figuring out schedules, how to move product, and where we were working on a week-to-week basis based on the availability of the arena. It truly was a team effort to get that one done.” The key to overcoming those logistical challenges, Jamie says, was a “shared understanding” between all members of the project team. “We all knew what the end goal was and what the complications and hurdles were,” he says. “And again, we had ongoing conversations. Two-tothree times a week we would be talking with the GC or the owner. They would be open and upfront and say what we can do and what we can’t do, we’d do the same thing, and then we’d all work together to figure it out.” “That goes back to the philsophy of being a team player and not just being out for ourselves,” he adds. “We understood the complications and restrictions of the client and the schedule and we worked around them. We made sure that everybody on our team was aware of those complications, right down to the people on the floor. Sometimes I had to ask guys to work a little bit of overtime on the weekend in order to meet a deadline. I found that as long as everybody understood why, and they weren’t just being told to do it, they would usually get on board to try to make it a better product and a better project for everyone.” The end-result, Jamie says, turned out “really great.” “I go to Jets games and I’m quite proud of how it all came together and what it looks like now. DECEMBER 2024
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