Project Management
PMC discipline through design, build, and handover — owned like an operator.
Most hospital builds run 20–40% over budget and 3–9 months past schedule. The failure modes are predictable: unclear scope at tender, vendor coordination gaps, decisions deferred to senior leadership, and change orders that nobody tracks end-to-end.
We take the PMC seat with an operator's view. Every decision is tested against the question: does this make the facility work better on day one? Cost engineering, vendor negotiations, quality audits, and schedule tracking — but with clinical leadership at the table for every material call.
Engagements typically run 12–24 months depending on scope, from concept through operational handover.
Outcomes we target and measure.
- Project delivered on published budget, within 5–10% variance
- Schedule slippage under 30 days on a 12–18 month build
- Change orders tracked, priced, and approved by clinical leadership
- Quality audits closed department-wise before handover
- Clean handover to commissioning team with no pending punch items
Concrete outputs at the end of the engagement.
Every engagement ends with artefacts you own — documents, models, trackers, or live systems that your team runs after we leave.
- 01PMC charter, governance, and weekly tracker
- 02Vendor scorecards & negotiated contracts
- 03Quality audit closure reports
- 04Handover-ready punch lists by department
You'll get the most from this if…
Hospital build in design or early construction phase
Previous build over-ran; this one is higher-stakes
Multi-vendor project with coordination friction
Clinical leadership stretched too thin to run PMC themselves
Often scoped alongside this engagement.
A 30-minute intro call maps the shape of the engagement.
Tell us where you are in the journey and who's involved on your side. We'll come back with a clear view of timeline, team, and first deliverable.