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consideration to the owner’s budget. quality and performance help set us apart.
Cathcart’s managers work to help the
owner meet its budget requirements by
helping them find reasonable solutions
to budget problems through value-engi-
neering. Cathcart aims to give its clients
exactly what they want, exactly when
they want it and for exactly what they
expected to pay for it.
It is our policy to complete all of our
projects at or below Cathcart’s cost budg-
et. By setting the cost budget, diligently
monitoring the actual costs and identify-
ing budget variances early in the construc-
tion process, our team finds solutions to
potential cost overruns before they be-
come actual cost overruns that affect the
entire budget. Doing so helps us manage
our projects efficiently, so our client can
be assured that Cathcart will never assign
unwarranted change orders.
CT: What are your keys to success?
MB: Our expertise lives in our people,
from our general superintendents who
are considered to be (some) of the most
knowledgeable and professional in our
industry, to our job site superintendents
and foremen whose attention to safety,
justment project consisted of 40,000-
Additionally, we have turnkey design-
/build capability and experience to han-
dle our client’s needs from start to finish.
CT: Name some unique projects.
MB: Fairview Shores Drive neighbor-
hood improvements (is) a charming down-
town Orlando 1950s-era community that
needed a refurbishment of its entire infra-
structure. (We) installed new sanitary se-
wer, water mains, force mains, storm sew-
er, sidewalks and paving in an existing
neighborhood with little to no interrup-
tion to its residents. (The) $4.2 million
project was an open bid for which (we
were) the low bidder. The project finished
on time and on budget. The owner was
the city of Orlando.
Maitland Boulevard off-ramp was an
exciting project we completed for the city
of Maitland. It created a new southbound
off-ramp from SR 414 onto US 17-92. It
was a much needed improvement help-
ing alleviate traffic congestion into down-
town Maitland, while maintaining an ex-
isting bike trail with a pedestrian under-
pass. Its budget was $3.8 million.
(The) Polk County Road 54 utility ad-
plus feet of large-diameter water, force
and reclaimed mains installed prior to
the commencement of a highway con-
struction project in a very congested
right-of-way. Each run of pipe was set
on a finite line and grade with the
expectation of future stormwater and
highway improvements. The budget
was $5.2 million.
CT: Name some distinguishing factors.
MB: (John) Cathcart and my expecta-
tions are very high, which pours over
into our people, which is seen in their
production, quality of life and compensa-
tion. (For example), each general superin-
tendent is supported by a project manag-
er and will typically manage three to
five projects each staffed with a job site
superintendent and multiple foremen or
crew leaders.
Each general superintendent manages
the budget, purchasing, profit and loss
for each of his projects, sharing that
knowledge with his direct reports,
which makes work at (Cathcart) extreme-
ly exciting and rewarding for (those
who are) well-prepared. ■
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