Senior judgment at the decision table.
Project management consulting for owners and contractors on demanding commercial, industrial and infrastructure work. Scope, delivery strategy, sequence, procurement and governance, decided with the schedule in view.
Big decisions made without the schedule.
Delivery method chosen by habit
CM at-risk, design-build or multiple prime picked because it worked last time, not because it fits this job.
Decisions waiting on decisions
Design choices, approvals and funding gates queue up. Every week of waiting comes off the end of the schedule.
Nobody connecting the pieces
Design, procurement, construction and operations report separately, and the gaps between them go unmanaged.
How we advise.
- 01
Frame each decision
Every major decision written as a question with options, cost, schedule effect and the date by which it must be made.
- 02
Plan delivery around the risk
Delivery method, packaging and procurement strategy chosen for where schedule and cost risk actually sit.
- 03
Governance that moves
Clear approval routes, meeting cadence and decision rights, so questions get answered inside the decision window.
- 04
Design scheduled from the field back
Design milestones and long-lead releases worked backward from the dates construction needs them.
- 05
Stay through the hard parts
Ongoing advice as conditions change, rather than a report delivered once and left on a shelf.
What you walk away with.
Scoped to your project. Native files and plain-English outputs that stay yours when we leave.
Delivery approach, packaging, procurement, governance and controls set out in one plan.
Open decisions with options, owners, need-by dates and the schedule effect of waiting.
A package plan with release dates for critical equipment and contracts.
Who decides what, how fast, and which questions go to the executive level.
Independent checks before funding approval, construction start and turnover.
When to call us.
The earlier we see the schedule, the more options you keep.
Before delivery is set
The cheapest moment to get the project structure right.
Decisions are stalling
Questions sit for weeks, and the schedule is paying for every one of them.
The program outgrew the team
More projects, the same people, and risk rising quietly.
You want a second senior voice
Leadership wants an independent read before a major commitment.
Where this work has run.
Every project is confidential. Names describe the work, not the client.
Life Sciences · IllustrativeBiologics Manufacturing Suite RecoveryValidation was planned as one late block that nobody could measure. We split it into steps the team can track every week.
Education · IllustrativeUniversity Science Building Schedule ReviewA teaching lab building had to open for a fall semester. Monthly update reviews caught a slipping lab casework path early enough to fix.
Power & Renewables · IllustrativeUtility-Scale Solar and Storage BaselineThree sites tied to interconnection dates set by the utility. The baseline linked each site to its utility milestone from the start.Straight answers to fair questions.
How is this different from owner’s representation?
Consulting is advisory and can be short or intermittent. An owner’s representative acts for you day to day on a specific project.
Do contractors use this service?
Yes. Contractors bring us in for execution planning, recovery decisions and controls setup on difficult jobs.
Who leads the work?
Beck Franklin is led by Emmanuel Ugbaja, Principal & CEO, who has more than 10 years of project controls experience on complex construction and infrastructure projects.
Can you start mid-project?
Yes. Many engagements begin when a project is already underway and a decision needs a better answer.
Related services.
Send the schedule. Act while you have options.
Share the project, the latest XER and the date you are protecting. We will tell you plainly what the schedule is telling you.