Category: Preconstruction

Making Old Schools New Again for a Growing Student Population

Posted on October 29, 2020

Like many public school districts across the U.S., Homewood City Schools was faced with aging buildings and a growing student population. Administrators and school board members benefitted from a $55-million bond issue obtained through the City of Homewood and added to the monies the school district had in its reserves. However, like most, the needs outweighed the resources, and competing priorities of those needs required a hard look at the data.

“Starting with studies, surveys and assessments and working from the best available data, we identified a bubble moving through the school population and planned accordingly,” Project Manager Jeremiah Owen said. “No stone was left unturned when looking at options to address the needs and desires within the defined budget. We looked at many different options, and ultimately decided that upgrading existing facilities was in the district’s best interest.”

Three aging elementary schools received classroom additions, renovations and upgrades, leaving room for growth as necessary. The middle school, which is just beginning to feel the effects of the bubble, is a newer building that benefitted from space planning and interior renovations to add classrooms.

“The Homewood Board of Education, along with the Homewood City Council, began to envision a new and fresh update to our current educational space—a concept that would make best use of our original spaces while providing expansion and growth potential for the next 50 years,” said Dr. Bill Cleveland, Retired Superintendent of Homewood City Schools. “We hired HPM to work with us—to turn hopes into reality, to optimize an assortment of ideas into an amalgamated strategy. The HPM design team provided leadership and guidance that quickly lined up to our budget and often surpassed our scope of thinking.”
Dr. Bill Cleveland, Retired Superintendent of Homewood City Schools

The 70s-era high school needed the most help, and received more than a dozen new classrooms, updated athletics and performing arts wings and interior renovations to modernize the overall facility. Improvements to building automation and access control increased security and allows for troubleshooting to be performed from any device, which saves maintenance time and money.

Data-Driven Planning to Create a Community’s Dream School

Built in 1972, Homewood High School expected to hit two milestones at the same time: its 50th birthday, and its full capacity of 1,200. News of the bond issue, a hastily assembled land use study and the hopes and dreams of many community members spun into grand plans for a new high school. When HPM first met with Dr. Cleveland, we outlined our extensive process that starts long before plans, grand or otherwise, are made. Our preconstruction team started with a demographic study to assess the community’s needs and a facilities assessment of each school to see what we would be working with.

Working with comprehensive information, HPM’s team determined that construction of a new high school exceeded the system’s needs and far outstripped its budget. Instead, we were able to draw up a plan for renovations, expansions and updates to all five schools in the district to anticipate population growth, provide newer and more functional facilities and address the top priorities laid out in community meetings and surveys—while staying within the available budget.

“We were able to address the needs of the district by putting together a renovation and addition plan for a fraction of the cost of a new build,” Owen said. “This also meant that the high school remained centrally located in the heart of the community.”
Jeremiah Owen, HPM Project Manager

HPM Rises to Top 25 on ENR’S Program Management Firm List

Posted on July 21, 2020

Unique standard of personal client care and the hiring of top-level talent moves HPM up 20 spots.

HPM made the top 50 on Engineering News Record’s (ENR) program management firms list for the fifth year in a row, but even more exciting is the jump we made in the ranking. HPM rose from number 42 to 22, and while we are certainly proud of this success, we recognize that it was not built overnight.

HPM’s team members located across the U.S. made this happen by building on the strategic efforts of the last five years. We have restructured our organization for success, growth, and versatility — ensuring that the best people are available to each client.

There are several strategic moves we’ve made to build this company on the service and expertise as owners’ advocates and representatives. About six years ago, HPM acquired the audit and contract services firm of Vince Chapman. He and his team provide a comprehensive approach to new and existing clients, serving all aspects of their needs for construction cost auditing and compliance services.

Greg Ellis began building a program development division based on a solid preconstruction team led by Del Buck – who in turn surrounded himself with an army of experts in estimating and scheduling as well as in subspecialties. Greg also has established a team of program development managers who provide the necessary bridge for clients who are considering capital expenditure programs and guiding them on how to define and initiate those programs. HPM moved even further left by hiring facilities planning expert and respected industry veteran Tracy Richter to lead the firm’s new Planning Services division, a move that bolsters and expands our service offerings while extending relationships with clients representing more than a dozen industries.

Last but certainly not least, we have redefined our business development and marketing strategies to be laser-focused while remaining nimble and adept at our pursuits into new industries and markets. We’ve continued to explore new ways to diversify our portfolio of clients and optimize our expanded services.

We are honored by this great recognition as being one of the top program management companies in the U.S.

“We are so appreciative that our clients continue to trust us to represent them by leading their capital building programs,” said HPM President Mike Lanier. “This recognition highlights the outstanding performance and effort of our employees across the country.”

Serving Clients Through Cost Efficiency

Posted on January 17, 2020

By Del Buck, Vice President of Preconstruction

One of HPM’s Core Values is Stewardship. HPM employees strive to be good stewards of time, money, and resources on behalf of their clients. In alignment with this core value, it’s important to look for cost savings and resource efficiency in every aspect of a project. One of the challenges I’m currently facing is construction cost savings in the face of a significant labor shortage that’s hobbled the construction industry.

It is crucial that developers and owners refuse to accept the “false premise” that construction costs are outside of their control. Instead, costs can be salvaged using third-party project management firms such as HPM during the planning stages. HPM’s team can provide preconstruction services, which help stakeholders realize the scope, costs, and schedule of a project before breaking ground. Outside of cost savings on the front end, owners and developers can also benefit from HPM’s services and leadership, which help mitigate costs once construction is already underway.

A common issue that many developers and owners face is feeling helpless under an architect and general contractor, reluctantly accepting whatever cost shows up on a budget estimate. Often times, these owners and developers are not familiar with the value that a program management firm can add. Not only do we provide cost savings, but we also keep a project within budget and on schedule.

Preconstruction provides the foundation for a project’s success. HPM’s Preconstruction team will organize and lead a variety of tasks, including site selection, budget drafts and reviews, bid solicitation for architects and general contractors, and construction document approval and financing.

One recent example of HPM’s preconstruction service efficiency is through the design and construction of Airbus’s new A220 assembly line. Our Preconstruction team is designing while building and prepping for equipment to be installed so that we can coordinate with the operations team to bring aircraft through the facility. Fortunately for Airbus, one of HPM’s greatest strengths is managing moving pieces in a project.

Now more than ever, owners and developers need program management firms like HPM to provide them with preconstruction services to eliminate excess spending and resource waste on projects. The industry is expanding, as owners and developers are gaining an awareness and understanding of how preconstruction services can benefit their bottom line.

Learn more about Del Buck

Soaring to New Heights with a Preconstruction Veteran

Posted on November 5, 2019

In an effort to maximize the company’s effectiveness and efficiency in its preconstruction services, HPM recently hired Del Buck as the Vice President of Preconstruction. In this position, Del is responsible for overseeing the preconstruction services of all HPM program management assignments.

Del has an extensive history of more than 30 years in the AEC industry, including both national and international leadership in preconstruction. His construction experience reaches to Africa, South America, Europe, Nepal, China, South Korea, New Zealand, and the Middle East. As a result of his work experience and attendance at both the American Institute of Estimating and the FMI Leadership Program, Del possesses the expertise to lead HPM in its preconstruction services.

Buck’s extensive history in preconstruction services includes involvement in multiple real estate sectors. In his preconstruction experience, he has managed an annual project bid volume totaling more than $3 billion for assignments in sectors such as retail, higher education, industrial, multifamily, K-12, medical, and government.

“Del’s problem- solving skills, attention to detail, and organizational skills make him a fit leader in HPM’s preconstruction services,” stated Greg Ellis, Vice President of Program Development. Del stated, “The duties of my position match up well with the experience I gained throughout my career as a general contractor, and the ability to leverage that with HPM’s vast database of pricing technology will allow us to offer custom-produced services tailored for each owner’s budget and scheduling requirements.”

One of HPM’s core values is that each team member strives to be good stewards in terms of time, energy, and resources invested in projects. “Del’s breadth of knowledge and experience in the industry allows HPM to continue to strive to meet this goal in order to efficiently serve the company’s clients. His goal of relentless improvement and efficiency in preconstruction services will contribute to the company’s exceptional performance in program management,” stated Greg.

“HPM considers Del to be an asset to the company, in terms of its growth and success. We believe Del’s ability to see through the GC lens combined with the advanced estimating technology and pricing databases at HPM will give us a competitive edge that cannot be replicated anywhere else.”
Mike Lanier, HPM President

Read about our other recent preconstruction expert hires

HPM’s Jesse Montgomery Helps Fight School Absenteeism in a Dallas Community through Volunteer Laundromat Project

Posted on September 20, 2019

According to the Department of Education, one out of every six students miss three or more weeks during a school year. Students with chronic absenteeism are likely to not be able to read at their grade level, drop out of school, and be linked to difficult outcomes in adult life. Across the United States, there have been many approaches to help encourage and support these children.

For Jesse Montgomery, HPM Preconstruction Manager, the completion of a two-year volunteer project on a community laundromat in Dallas, Texas has much more impact than what one may think.

Jesse is the 2018 Foundation Project Chair of The Real Estate Council (TREC), an organization which has contributed more than $12.5 million in grant funds and assisted more than 150 nonprofit organizations in its community projects.

He currently has been working alongside TREC to lead an influential construction project that aims to bring change to a neighborhood in South Dallas through the reconstruction of a local laundromat.

As the Foundation Project Chair, Jesse had to sort through many project options to select which organization would be the recipient of the TREC’s funds, time and expertise. What really made the laundromat stand out as the volunteer project to pursue was more than the practical details, but the needs of the community.

“I was made aware that the residents of this area didn’t have access to washers or dryers in their homes or public laundromat facilities due to low-income. Consequently, children in this area were frequently missing school because they didn’t have clean clothes and didn’t want to go. Taking on this project would mean that we were helping create a business that could really help meet dire needs in this community.”
Jesse Montgomery

The Cornerstone Baptist Church had an even greater plan for the building. With the opening of a laundromat, not only could people in the community do their laundry, but the church saw the potential to allow members of the community to work there. The church also had a vision of taking the remainder of the building to add other businesses, such as a convenience store, to employ people and create more opportunities within the community.

While Jesse worked on this project through the organization TREC, HPM also played an important role in helping Jesse act as a project manager for this volunteer project.

“I’m so grateful to have been working for HPM during this volunteer project, because it helped me simply by being able to be around so many successful project managers that I could bounce ideas off of and ask how to approach different tasks.”
Jesse Montgomery

The laundromat project was a first for both Jesse and TREC. The volunteer projects usually stay at the $60,000 budget and have a quick turn-around for completion. However, this laundromat project took two full years of volunteering and over $500,000 was raised for the renovations.

Additionally, Jesse and TREC held a volunteer workday and is soon to host their first grand opening for an actual business.

As Jesse looks behind at the successes of this project and ahead at what’s next, it’s clear to see the values that he has when it comes to both his work ethic and his care for his community.

“Really, I love helping people,” Jesse said. “At HPM, being in preconstruction allows me to help clients make the right decisions for their projects. And with this TREC volunteer work, I’m able to put a face to what I’m contributing to. I’ve had a great experience and I’m eager to see what’s next for me.”

The grand opening for the laundromat is September 21, 2019. For more information about TREC, visit their website at recouncil.com.

HPM Makes Commitment to High-Quality Services by Hiring Preconstruction Expertise

Posted on September 10, 2019

When it comes to your construction project, the success of your project at its completion directly corresponds with your planning before construction happens. That’s why HPM has made a commitment to high-quality preconstruction services by offering a variety of services to meet client needs, by maintaining clear and consistent communication with clients and by having an expertised and knowledgeable preconstruction team to lead and manage project planning.

Now, HPM is expanding the preconstruction team with the hiring of mechanical, electrical and plumbing engineering (MEP) expertise in-house. By adding Michael Eskew as a Mechanical Preconstruction Manager and Kyle Talley as an Electrical Preconstruction Manager to the team, HPM will now be able to build on our quality of service in the preconstruction phase.

Meet our new team members

Michael Eskew, Mechanical Preconstruction Manager

Eskew is an Auburn University graduate, and has over 25 years of experience in mechanical engineering, project management, sales and preconstruction services in the construction industry. Following in his family’s footsteps, Eskew’s father worked as a consultant for Hoar Construction. Eskew gladly took the opportunity offered by HPM to move to the program management business where he is truly comfortable and can best apply his knowledge and practical experience.

Kyle Talley, Electrical Preconstruction Manager

Talley previously worked for large electrical subcontractor in Birmingham for 18 years, working in the field on various construction projects for electrical estimating. Having spent most of that time estimating as well as managing a team of other estimators, Talley has developed a set of skills such as balancing thoroughness, organization, and accuracy with the flexibility and time management required to meet deadlines. Talley has extensive experience as a chief electrical estimator with two decades of experience in the construction industry that will be beneficial to HPM.

What is the Value of Preconstruction Services?

HPM’s preconstruction services offer expertise in planning a construction project before the actual construction begins, including feasibility studies, cost analyses, estimating, master scheduling, and design team structure and selection.

Realizing the value of preconstruction services results in more efficient strategies, timelines, budgets and communication techniques.

While HPM previously consulted subcontractors for MEP expertise, having Talley and Eskew working within HPM enhances what the company can offer to clients. Both Talley and Eskew have extensive years of expertise in the industry, and provide invaluable benefits to HPM as individuals, as well as within our team as a whole.

“The value our roles bring to HPM is knowledge-based expertise,” Talley said. “HPM evaluated their needs and reached out to their clients to see if these positions would add value to their current services. HPM ultimately decided to build a team with more expertise in more areas of preconstruction services.”

By adding these new positions to the team, HPM is shifting from relying on subcontractors and their availability, capacity and willingness to join in HPM’s projects. Instead, HPM’s preconstruction team is incorporating greater levels of expertise for a more cohesive and extensive level of service that can be offered in-house.

“HPM is hired to be the experts, and the more expertise, the better,” Eskew said. “We know how to address curveballs and propose solutions more effectively than any other company because our team is well seasoned in the industry.”

There are many advantages of HPM hosting these positions internally rather than subcontracted. One major advantage is having all team members being with HPM makes it much easier to control non-disclosure agreements for clients, which in turn leads to greater levels of trust between the team and clients.

Ultimately, these positions being held by those within HPM increase efficiency in program management. By being able to quickly evaluate and accommodate client needs, HPM can smoothly work together and coordinate teams. Additionally, these positions help knock down any barriers due to communication because of the greater accessibility of the preconstruction team.

Another element that is an advantage to the preconstruction team is creating a team that is more well-rounded, with growing expertise in multiple facets. Members of the preconstruction team, such as Talley, will begin to teach others on topics that can expand their skills.

“One of the goals from these new positions is to learn from others on the preconstruction team, and to train others what we are doing,” Talley said.

“With a more available and experienced preconstruction team, HPM will continue to stand out in the industry as a leader. Adding a Mechanical Preconstruction Manager and an Electrical Preconstruction Manager to the HPM preconstruction team enhances the experience of the team internally and adds more expertise externally with clients.”
Del Buck, Vice President of Preconstruction

Key Trends to Watch in the Aviation Industry

Posted on August 23, 2019

Happy National Aviation Week! National Aviation Week (August 19-23) celebrates the legacy of aviation and is intended to increase awareness, knowledge, and appreciation of the industry. The week commemorates the birthday of Orville Wright – who, alongside his brother Wilbur Wright, is credited for producing the world’s first successful airplane.

Due to HPM’s experience with major players in the industry, the firm is on the forefront of innovation, and has outlined the following key trends to watch:

Investment in facilities: Over the last several decades, enplanement (the number of passengers flying) has doubled every ten years. As a result, the industry continues to see significant investment in airport facilities, with millions of dollars in upgrades being made to parking areas, amenities and more. Airports are seeking to centralize business, improve the experience and create mini cities so that frequent flyers have everything they need to work, shop, dine and live in one place.

Mobility & Technology: By 2030, 60% of the Earth’s population is projected to live in urban neighborhoods, causing increased congestion on roads and major thoroughfares. Because of this, airspace is the new frontier for travel. In the future, city commuters could have the option to board the CityAirbus to travel through urban airspace. Expect to see demand for UAVs rise as industries such as farming, construction, law enforcement and film continue to invest in drone technology and develop new uses for operations.

Efficiency: The A320 has emerged as the darling of the industry. As airlines brace for a period of global economic uncertainty, right-sizing aircrafts is a priority. And, as intra-regional routes are expected to grow, airlines are refreshing their aging fleets with more cost-efficient, fuel-efficient and smaller aircrafts. Lightweight carbon fiber and composite materials are becoming a preferred alternative to previously used metals such as steel and iron. Manufacturers are seeing cost-savings in maintenance and replacement costs of carbon fiber components. In addition, the introduction of battery technology will result in hybrid engines – exactly how it’s used in automobiles today – allowing for more sustainable, efficient and quieter air travel.

A tight labor market and ever-evolving technology means aviation capital projects are becoming significantly more complicated, leading to a full-scale sprint among competitors to quickly identify and secure outsourced talent. Significant cost-savings from reduced change orders and overruns are further fueling the program management boom as more aerospace companies recognize the value third-party providers deliver.

“Aviation projects are extremely complex, and HPM’s business model of providing onsite, day-to-day program management is well-suited to fit the industry’s needs,” continues Austin. “Right now, the sky’s the limit for HPM. We look forward to this next chapter of growth and innovation for our firm.”

To learn more about HPM’s aviation projects and service offerings, visit: hpmleadership.com/aviation.

HPM: Leaders in Aviation

Posted on August 22, 2019

Happy National Aviation Week! National Aviation Week (August 19-23) celebrates the legacy of aviation and is intended to increase awareness, knowledge, and appreciation of the industry. The week commemorates the birthday of Orville Wright – who, alongside his brother Wilbur Wright, is credited for producing the world’s first successful airplane.

In honor of National Aviation Week, we’re sharing about our relationship with the aviation industry.

In 2015, HPM prepared for the takeoff of Airbus’ A320 Final Assembly Line (FAL) in Mobile, Alabama. After delivering four months early and almost 7% below budget, HPM was recognized as a leader in aviation program management. Since then, the firm’s aerospace footprint has grown across the country.

Following the success of the A320 FAL, HPM was engaged as the program manager for the design and construction of Airbus’ new A220 assembly line in Mobile. The A220 for Airbus is a nod to the industry’s pivot toward smaller, more efficient jetliners that address consumer demand for larger seats and ample leg room.

In addition, HPM is leading site selection, planning, design and construction of Boom Supersonic’s first U.S. manufacturing facility for Overture, a Mach-2.2 supersonic commercial airliner that will serve hundreds of transoceanic routes.

This summer, HPM celebrated the opening of Aerojet Rocketdyne’s 136,000-square-foot advanced manufacturing facility in Huntsville, Alabama, with the firm providing preconstruction services and program management. The new facility serves as a key production hub for advanced propulsion products for major U.S. defense and space programs and is expected to create more than 300 jobs.

“The pace of innovation is fueling a flurry of investment in the aviation sector. We’re especially watching tier-1 suppliers, and are interested to see how they’ll adapt to the industry’s rapid growth,” says Ryan Austin, Chief Operating Officer at HPM.

“Ultimately, nothing flies until a facility is built, and HPM has the unique ability to efficiently deliver projects. Our capabilities ensure aviation clients can achieve the speed-to-market needed to stay ahead in the industry.”
Ryan Austin, HPM Chief Operating Officer

To learn more about HPM’s aviation projects and service offerings, visit: hpmleadership.com/aviation.

HPM’s Beginnings: A History Built on Standing in the Gap (Part Two)

Posted on May 15, 2019

By Mike Lanier, President

Welcome back as we turn back time with our founding president reminding us in this two-part series about how HPM was founded and how it continues to grow. You can read Part One of this series posted earlier on our blog.https://hpmleadership.com/hpms-beginnings-a-history-built-on-standing-in-the-gap-part-two/

See Part One Here

In 2013, HPM took to the skies and provided the much-needed boots on the ground in the US for the global aerospace company, Airbus. Our expert staff members embedded themselves within Airbus and became the client’s eyes and ears during the design and construction of their first US manufacturing facility, which has led us to other clients in the aerospace and aviation industry.

Along the time that HPM began making its impression in several industries signaled the time for the company to be organized into its own entity, and HPM was officially structured into an LLC, branded itself apart from the construction company, and offered services separate from industry norms.

A few years ago, HPM represented the City of Birmingham by managing the design and construction of a new minor league baseball stadium right in the middle of downtown which sparked a revitalization of the area. Now, we have lead the building of several new major and minor league baseball stadiums across the Southeast as well as numerous collegiate sports venues across the US.

As a part of our growth strategy, HPM acquired a construction audit and contracting firm which serves an impressive list of clients including Google, Caesar’s Entertainment, Southwest Airlines, Facebook and Landry’s. The team criss-crosses the country involving themselves in clients’ contract negotiations; conducting interim and final audits to determine reimbursable costs, fees, savings and savings allocations; reviewing pay applications; calculating scheduled damages; and managing claims analysis and defense. We like to say that our audit and contract services provide clients with confidence knowing you paid the right price on your construction spend.

Today, HPMers serve global clients across the US from offices and project sites dotted throughout the country. Our clients continue to work with us on new projects because we have created deep, long-lasting relationships, and we continue to attract innovative and passionate talent because our work and our teams are meaningful, interesting and fun!

HPM was founded by leaders for leaders who lead at every level. We strive to be the perfect partner in every way so that our clients’ organizations achieve success.

My talented colleagues come from all walks of life and expertise – engineers, builders, estimators and designers work alongside accountants, business managers, communications professionals and administrative experts. Every role is important in HPM’s success and our clients’ success.

I believe HPM employees are relationship-driven, problem solvers, and good stewards. We strive to have purpose in our lives and do the right things for our clients and our community. My colleagues take the time to truly get to know our clients and their businesses to provide that ultimate form of servant leadership – the trusted advisor.

HPM’s Beginnings: A History Built on Standing in the Gap (Part One)

Posted on May 14, 2019

By Mike Lanier, President

Join us on this look back in time as our founding president reminds us in this two-part series about how HPM was founded and how it continues to grow.

HPM is in the business of leading. Sometimes, that looks like shepherding more than it does signaling a full-scale charge from the front.

While others in our industry focus on getting plans on paper or aim at the best ways to compile bricks, concrete, and steel, we focus on what’s most important to our clients at any given moment. HPM serves as a trusted advisor who stands in as the owner’s advocate in a capital building program.

And that can look like a lot of different ways to lead and serve.

A Little History

Our unique story of this servant-leadership style began in 1940 when Friend Reed (F.R.) Hoar founded the F.R. Hoar Construction Company in Birmingham, Alabama. Over the decades, the company has grown across the US with new projects, new clients, and new colleagues.

I began my career with Hoar Construction in the mid-1990s doing pre-construction work in the retail industry, and very quickly, I noticed many of our clients needed help beyond that of traditional contractors. I happily provided them the guidance they needed simply because it was the right thing to do.

Rob Burton, CEO of Hoar Holdings (which owns HPM and Hoar Construction), served as the Executive Vice President of Hoar Construction at the time I joined the company. He and I recognized the market needed someone that could help clients reach success by managing all the intricacies of their construction projects – from planning, design, and construction through to owner occupancy.

After a serendipitous lunch with his daughter at her school where a construction project was in disarray, putting students at risk, Rob met with the District Superintendent and offered our services. This led us to pre-construction work for school districts and municipalities who struggled to proceed with projects because they constantly seemed to stay overbudget, behind schedule, and/or beyond their capabilities.

In 1997, Hoar Program Management (HPM) was founded as a division of Hoar Construction to serve as advocates for our clients. During this time, we guided Hoover City School District during all phases of their construction projects which put us on the map in Alabama for K12 and which has now expanded to include school districts throughout the country.

HPM team members now shepherd school superintendents and school boards through the planning, funding and site selection phases of capital bond programs through design and into construction and move-in.

In 2003, we graduated into the corporate world with our partnership with Regions Bank. Regions utilized our program management services to help stay on budget and on schedule while they rolled out new bank branches across their multi-state footprint. More than 15 years later, we still partner with Regions Bank and have expanded our services into interiors planning and move management.

In 2004, HPM made the leap into higher education when a large university in our home state hired us to provide program management support for six different simultaneous construction projects on campus. And, we’re still there today due to our deep relationships with the staff and leadership team and a successful 15-year track record. Since 2004, we have completed more than $2 billion in capital building projects to facilitate the university’s rapid growth.

And that was just the beginning…

Part Two

Category: Preconstruction

Meet our new team members

What is the Value of Preconstruction Services?

Ready to discuss your next project?

Newsletter Sign Up