Projects
Four jobs, with the parts that were difficult left in.
Client names are withheld where the contract requires it. Durations are actual, not programmed, and the values are the final account.
Shown
Four, in full
One per discipline, deliberately.
Values
Final account
Including variations, not the tender figure.
Approved
By the client
Every entry read and changed before publication.
Six CRAC units replaced in a live data hall
Six close-control units at end of life in a hall with no spare cooling capacity and a contractual commitment that temperature would not move outside band at any point.
What we did
- Modelled the hall to establish that two units could be off at once, and proved it with a week of monitoring before anything was ordered.
- Built the pipework connections live, on temporary spool pieces, so each changeover was a four-hour outage rather than a two-day one.
- Ran every changeover between 02:00 and 06:00 with the client's own shift engineer present and a documented abort point.
Outcome
All six replaced across eleven night shifts. Hall temperature stayed inside band throughout, verified against the client's own monitoring, and the abort point was never used.
- Client
- A colocation operator, Leeds
- Value
- £1.42m
- Duration
- 19 weeks
A fixed wire test that had not been completed in nine years
Fourteen buildings, no reliable distribution schedules, and a testing programme that three previous contractors had each started and abandoned when the drawings turned out to be wrong.
What we did
- Rebuilt the distribution schedules from the boards outwards before testing anything, because a test result against a wrong circuit reference is worse than no test result.
- Tested in occupied clinical space to a rolling permit, five nights a week, with the estates team choosing the order.
- Priced remedials in three bands and let the client release them in batches, so the budget was never the reason a C1 stayed open.
Outcome
1,900 circuits tested and certified in thirty-four weeks, every C1 closed inside 24 hours of being found, and the schedules handed over as the estate's own record.
- Client
- An NHS community estate, Midlands
- Value
- £310k
- Duration
- 34 weeks
A maintenance schedule built from the assets instead of a template
An inherited schedule of 2,300 tasks that nobody could trace to an asset. Plant was being serviced monthly that ran four times a year, and the compressors that stopped the line were on nobody's list.
What we did
- Surveyed all three plants and produced an asset register of 1,180 items, against the 2,300 tasks that existed.
- Rebuilt the schedule against criticality, which removed 640 tasks and added 190 that had never been done.
- Reported condition after every visit in one page per plant, with the remedials priced before anyone asked.
Outcome
Unplanned downtime across the three plants fell 41% in the first year on a maintenance spend that was slightly lower than the year before.
- Client
- A food-grade packaging manufacturer, three plants
- Value
- £265k a year
- Duration
- 6 weeks
A flood at 03:40 on a Sunday in a let building
A failed flexible connector on the eighth floor of a fully let office building, discovered by a security guard, with water reaching two tenanted floors and no isolation drawing on site.
What we did
- Talked the guard through isolating the riser on the call, which stopped the water eleven minutes after the telephone rang.
- Attended in 71 minutes with a two-man team and a drying contractor following.
- Issued the incident report with photographs and the cause on the Monday morning, before the agent had to explain it to the tenants.
Outcome
Two floors back in use on the Tuesday. The same connector type was found on four other risers in the building and all four were replaced the following month, planned, at a fraction of the cost.
- Client
- A managing agent, Glasgow
- Value
- £46k
- Duration
- 1 week
How these are chosen
Four, because four is how many we can describe accurately.
Every client on this page read their entry before it was published and asked for at least one change. Values are the contract value including variations, not the tender figure, which is the number a contractor quotes when it flatters them.
Where something went wrong we have said so inside the entry rather than leaving it out. A projects page with no difficulties in it is a page about marketing.