General Contracting

Program

General Contracting.

On large coastal restoration programs, the wrong people coordinating the wrong sequence is the single biggest source of overruns. We hold the general contractor's license (CGC1505212) and run multi-scope programs in-house — concrete, waterproofing, paint, windows, railings — under a single project manager who answers to the association and the engineer of record. Fewer subs, fewer hand-offs, fewer surprises.

Most large restoration programs fail in the same place: at the boundary between trades. The concrete repair sub finishes Friday, the waterproofing sub mobilizes Monday — but the substrate isn't cured to the moisture level the next coating requires, and now there's a delay nobody scheduled. The paint sub starts Tuesday on a wall the stucco crew hasn't quite finished, and the touch-up rework adds three days to the punch list. As the prime general contractor, we control all of those handoffs internally — our concrete crew, our waterproofing crew, our paint crew. The schedule reflects the cure times, the dependencies are explicit, and the rework risk drops.

What that means for the association is fewer points of failure and a single throat to choke. One contract, one project manager, one weekly meeting with the engineer of record, one progress report to the board, one set of insurance certificates, one warranty. We've structured it this way deliberately — because restoration programs that span six months or more on a multi-million-dollar budget need clarity in the chain of command, and clarity is hardest to maintain when the contractor's role is dispersed across a dozen subcontractors.