Case Studies 

Challenge – This ground-up project was originally competitively bid, came in significantly over budget, and was in jeopardy of missing opening the following season for students due to heavy redesign

Solution – Fiorilli was called in late summer of 2017 to achieve the desired GMP via a negotiated open book process with design assist from mechanical, electrical, plumbing, site, and structural framing trades

Results – The project was delivered in less than 12 months, under roof before winter to avoid escalation costs, and completed on time and on budget

Challenge – The mixed-use building was undergoing a major interior renovation to convert existing office and apartment spaces into contemporary loft-style residential and retail/commercial units. Originally being managed by the building staff, the project was falling behind schedule and in jeopardy of missing key dates for delivery of new units to market.

Solution – Fiorilli was hired as Owners Representative to create a master project schedule and provide site Supervision to oversee the day-to-day construction operations, safety, material procurement and quality.

Results – The project was completed in 21-weeks and met all leasing go-to-market delivery dates.

Challenge – The developer needed a creative construction partner to help with due
diligence cost analysis of a challenging site that required special expertise in riverbed
piers and Army Corp coordination for overall cost analysis & feasibility

Solution – Fiorilli provided due diligence resources for site feasibility and analysis of
various deep helical piers and tiebacks at the river bulkhead to forecast costing for site
stabilization.

Results – The best value engineering necessary at the onset was vital so the Developer did
not waste soft cost expenditures prematurely and it was determined the project was not
viable for the market rate fee simple unit complex that was envisioned.

Challenge – A competitively bid project that was 20% over budget.

Solution – Fiorilli knew there would be financial challenges at the onset and offered voluntary value engineering solutions upon bid presentation in excess of $1,000,000, the majority of which were implemented into the project.

Results – The project was made financially viable via our value engineering and we also successfully rephased the project into 3 phases vs 1 originally envisioned by the developer (Field house, Academy, dedicated road) in order to generate operating income earlier in the construction process.

Challenge – Consolidate 5 lots into 19 fee simple town homes on a 1/2 acre site with no laydown areas, and a phased sequencing due to financial covenants while maintaining original critical path GMP

Solution – Fiorilli orchestrated negotiated subcontracts to control potential phasing changes of clusters of units as sold, and cold dark shell releases while also creating a buyer’s guide for buyer’s releases.

Results – The entire project was completed in 12 phases over a 14 month period to full occupancy. The original spec home arrangement morphed into custom built-to-suits buyers guide that Fiorilli created & managed to expedite sales in a challenging market.

Challenge – Build a 5 story extension to the main campus classrooms with an elevator at an intersection that has one sidewalk width of logistical area and a main artery for pedestrian student traffic through the project that could not be rerouted, over the main utility bank to CSU, and including EDGE participation.

Solution – Fiorilli prepared traffic study analysis and logistical planning to allow for proper sequencing of construction activities both off-hours and around student pedestrian traffic patterns, as well as unique safety solutions during construction.

Results – Project completed on time, zero  safety incidents reported, and no interruption to student pedestrian traffic flow the entire course of the project.

The Greens at Belden:

Challenge – Convert an entire golf course into a mixed use complex with TIF and JEDD covenants in less than a year from LOI to closing

Solution – Once engaged, Fiorilli took the point as CM to coordinate 34 various municipal, governmental, and financial approvals and agreement covenants for the developer in order to keep purchase agreements in place and on track with 6 major players.

Results – The project due diligence began in July of 2018 and broke ground in December of 2019, with full permitting of all horizontal and utility work including County, dedicated roadways on/off site, ODOT, TIF, and JEDD approvals required. We are currently on track to reach substantial completion this fall.

Challenge – This ground-up three-story climate controlled self-storage facility commenced in late fall and was constructed during the winter months on a closed site that sat 80-feet up an embankment from the adjoining roadways. A new prototype building that incorporated conventional exterior finishes onto a pre-engineered building, design considerations evolved throughout the construction.

Solution – Fiorilli coordinated a site logistics plan to account for special material delivery and rigging challenges inherent with the projects site limitations and work closely with the owner to minimize winter conditions costs and confirm all new prototype design details.

Results – The project was delivered on time in spring of the following year and met all prototype criteria. Limited winter escalation costs allowed the owner to achieve their overall project budget.

“On my second consecutive project with Mike Smith serving as the project Superintendent, I was confident in his attention to the many design considerations and knew he would look out for our best interests.” – Dan Schwantz, Project Director – Life Storage (formerly Uncle Bob’s Self Storage)

Challenge – Owner’s Representation for the design and construction of a new 19,000 square foot near west side campus for the centuries-old community music school that provides early childhood education, music instruction and music therapy services. The space was completed in conjunction with the construction of a new mixed-use residential building under production creating complex coordination challenges.

Solution – Ongoing coordination with the project developer to integrate the TMS space construction into the overall development and working closely with staff to ensure that all required state and county mandates for the operation of the preschool classrooms were secured prior to commencement of the upcoming school year..

Results – Project was completed on time and achieved LEED Silver rating certification.

“Fiorilli Construction is one of the most professional, responsive, and accommodating companies that I have had the privilege to work with” – Geralyn Presti, President and CEO – The Music Settlement  – Read Full Testimonial Letter Here

Sheetz:

Challenge – the Developer needed to deliver a pad ready site at 98.5% compaction by December, but was in jeopardy with over $700,000 of additional site costs and winter conditions approaching after demolition of an existing industrial facility found 4-8 feet of unsuitable contaminated foundry sand under 80% of the slab.

Solution – As the Construction Manager, Fiorilli analyzed all options and navigated the best possible solution to mitigate remediation costs. In lieu of common alternatives such as export and fill, Fiorilli came up with a cement stabilization.

Results – The project was delivered on time and Fiorilli mitigated additional site costs saving the Developer from nearly $500,000 in unforeseen concealed site condition cost.

Baricelli Inn:

Challenge – The owner came to us in design development phase and was overbudget by $4M in the $15M range. It needed to be at $11M.

Solution – Working through design assist mode with partner sub-contractors to create prescriptive performance specifications that would function as needed for class A residential units but also be cost effective which included both structural, framing, mechanical, electrical, and fire protection systems design assist.

Results – Fiorilli construction successfully hit the target number of 11 million in GMP or Guaranteed Maximum Price in order to fit adequately in the owner’s Performa for the development to be a success

Dominique Moceanu Gymnastics Facility:

Challenge – Olympic gold medalist, Dominique Moceanu, was passionate about purchasing and closing on a new acquisition for her dream gym quickly to have it open in time for the season.

Solution – Fiorilli Construction was called in as her Alliance Manager to fast track a complete design build with design assist trade partners of this 1970’s industrial facility into a state-of-the-art gymnastics training facility within 4 months including all permitting and construction.

Results – The facility was opened on time and in record permitting process as well as extensive accelerated scheduling to facilitate the Grand Opening.

West Side Community House Mixed Use Complex:

Challenge – This project originally hoped to leverage historic tax credits and Enterprise Green Communities grant requirements in its proforma to facilitate successful funding sources. However, the cost analysis with those structures were found to be a larger burden on the project, so a redesign of the proforma along with value engineering of the project was necessary otherwise the development would stall.

Solution – From the onset, Fiorilli was called in at the preliminary design stage by the developer to help navigate the complicated renovation costs conventionally. With a value engineering mindset to create cost effective finishes, means and methods throughout the process, Fiorilli helped the project team develop a series of quality control schematics to properly forecast the overall project costs early on to proceed.

Results – A financially viable project for the developer with a proforma that cash flowed well was accomplished in order to make the project feasible.

McDonald’s:

Challenge – Traditionally, McDonald’s stores were being torn down and rebuilt in approximately 110 to 120 days. But a new initiative from corporate was set forth to deliver them in 80 days in order to expedite franchisee’s ability to recoup lost revenues faster after being out of commission.

Solution – Fiorilli Construction was asked to come onboard to the program for a fresh look and our very first project with a complete a teardown, underground detention systems, all new sitework and rebuild was done via lean construction sequencing and quadruple shifting schedules in 74 days, including 23 days of rain delay recoveries!

Results – Not only was the brand-new restaurant open on day 75 for business, Fiorilli was the first contractor to accomplish the new scheduling requirements, beat the schedule request by 5 days for the new program and picked up 45 days from all previous scheduling endeavors of the program in the past.

“McDonald’s has used Fiorilli Construction to construct new buildings and they did a fantastic job! They produce a quality project, on time, and on budget. When there are changed conditions, they addressed them right away and provided the costs for approval. Carmen Fiorilli is a man of his word and did great follow up on completing punch-list items and he took care of his customer very well. All in all, I would highly recommend that they be considered for any opportunities you might have as they did a great job for McDonald’s.” – Dave Gnatowski, Area Construction Manager – McDonald’s USA, LLC

JBC technologies:

Challenge – To build a 40,000 sq. ft addition to manufacturing facility while it was still operating with sensitive safety and contamination protocols on a very tight footprint while also allowing for expansion capabilities later.

Solution – Fiorilli Construction was called in as the Construction Manager to facilitate an analysis for ownership to help them understand that a facility could be built at 40,000 sq. ft to achieve a much better economy of scale versus starting with a 20,000 sq. ft addition which they could outgrow within a year, and then have to do another addition later and interrupt the operations all over again.

Results – Construction of the 40,000 sq. ft addition saved the owner time and money as they maxed out use of the entire facility within one year and would have had major disruptions in the business without the space.

Huntington Bank Midwest Refresh:

Challenge – After doing business with Huntington Bank for over a decade, a national owner’s representative firm came in to structure a complete “customer facing” refresh and rebranding of all stores in their fleet including over 200 locations. Originally, they were to be done only by local firms and Fiorilli was to handle it’s Northeast Ohio home territory, and the bank wanted to expedite the execution of the renovations across their footprint to minimize staggered customer disruption.

Solution – After stumbling through many other regions with other local general contractors, Fiorilli Construction was called in to orchestrate 20 to 30 branch remodels at a time throughout Pennsylvania, West Virginia, and Ohio.

Results – The owner’s representative was hands-free to successfully complete the program on time and on budget as Fiorilli managed all the construction sequencing, means, and methods for a large scale renovation program.

Verizon Wireless:

Challenge – Verizon traditionally revisits their prototype new build stores on a semi-annual basis and after nearly a decades worth of successful remodel projects with Fiorilli as a preferred vendor, they asked us to negotiate and bundle 7 large remodels all at one time in the fall season due to a brand new prototype coming online late in design that had to be open by Black Friday.

Solution – Fiorilli worked closely with Verizon’s design team in the construction document phase and accelerated a 15 week project into a 9 week project to ensuring that the Silver LEED status was achieved for every project even with a commencement of construction in late September for all stores with an opening date of Black Friday.

Results – All stores were completely redesigned with the new prototype and completed on schedule for opening on Black Friday.

Robinson Memorial Hospital – Kent Imaging Center:

Challenge – To completely demolish an entire façade of this center while still in operation and seeing patients to make way for a new addition that would house state-of-the-art Mitsubushi MRI and CAT Scan equipment for their Diagnostic Imaging Department.

Solution – Fiorilli worked with on-site hospital management and staff to ensure timing of construction, safety and negative air requirements were met while the construction was underway. All while current patients still visited the facility.

Results – A smooth process for the hospital and its customers. No patient rescheduling was needed and no displacement of operations while the renovation took place was necessary.

Breakthrough Schools – Cleveland Academy East:

Challenge – To construct a new addition to a dated Cleveland municipal school district building in order to facilitate the capacity needed for the new student body size required for Breakthrough’s growth.

Solution – Adapting in Lean construction methodology to fast track the project for breaking ground in May after school let out while completing the project in time for school board to resume operations before commencement of the next school year in August.

Results – A seamless fast track production of the addition to operate at peak capacity for school opening as planned.

Sikora Law:

Challenge – How do you take an old 1920’s railway repair hub and convert it into state-of-the-art office space for law offices and tech firms?

Solution – Fiorilli was called in as Design Build Partner to spearhead a reverse engineer model of budget to workspace for the programing work with cost analysis of the project.

Results – A dynamic and unique project environment that saved time, money and energy efficiencies through the design build approach.

Joann Fabrics National Roll Out Program:

Challenge – How do you complete a 178 store remodels and customer facing refreshing across 12 states in just 3 months?

Solution – Creating a comprehensive logistics plan in the preconstruction phase to tackle each and every store with a logistics and sequencing protocol plan, including intimate daily communications with store managers and supply chain vendors for owner-sourced materials.

Results – Not one single deadline was missed at any store, and no change orders unless requested by the owner for 100% on time and on budget completion of the program.