Mr. Byfield's Thoughts on Excellence

 

EXCELLENCE IS PERFORMANCE PLUS ASTONISHMENT

Performance: the activities to accomplish an assignment.

Astonishment: the extra that distinguishes the firm and its outcomes compared to all others.

Factors to address and develop will include establishing processes and procedures to improve business practices.  Central items include the firm’s position in the industry and its methods to improve its performance and ranking, to establish short term goals and measurements to improve its profit performance, to develop long term goals to improve profit planning, and to address operational issues related to work process, standards, measurements, distribution of information, and improvements to seek clients/customers/patrons and grow to become the best firm in a future marketplace.

An additional factor is risks.  The ability to take new responsibilities with risks and how to mitigate and control these risks distinguishes and separates the firm from those that operate traditionally.  Note: revenues increase when risks are accepted, and results are achieved.

Consulting services to aid and evaluate these factors and other business-related issues to improve internal performance and improve business success.

Unveiling Your Architectural Brilliance

Every successful firm delivers high performance. But excellence goes beyond mere competence. It’s about exceeding expectations and leaving a lasting impression of astonishment.

Together, let’s define your unique formula for excellence.

The Challenge of Differentiation

The architectural world is crowded. Standing out from the competition can be a daunting task. Clients often struggle to grasp the true value architects bring to a project. This lack of understanding leads to confusion and missed opportunities.

Elevating Your Client Experience

Imagine your clients becoming your greatest advocates. How? By exceeding their expectations at every turn. Through open communication, meticulous planning, and unwavering commitment, we can deliver exceptional results – on time, on budget, and exceeding initial visions.

Your Backbone of Excellence

  • Truthfulness: We believe in transparency and honest communication.
  • Full Communication: Every step of the process is clearly explained.
  • Addressing Every Aspect: We ensure a complete understanding of your needs.
  • Delivering More Than Promised: Our goal is to surpass your expectations.

A Proven Track Record of Excellence

My experience as Director, Facilities Construction and Management for the State of Utah speaks for itself. Leading projects for the 2002 Winter Olympics, I consistently delivered superior construction, on time and within budget, with zero change orders.

Let’s build something remarkable, together.

Mr. Byfield's Projects

RICE ECCLES STADIUM, 2002 WINTER OLYMPICS

Expedited Delivery. Rice Eccles Stadium for the 2002 Winter Olympics

The selection of the University of Utah’s Rice Stadium for the 2002 Winter Olympics’ opening and closing ceremonies presented a significant challenge. The existing facility required demolition and reconstruction to meet the Olympics’ requirements, including a new seating capacity of 50,000 spectators.

The initial project plan involved a phased construction approach divided into three stages. However, upon assuming the role of Director for the Division of Facilities Construction and Management, new leadership proposed a revised delivery strategy to expedite project completion.

This strategy involved:

  • Financing: Utilizing bonding funds for the entire project as opposed to segmented construction phases.
  •  
  • Collaborative Partnering: Selecting a contractor who would work collaboratively with the architect to ensure timely completion within budget.

This innovative approach facilitated the complete demolition and reconstruction of the stadium within a compressed 15-month timeframe, crucially without disrupting the university’s football schedule. A generous donation led to the stadium’s renaming as Rice-Eccles Stadium.

FFKR Architects

Layton Construction, 

SOLDIER HOLLOW DAY LODGE, 2002 WINTER OLYMPICS

Fast-Track Delivery of Soldier Hollow Lodge for the 2002 Winter Olympics

The Soldier Hollow Lodge, a critical addition for the 2002 Winter Olympics, was approved by the Utah Legislature during the 2000 session. With a tight deadline approaching (March close of the legislative session), immediate action was required to ensure project completion by winter.

As the Director of Facilities Construction and Management, he implemented a fast-track approach. A shortlist of three qualified design-build firms was selected to submit proposals that included both design and construction budgets. Hart, Fisher, and Smith Architects in collaboration with Hogan Construction emerged as the winning team.

Construction commenced on July 5th, 2021, adhering to the aggressive timeline. The Soldier Hollow Day Lodge was successfully completed by mid-December, in time to host the Utah’s Senator’s Christmas party, further demonstrating project expediency. By the 2002 Winter Olympics, the Lodge was fully operational and successfully served its intended purpose.

Design-Build Team: Hart, Fisher, and Smith Architects with Hogan Construction

SESSIONS DEVELOPMENT COMPANY HOME

Streamlining Design and Construction Processes

My initial role after graduation involved residential design with a custom home development firm. While initially tasked solely with creating new home designs, I quickly identified an opportunity to improve the company’s overall efficiency.

The firm was experiencing negative cash flow at the time of my arrival. To address this challenge, I implemented a process that significantly reduced construction timelines. Previously, the typical construction cycle for a custom home was six months. Through a series of strategic improvements, I was able to streamline the process, achieving construction completion within 11 weeks. Seven-day timeframe to prepare the house plans and a one-week period dedicated to finalizing all necessary financial and legal documents.

The house pictured here exemplifies a design that met the expedited schedule. Remarkably, a photograph taken over 40 years after completion demonstrates the enduring quality of the design and landscaping elements.

Within the 12 months of my tenure, the firm achieved significant financial turnaround, transitioning from negative cash flow to a position of financial security. This case study highlights not only my design capabilities but also my ability to optimize processes for improved project timelines and profitability.

Sessions Development Company

BOBSLEIGH, LUGE, SKELETON, 2002 WINTER OLYMPICS

Bobsleigh, Luge, Skeleton Track: Achieving Completion on Schedule and Budget

Upon assuming the role of Director of Facilities Design and Construction in October 1995, the new leader inherited the bobsleigh, luge, and skeleton track project facing significant challenges. The project had fallen one year behind schedule and had exhausted the allocated referendum funding.

Decisive action was taken to ensure project completion with no added time and budget increase. Through effective leadership and strategic implementation, the project was brought back on track, achieving successful completion without requiring additional funding.

Engineer: Van Borum and Frank Associates

Contractor: Okland Construction

TERMCON INCORPORATED, FRESNO, CALIFORNIA

Restructuring and Growth: A Board Member’s Role at TermCon

I served on the board of TERMCOM during a critical transition period, where the new owner, with strong product knowledge (solderless terminals and connectors), was taking over from the previous owner. While the new owner possessed deep technical expertise, he lacked business acumen.

Implementing Strategic Guidance

From the outset, I provided strategic guidance focused on achieving alignment between sales activities and inventory levels. This ensured that sales activity did not outpace available inventory, a common pitfall for new businesses. By the close of the first year, TermCon had demonstrably improved its financial health.

Navigating Financial Challenges

However, the owner expressed frustration at the lack of readily available cash, perceiving that the Internal Revenue Service (IRS) had taken “all the money from the firm.” To address this misconception and encourage a more strategic financial approach, I presented him with a series of questions:

  • Did you complete the acquisition of the company on schedule? (Yes)
  • Did you increase inventory levels to support sales growth? (Yes)
  • Did you successfully grow the business? (Yes)
  • How are you managing your accounts receivable? (The owner acknowledged an outstanding receivables period exceeding 90 days)

  • I then explained the concept of “free float,” highlighting that collecting outstanding receivables essentially provides an interest-free loan to the customer. This realization was a turning point, leading to the implementation of a cash-only business model moving forward.

    A Sustainable Foundation for Growth

    My role involved establishing four key performance indicators (KPIs) that were monitored weekly. Regular review of these KPIs enabled timely identification and correction of any potential issues. During the owner’s 17-year tenure, TermCon achieved significant milestones:

    • Consistent positive cash flow
    • Development of nine patents
    • Sustainable business growth

CALIFORNIA FAIRS FINANCING AUTHORITY

Securing Funding for California Fairs: A Collaborative Success Story

As the Executive Officer tasked with establishing the California Fairs Financing Authority (CFFA), a critical initial objective was securing bond funding to support capital outlay projects at California Fairs. This involved navigating a unique funding source: off-track satellite wagering facilities located on California fairgrounds with many requiring constructions.

Building Trust and Presenting a Strong Case

  • A key aspect of securing funding was presenting the CFFA’s bond offering to Standard and Poor’s (S&P) for credit rating. While our underwriters advised against requesting a specific rating, we believed in the strength of our case. The presentation team, comprised of myself CFFA Executive Officer, with the Director of the California Division of Fairs and Expositions, to highlight the CFFA’s stable funding source and responsible financial management plan.

    A Touch of California Hospitality

    In a nod to California’s agricultural heritage, we presented a case of California Fairs Gold Medal Wines labeled “California Fairs Financing Authority AA” to S&P representatives. While this gesture surprised our underwriters, it ultimately fostered a more positive and collaborative environment during the presentation.

    Overcoming Market Challenges

    Bond offerings coincided with two significant market events: the Soviet Union’s political upheaval on the day of Mikhail Gorbachev’s removal from power, and the Loma Prieta earthquake. Despite these market uncertainties, the CFFA’s bonds were successfully sold.

    Delivering Outstanding Results

    The CFFA’s innovative financing model yielded impressive results. California Fairs have benefited from critical capital projects delivered on time and within budget. Additionally, the CFFA achieved a remarkable return on investment, returning between 5% and 10% of the total funds back to support further projects. During my tenure, more than 2,700 projects were completed on time and within budget. No projects missed a fairs opening day.

ASSINIBOINE COMMUNITY COLLEGE, BANDON, MANITOBA, LEN EVANS NEW KITCHEN

Balancing Stakeholder Needs: Kitchen Renovation at Assiniboine Community College

As the Capital Projects Director at Assiniboine Community College, I played a key role in facilitating the remodeling to construct a kitchen facility at the college’s North Hill campus.

Project Background

The Len Evans building required a new kitchen to serve the student population. Food services were provided by a vendor who would manage the remodeled kitchen. While the college funded the project, the vendor initially provided specifications for the kitchen design.

Resolving Design Dissonance

A discrepancy arose between the vendor’s corporate office, which envisioned a standardized kitchen solution, and the college’s on-site manager, whose proposed design considered the college’s specific menu and purchasing needs.

Collaborative Approach to Design

I collaborated with the architect to develop solutions that met the college manager’s requirements while also providing the vendor’s corporate office with information that highlighted the strengths of the proposed design. This approach ensured alignment between the college’s unique needs and the vendor’s operational efficiency goals.

Successful Completion

The project culminated in the successful delivery of a food service facility that effectively catered to the college’s student population.

 UNIVERSITY OF NEBRASKA-LINCOLN, ROOFING PROJECT MEDIATION

Resolving a Contract Dispute at the University of Nebraska-Lincoln (UNL)

This project involved the construction of a rooftop cover completed in 2010. Following project completion, the contractor submitted a claim for additional compensation related to rain days incurred during construction.

Managing the Dispute

As the Director of Facilities Planning and Construction at UNL, I oversaw the University’s response to the contractor’s claim. While the contract clearly defined the number of covered rain days, the contractor sought additional compensation for what they believed were unforeseen weather delays.

Mediation and Resolution

To achieve a cost-effective and timely resolution, I proposed entering mediation with the contractor. During the mediation session, the contractor presented their request for additional compensation to cover alleged lost productivity due to rain. Based on the clear contractual terms regarding rain days, I recommended that the University’s position be upheld. We conveyed to the mediator that all rain days were already covered as per the contract, and litigation would be the next step should they choose to pursue further claims.

The mediator then presented a counterproposal: requesting the University cover the contractor’s legal fees incurred during mediation. Following consultation with the University’s legal counsel and the President’s office, a decision was made to approve this proposal. This agreement facilitated a cost-effective resolution, avoiding the potential time and expense of further litigation.

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