Construction Today - July 2016 - 121

tradespeople. The company bids out all the building work to
subcontractors and Waterbourne's employees provide on-site supervision. In some cases, Waterbourne may work with as many
as 25 subcontractors on a single project.
"We're an owner's advocate," D'Auria says. "That's really how
we view ourselves. We want to get the best product and pricing
for our client."
Customers who work with Waterbourne can rely on the
company to handle every phase of the project, from developing
scopes of work and contractor bids to on-site supervision.
When choosing which subcontractors to work with, the
driving factors are availability, experience, expertise, and pricing.
Waterbourne won't always choose the lowest bid if a different
contractor is more experienced and can do the job better, such
as when it selected a higher-cost HVAC installer for Cornerstone
Arena because it needed a subcontractor who would keep the
complex cool and moisture-free. The company is always mindful
of value, whether that is through selection of contractors, negotiation of better pricing or value engineering.
"We pride ourselves on our ability to drive a hard bargain with
our subcontractors on behalf of our clients," D'Auria explains.
Being an owner's advocate is especially important for those
clients who must maximize every dollar. Waterbourne is highly
regarded by nonprofit groups and educational institutions, and
the company has completed projects for several such organizations in the past decade.
D'Auria explains that Waterbourne is successful in those
projects because it has infinite patience and understands the
dynamics of nonprofit relationships.
Many nonprofit groups depend at least partially on government funding and are limited in what they can do when a
project's cost rises above its budget. "It's particularly important
that when we tell somebody we're going to hit their $7 million
budget we hit their $7 million budget," D'Auria says.
The construction management approach Waterbourne
specializes in keeps those costs in check. "We really make the
difference during the pre-construction phase," D'Auria says. "We
believe very strongly that the work done in that period of time is
critical to a job that is both going to hit the projected budget and
meet the time deadlines for the job - to the extent now that we
have an 11-year history with 1 percent or less in change-orders."
Waterbourne puts a lot of work into the project upfront to ensure there are no surprises that will create unexpected expenses.
"Once we break ground we have a very clear understanding
where we're going with the project and what the costs will be,"
D'Auria adds.
Waterbourne's reputation as an honest and cost-focused construction manager is helping it find new clients and projects. The
longer that reputation builds and the more visible the project,
the more word of mouth about Waterbourne spreads, D'Auria
says. "Clearly, the more our brand becomes better known and the
larger our portfolio of finished projects gets, it is easier to market
who we are and what we do," he says.

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Table of Contents for the Digital Edition of Construction Today - July 2016

Contents
Construction Today - July 2016 - Cover1
Construction Today - July 2016 - Cover2
Construction Today - July 2016 - 1
Construction Today - July 2016 - Contents
Construction Today - July 2016 - 3
Construction Today - July 2016 - 4
Construction Today - July 2016 - 5
Construction Today - July 2016 - 6
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Construction Today - July 2016 - Cover3
Construction Today - July 2016 - Cover4
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