Real projects. Measurable outcomes.

Problem

A $220M hospital expansion was nine months behind schedule and trending $18M over budget, with deteriorating relationships between the owner, GC and design team.

Strategy

Anthart embedded a recovery advisory team, restructured the project governance, reset the schedule baseline and re-sequenced critical-path activities.

Outcome

• Returned to schedule within 90 days
• 11% recovery of projected cost overrun
• New owner-rep governance retained post-recovery

Problem

A developer needed to take a mixed-use program from feasibility to financing-ready in under six months under volatile market conditions.

Strategy

We led feasibility, phasing strategy and delivery-model selection, then designed a procurement plan that protected the owner against cost escalation.

Outcome

• Financing closed on schedule
• Phased delivery model adopted
• $22M in pre-construction risk priced into contracts

Problem

A municipal capital program had a fragmented risk picture and limited visibility for elected leadership.

Strategy

Anthart built an enterprise risk register, deployed quantitative risk pricing and stood up reporting cadences for executive and council audiences.

Outcome

• 32% reduction in priced risk exposure
• Quarterly council reporting adopted
• Risk-based contingency methodology institutionalized

Problem

A mid-Atlantic GC was hitting capacity limits with no clear visibility into productivity drivers across an active portfolio.

Strategy

We benchmarked the operating model, redesigned field reporting and rebuilt the PMO around a single source of truth for cost and schedule.

Outcome

• 18% portfolio productivity gain
• PMO operating model implemented
• Standardized cost & schedule controls deployed