeting. It lives on the calendar. Ideally, in those meetings, you go through your two weeks look ahead, which should have been one week prior. You go through your change order log, submit a log, and you go through your budget. Additionally, you also go through the overall schedule in terms of milestones, not in full detail because that is what the two-week look ahead is for.
You have a bank walk that is typically once a month. If you do not have that requirement because the project is not large enough or you do not have a lender, you should still have a little bit of a bigger team walking the site once a month. Ideally, you have your architect doing observation reports once a month, and you can either group that together or not. Making sure that you are reviewing the observation reports is a big one.
Those observation reports will include any inspection reports that have happened in the month leading up to it. That is the standard rhythm of the project. It is the things that you have to have as an owner that you need to hold everyone to keep that smooth flow and facilitate transparency. If you are seeing my face once a week, and I’m saying, “What is going on?” I can see that you are uneasy or like, “There is this thing, but it is not a thing.” I can be like, “Come on, Eric. Tell me.” We are able to go on and I can help. If I do not know the problem, I can’t help.
How do you manage owners who tend to micromanage too much and get too involved in a project? How do you handle them and tell them, “Back off and let the contractors do the work?”
I tell them not in front of people. I usually have a terrible meeting and they are doing all kinds of crazy things or sending all kinds of crazy emails. Building those relationships with everybody else on the project where they feel they are comfortable coming to me to say, “Can you please tell the owner to relax a little bit because this is inappropriate? This opens us up for the liability.”
I do spend a lot of time, especially newer developers, walking them through industry standards, expectations, and the chain of command in a job. Sometimes people do not know. When you explain it and explain the liabilities that go around those things, generally, they are good. You got to meet them where they are and be empathetic. You got to say, “I get what you are saying, and I get what you are coming from. That light fixture has not been delivered and it has been two months, but you can’t send emails like that.”
With the strong contracts and the reporting, you have got to get good clean data as much as possible. One of the deep challenges that contractors often have is the whole process of reporting. What do the best contractors do in terms of gathering and communicating data that the other contractors do not do?
Gathering and communicating it is pretty straightforward. It goes back to the owner more than the contractor because the owner should be keeping them accountable. It’s like, “When we signed this contract, we expected you to have a pay application process that has this many days for pencil req, and you are supposed to issue it in the G702 and G703 format.”
If it comes to the 25th of the month and you have not issued the thing, the owner should be like, “Do you want to get paid? We need this document and it needs to be in this format.” Going back, reviewing the numbers, and ensuring that your current pay application jives with your last pay application. Additionally, I always tell owners that we run all of our projects this way. We keep our own anticipated cost reports.
We have all worked with terrible people at some point in our careers, but not all owners are trying to get you. Share on X
We are not only tracking the contractor, we are also tracking the consultants through construction. This is bank draw information that you are going to need. It needs to be clean and be in a very specific format. I always tell owners, “You cannot rely on the contractor’s data.” Ninety percent of the time, it is not because I think that the contractor is doing some financial engineering in the back and trying to please anyone. That is so much data that you have a high probability of making a mistake.
It is on the owner to keep an anticipated cost report. If they are not keeping one, then at least a minimum to be thoroughly reviewing those pay applications. Also, holding the contractor to the standard set forth in the contract that, in many instances, industry standards and clear expectations that, “You need to bill your change orders at the end of the month. If you approved it this month, it has to go through this payoff. If it is not in this payoff, why isn’t it in the pay? Did you forget it?” It is back on the owner.
On the contractor side, it is having an adequate team to do it. Some smaller chops try to have the super updating the cost report and the G702 and G703. The guy has no time. He does not have a computer on-site. You have to be realistic about your team and their capabilities. At the end of the day, it benefits the contractors to have strong teams that are able to put together good accounting, because that is how you get paid on time and on the right amount. I always encourage people to not forget that piece.
You have used the word empathy quite a bit. Empathy is not necessarily a word that a lot of people use in construction many times because it tends to be adversarial. When you are working with a contractor specifically, how do you help them see things from the owner’s perspective? Can you think of a conversation you have had, where you were talking to a contractor, and all of a sudden, a light bulb went off in their mind and they began to understand what you were saying about the owner’s perspective?
Whenever there were any substantial completion conversations in a negotiation, I do not know if it is a construction contractor council, not a construction owner council, but a contractor council has this reaction to taking out lender requirements. I’m like, “You do not meet the lender requirements, you are not getting paid, whether it is in your contract or not. Honestly, the owner can’t do anything about it.”
Put yourself in the shoes of the owner. You are holding to this lender. You have to do what they say. At the end of the day, they are the boss. Put yourself in the shoes of the owner to know that there is this other governing body on this project that we all have to listen to. That is one of the easier ones where they are quickly like, “I see what you are saying. I guess the owner has to put this in here because otherwise, nobody is getting paid.” That is one that happens over and over again. Lender requirements are a big one.
This is more when you have boutique or luxury work, where the owner changes their mind several times. The contract is like, “Why am I ripping out the style for the fourth time? Why are we putting in a different tile in here?” A lot of those conversations are like, “There was this marketing study that the owner did.” You explain to them the situation a little bit.
It goes a little bit of way. Sometimes they are annoyed and there is nothing you can do about it. At those moments, you can say, “I get it that you are annoyed. There is nothing that I can do about it but there is also nothing that I can do about the fact that we got to do the work.” It is giving them a glimpse of the owner’s thought process.
Sometimes it helps a lot because a lot of times you do not realize that a lot of these owners are, in many instances, under tremendous stress. They have these massive loans. They are likely to have investors or capital coming from outside. There are all these demands and things that sometimes contractors do not realize exist. Likewise, in the other direction, the owners do not realize that the contractors have all of these relationships and obligations on their end.
It is by saying, “I get it. Your tile guy is ready to kill you. We will make sure that you get the change order in there and get paid.” Reassuring and giving them a little bit of a glimpse helps a lot. It makes people feel less like, “They are making me do this to make me do it.” Nobody likes to work under those conditions.
I made a note here on this idea of educating the contractors helps them come to a point of empathy perhaps.
It works both ways too. The same thing with the owner.
What do you think are the main things that owners miss about contractors? What is the main complaint you hear from owners where you are like, “You need to stop and let me explain to you how it is?”
In the current volatility for the supply chain and a lot of the material market that we are seeing now, some owners won’t hear that the price is the price. Typically, we put a CM through an extensive descoping process before we buy. I’m not the one to say, “I see the price. If it looks okay, we sign.” That is not at all.
In many instances, you will go through 5 or 6 rounds of descoping. You will meet 4 or 5 subs for a certain trade. The owner will still say like, “No. I’m going to call so and so. I’m going to bring them in and it is going to be a thing.” When you get down the line and everyone has done the work, you still have an owner who gets into this process. They have all this adrenaline and stress going. They were like, “Let’s do another one. Let’s have another descope meeting.” You are like, “This is it.”
In this market, that has been more of a thing. It is letting the owner know, particularly for CMs or GCs that have done the work. You were like, “We have done everything we can. This is it.” That is what sometimes owners get wrong. They see that this descoping process does have the possibility of DE, we counted this thing wrong, and we did not take account for that thing. They see that as the scope becomes tighter, the price does change. They think that you can do that indefinitely. You can get to a point where you are done.
With the supply chain issues and when you have a GMP contract, what tension are you seeing between the supply chain issues and the GMP?
I’m in the process now of buying three jobs. I have been calling a lot of BS because we know where the challenges are. I know that if I’m going to buy Emilia Appliances, they have a seven-month lead time. I know that now. If I order them now, I’m going to get them in seven months. If I sign a GMP that has Emilia Appliances, and two months from now, I hear from Ferguson, I hear from the CM that it turns out that they have not put in the order and that it is now ten months because now they are at the bottom of the lot of the queue. You are even further late. You are twelve months from where you would have been originally. That is BS. You did not do your job on time. That is not the supply chain.
We knew several months ago that this has a seven-month lead time, and the minute that we signed that piece of paper, you had to run out of that office and tell Ferguson to go ahead. That is where you do the dance and get it. Sometimes you miss things, but when you are missing a $500,000 appliance purchase, that does not seem minor to me like, “You forgot to order your elevators? This is what your liquidated damages look like.”
A little bit of that does go back to the owner because you should be having weekly meetings. In those weekly meetings, particularly at the beginning of a project, you should be reviewing the schedule. What is the first thing that you do on our projects? You buy things. If every week you are not saying, “Did you release Ferguson? Did you buy the elevators?” Who is watching the job? Whose job is it?
Everyone holds a little bit of it. The minute that you sign a GMP, particularly now that a lot of the material suppliers are only giving you quotes that are good for two weeks. If you sign within those two weeks, that PO is better to be released 30 minutes later because you are under the gun to be releasing subs as you get to the percentage at which your GMP. If everyone is rushing to get it done, but you are not rushing to go ahead and sign those subcontractor LOIs, what the heck are we doing?
We have covered the owner’s perspective, the idea of strong contracts, data and transparency, and how all those things work together. As we are wrapping up our conversation here, what would you say are 2 or 3 key pieces of advice that you as an owner’s rep would give to a contractor in order to be successful in working with the types of clients that you work with?
The first one is you need good supers. You need supers that have all the trades on speed dial and that have good relationships with them. They need to be people that are able to get people to do it for them. At one point or another, the guy got sick, did not show up, the next guy comes and now you are out of sequence. How do you solve that? You got to have somebody who has the relationships and the quickness on their feet to solve that. Supers are some of the most important people.
The next one is to staff your projects appropriately. That speaks to the supers but in a more general idea of the whole project. If you are running a $100 million job, you need to have somebody running that accounting tightly. It can’t be your project executive, estimator, or super. It has to be someone that is able to take on that job and do it well. Finally, and it builds on the two prior ones, is you need to have up and down, particularly the executive on the job. You need to have a good pulse on the project to the extent that if the owner calls you, you are not three months behind on what is going on on-site.
There's a lot of empathy that goes into negotiation. You have to put yourself in the other person's shoes and really understand where they're coming from. Share on X
All of those things have all these built-in things. You need to keep super-accurate up to date schedules. That is the basic, but the main three things are your supers are the king and queens. There are some great women supers out there that I have worked with. Your staffing needs to be appropriate for the job. You need to know what is happening on the project.
I like it because construction is incredibly complex, but the people’s side of it does not have to be if you got your act together. Tell us a little bit more about you, Antonia. What is it that you do? How can we get ahold of you and all that good stuff?
I’m a Registered Architect in a couple of states. I practice architecture for some time. I went to work in-house for a big New York developer. We did scary big work. We did large-scale repositioning of office space into luxury rentals. That owner was the highest risk profile for an owner. They were an owner GC. We have the contracts directly. That brought all kinds of challenges onto the job, but it was extremely rewarding. They were able to complete work for an incredible margin. I did that for a little while.
I went to work for a big hotel owner-operator. Nationally, I worked on TWA for them. I managed the renovation of the flight center. With that company, I led a team of people. We renovated a bunch of hotels across the country. We did about 78 renovations in 18 months. Finally, I started the map project in 2017, doing side things here and there.
It was early 2020 before the pandemic, I knew there was going to be a shift. My family moved out to Utah. I was getting ready to ramp up my shop, and then COVID hit. I ended up staying another year with that hospitality developer to wind things down. In the meantime, I got my project running. We are an owner’s rep. We manage projects from feasibility all the way down to construction.
At any moment through that process, we can help out on a standalone project basis. If you need help negotiating a contract or doing a full project audit, we do a lot of those. I have a great team of people. You can find me on Twitter. That is the best way to get ahold of me. Through the website, there is a form. You can email me. We are always responding to interested people.
I appreciate your time, Antonia. This has been an extremely helpful conversation. Thanks for joining us on the show.
Thanks so much for having me, Eric. This was awesome.
Thank you.
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Thank you for reading. I hope you enjoyed my chat with Antonia. Before you jet off for the day, I would like to direct you to my website, www.ConstructionGenius.com. On the website, I have a resource that you will find tremendously helpful. It is called Kick-Ass Meetings. You have to run meetings all the time in your construction business. You want to learn how to run them well so that you bring your team to an agreement on how to solve your toughest challenges and Kick-Ass Meetings can teach you how to do that. Go to ConstructionGenius.com/KickAssMeetings.
Important Links:
- MADDPROJECT
- Antonia@MADDProject.com
- Twitter – Antonia Botero
- ConstructionGenius.com/KickAssMeetings
About Antonia Botero
Prior to founding MADDPROJECT in 2017, Antonia worked in-house at a Manhattan-based real estate development company with a focus on large-scale conversion projects in Manhattan’s financial district. During her time working in the financial district, Antonia contributed to the design, permitting and completion of over 1,000 luxury residential units and multiple building amenities across over a million square feet. Her experience spanned from the beginning stages of project planning, including directing the design team to construction completion, FF&E procurement and staging of public amenity areas.
