NOVEMBER 2024 meant that “people were sick unexpectedly” and they had to “fight for material on a daily basis.” They also had to manage the site with just 100 amps of power during the winter, which meant a lot of hard choices about where that power should be allocated: “Does the painter need electricity for lighting, or does the drywall mud need heat and air movement for drying? Those were the decisions we had to make.” Despite the challenges, Admiral Development and Operations was still able to deliver the project on time and on budget for many reasons, including: their workflow and processes, their timely documentation, their proper use of technology, and their experience in dealing with “sharp turns.” “It isn’t if it happens,” Stanford says. “It’s: when it happens, who is the captain that will take lead and be in the trenches as required?” Stanford credits those processes, in turn, to his wife Yvonne Siu – “the love of my life and the partner I wish I had when starting the industry.” She helped design a lot of the ‘project control’ protocols and techniques the company now routinely uses. “As standard operating procedure, we now track all activities, targets, milestones, costs, and payments,” he explains. “We have learned that cross referencing those with the planning is the only way to make timely and critical decisions when required.” “Construction is 70 per cent planning,” he adds. “When you are on site, it is already too late. It’s kind of like a piano recital. Planning equals practicing, and construction equals performance.”
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