Project Management
One Person Responsible for Your Job From Start to Finish
Commercial construction does not slow down for anybody. Schedules compress, scopes change, field conditions surprise everyone, and the last thing a general contractor needs is to spend time chasing a millwork vendor for updates. We have heard that complaint about other shops often enough that we built our project management around solving it.
Every project that comes through CBBE gets assigned a project manager before work begins. That person is accountable for your job from contract execution to final punch. They know the schedule, they know the spec, they know what is happening on the production floor, and they are reachable when you need to talk.
What Happens After the Contract Is Signed
The project manager starts by building a schedule that accounts for every phase: engineering submittals, approval time, material lead times, production, delivery, and installation. That schedule goes to the general contractor so everybody is working from the same set of expectations. It gets updated when things change, which they always do, and the GC hears about changes before they become surprises.
During the submittal phase, the PM is tracking where drawings are in the approval process and flagging anything that could push the production start. When drawings are approved, they coordinate the handoff to the shop floor, confirm materials are on order, and make sure the production sequence lines up with the installation window.
While fabrication is running, the project manager is keeping an eye on progress and communicating proactively. If something is ahead of schedule and we can deliver early, they will ask whether that works for the GC. If something is running tight, they say so with enough lead time to adjust rather than calling with bad news the week before delivery.
Installation Coordination
Getting millwork installed on a commercial job requires more coordination than most people outside the trade realize. The space has to be ready. Paint has to be done. Flooring has to be in or the schedule has to account for it. MEP work has to be finished in the areas where casework is going in. None of that is in our control, but all of it affects our installation, and our project managers work with GCs to build an installation sequence that is realistic given what is actually happening on the site.
Our installation crews are experienced in commercial environments. They have worked in operating bank branches, active hospital wings, occupied office buildings, and hospitality spaces with tight windows. They show up prepared, they communicate clearly with the site superintendent, and they deal with field conditions professionally rather than using every minor issue as justification for a change order.
Communication Is Not Optional
We have worked with contractors who have had bad experiences with millwork vendors going quiet mid-project. It is one of the most common complaints in this trade and it costs GCs real money in schedule delays and last-minute scrambles. Our project managers are not hard to reach. They respond to calls and emails the same day. They send schedule updates before they are asked. When there is a problem, they tell you what it is and what they are doing about it.
This is how we have kept relationships with general contractors, owners, and architects across the Southeast for four decades. We do the work and we communicate about it honestly.
One Job or Twenty Locations
Our project management process scales. A single corporate office renovation gets the same dedicated attention as a multi-site bank rollout across several states. The tools and approach are the same. The project manager changes their focus based on complexity, but the standard does not change.
Call (770) 924-1242 or email info@cbbe.net to talk through your project.