Construction Today - Volume 16, Issue 2 - 131

workers that matters most, which is why Vertix seeks out subcontractors that match its values. "We look for subcontractors that are
relationship-based and solutions-oriented," Laszlo says. "We're not
looking for people who are going to provide us the lowest dollar. In
fact, we rarely hard-bid a project."

Relationship Based

Vertix finds medical projects rewarding,
and the healthcare market helps set the
company apart.

«

Like most of its projects, the Flight Office Building took a collaborative approach. Vertix is the general contractor and is partnering
with the designers and owner to offer a highly integrated team
approach. "We're not here just to manage the subs doing the work
but to provide solutions," Laszlo says.
Vertix prides itself on offering capabilities competitive with those
of an $800 million construction firm but at a more personal size. "We
have large project teams inside of a small-company, non-corporate
atmosphere," Laszlo says. "We bring our clients that kind of small
company-level service without the corporate bureaucracy but with
the teams that are qualified to put those projects together."

At Vertix, employees come first, subcontractors second and the client
third. It's not that clients aren't a priority; rather, the company believes that taking care of its own people and subcontractors will lead
to better service for the customers in the end. "Subcontractors represent 90 percent of our work, so if they don't represent us service-wise
we won't be able to do it," Laszlo says.
The relationship-conscious approach has helped Vertix stand out
in the competitive and fast-growing Colorado market. The company
is preparing to open its second office later this year, which will be
located inside its Flight Office Building project, but Laszlo says it
is being cautious as it expands. "Our intent is to grow slowly and
responsibly," he says. "We want to stop at a reasonable point. We're
looking to stay a small contractor."
Vertix wants to avoid getting so large that it loses the family
culture and personal services that clients want. "We think that there
gets to a point where you have to have that middle management
infrastructure - you have to create those divisions and separations
inside the company," Laszlo says. "We hope to avoid that."

'Our intent is to grow
slowly and responsibly. We want to stop
at a reasonable point.'
Managing those large projects with a small team requires hands-on
attention. "We want people out of the office on the job sites," Laszlo
says. However, that attentive service does come at a cost. "That level
of staffing helps us be successful and deliver a good-quality service,"
Laszlo explains, "but we're not going to be the cheapest."
Keeping its people in the fields means Vertix is able to maintain
strict quality standards and help subcontractors find solutions when
issues arise. Ultimately, it's the work of those craftsmen and trade

131

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Table of Contents for the Digital Edition of Construction Today - Volume 16, Issue 2

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