Langlade Hospital in Antigo, Wisconsin underwent a complete replacement and redesign to create a more efficient and patient-centered facility. An integrated planning process involving over 550 hospital staff identified over 90 innovations through experience-based design. The new hospital emphasizes flexibility, process efficiencies, and a spa-like patient experience. Unique design features include decentralized nursing stations, consolidated departments, and nature-inspired aesthetics. The project was completed ahead of schedule and under budget through continuous monitoring and real-time team communication. The replacement hospital is poised to meet the evolving healthcare needs of the community for years to come.

1. Langlade Hospital
A MIRON CONSTRUCTION CASE STUDY
CRITICAL ACCESS HOSPITAL
OF THE FUTURE

2. “I really do believe we have a facility for the future …
The most compelling reasons for a new hospital revolve around
ways it will allow improved services for patients
and the community well into the future.”
DAVE SCHNEIDER
CEO of Langlade Hospital
CHALLENGES FACING A RURAL, CRITICAL ACCESS HOSPITAL
In 2008, Langlade Hospital, a rural, critical access hospital located in
Antigo, Wisconsin, differed little from other rural hospitals throughout
the country. It faced many of the same challenges as its peers:
1
Rural residents are older, have lower incomes,
are more apt to be uninsured, and are more
likely to suffer from chronic diseases.
2
Rural healthcare workers are aging and nearer
retirement age than their urban counterparts.
The growing shortage of health workers may have
a greater impact on rural facilities.
3
Access issues, such as longer travel distances and lack
of reliable transportation, can delay treatment by rural patients,
aggravating health problems and leading to more expensive
care when received.
4
Rural hospitals are smaller—nearly half have 25 or fewer beds—
but must still maintain a broad range of basic services to meet the
needs of their communities. Costs per case tend to be higher, because
fixed expenses are spread over fewer patients.
5
Insufficient access to capital affects the ability of rural hospitals to modernize facilities
and acquire new technologies to improve operational effectiveness. Rural hospitals
lag their urban counterparts in adoption of health information technology.
Source: American Hospital Association. The opportunities and challenges for rural hospitals in an era of health reform.
Trendwatch, April 2011. http://www.aha.org/aha/trendwatch/2011/11apr-tw-rural.pdf

3. BACKGROUND
While these challenges are not unique, Langlade Hospital wanted to blaze a new path. Antigo, once a busy
lumber town (1890-1920), had constructed a 100-bed hospital in 1933. Like many rural communities, the
hospital had not been renovated for many years. The former 1930s-built Langlade Hospital was 110,000
square feet of sprawled-out space, unyielding to today’s healthcare needs.
VISION FOR THE CRITICAL ACCESS HOSPITAL OF THE FUTURE
In 2009, Dave Schneider, CEO of Langlade Hospital, engaged Sg2, a national expert
in healthcare planning to plan for a replacement hospital that would meet the needs
of the 21st century patient and physician. Dr. Manuel Hernandez, an Sg2 director
who guided the work, said the goal was to create a “facility of the future” which could
be very different from the traditional hospital models of the past. Sg2 helped lay the
groundwork for growth forecasts for the hospital and region over the next 10 years.
With this information in hand, Religious Hospitallers of St. Joseph, which operates the
hospital, and Aspirus, a partner in the facility, approved moving forward with funding
the design and construction of a new replacement hospital.
THE PAST
Dave Schneider then asked the newly formed construction and design team to “design
and construct the critical access hospital of the future.” From the beginning, Dave
understood this project would be different. He asked the team to re-imagine healthcare
and the connection the team could have with the local community.
original stain glass chapel windows and cherry
Miron Construction Co., Inc. was hired as the design-build contractor for the new
hospital. Miron and the project owners brought Wisconsin-based Eppstein Uhen
Architects onto the team. With the contractor and architect in place, the team wasted
little time in getting people involved to get the process rolling.
Respecting history was also extremely important
to the hospital. It was originally founded by the
Religious Hospitallers of St. Joseph, a Catholic
healthcare organization established in France in
the 1600s. Today, three nuns remain in residence
at the hospital. Throughout the planning of the
new facility, Sister Dolores Demulling reinforced
the need to honor the history of the hospital,
a passion that resulted in innovative art and
architectural solutions that incorporate the
wood details created from an original cherry tree
cut down to make way for the new hospital.

4. RETHINKING THE DELIVERY OF HEALTHCARE
The new 23-bed replacement hospital has dissolved the departmental silos of the
old facility by involving all 550 employees (through Innovation Teams) in the
innovation and design process. The new Langlade Critical Access Hospital was
designed with the patient experience in mind. In fact, many patients feel like
guests at an upscale hotel rather than patients at a high-tech healthcare facility.
Every decision made throughout the design and construction process was
based on what was best for the patient, and the hospital’s administration team
definitely drove that home.
Innovation was at the heart of this project. The team, comprised of hospital staff,
administrators, care providers and patients, along with members of the design
and construction team, were tasked with implementing innovative features and
processes throughout the project.
Ultimately, twenty-five innovation teams (iTeams) took on specific jobs,
getting involved in everything from process improvement to move planning.
They met biweekly to analyze the hospital’s processes and identify issues,
opportunities and best practices, all while incorporating experience-based
design and lean principles. It was their opinions that shaped the resulting
facility—the hospital of the future.
This integrated planning methodology created
more than 90 healthcare innovations, 100+ hospital
future-state value-stream maps, and best-practice
evidence-based design applications.
One challenge did surface in the form of staff members trained to do things
a certain way. The average employee’s tenure at Langlade Hospital is 26 years.
Most worked with the same team, in the same environment, and delivered
the same model of care for years, which can make change difficult. Although
the teams consistently delivered exceptional quality and received high patient
satisfaction scores in their individual departments, the hospital’s leadership
wanted to break down existing department boundaries and integrate a culture of
collaboration and space flexibility. Individuals were urged to break out of their
“always-done-it” attitude to a “wouldn’t-it-be-great-if ” way of envisioning the
future to create “win-win” departmental layouts.
Team members were encouraged to not simply rely on what they’d always
done, or what the competition was doing, but instead look at things from a
completely new perspective. The team explored other facilities and industries
as benchmarks: Anthropologie for retail, Apple for technology and Southwest
for travel. They discovered that the success of each of these companies relies on
understanding the emotional connections users develop with their experiences.
By standardizing that process, Langlade could design how the experience with
patients would go and how they would feel connecting with a provider before
it ever happened. With a new culture centered on the ideal patient experience,
the team set out to improve each point-of-contact experience with the patients,
from registration to release.
Upon completion, the
building was ahead of
schedule by 60 days
and nearly one million
dollars under budget.
COMMUNICATION,
BUDGET AND SCHEDULE
Continuous monitoring of the project
budget and schedule during all phases
of the project, and real-time tracking and
dialog between team members allowed
the project to be adjusted quickly and avoid
significant value engineering.
The project schedule was delayed
at several points during the pre-design
and design development phase to ensure
that new operational concepts developing
in the Innovation Teams could be tested,
refined, and approved before finalizing
the building design.

5. DESIGN AND INNOVATION TEAMS - REIMAGINE
LANGLADE INNOVATION TEAMS
Surgery/Endo
Inpatient Rooms
Education/Conference
Medical Staff Lounge
Office Space
Food Service/Retail/Menu
Registration
Medical Records
ED/Urgent Care
Chapel
St. Joseph’s Building
The design phase was the project’s most challenging, but also the most
rewarding. Though there were many needs the new design was required to
meet, the hospital was encouraged to reinvent itself into a more efficient
organization, but in an extremely fast-tracked time frame. The process of
reinvention typically takes a great deal of time; however, the iTeam process
and efficient decision-making made this swift transition possible. What
normally takes four or five years was condensed into an 18-month period.
Ultimately, the new design is more compact, creating operational efficiencies
in what is also a very energy-efficient facility. More than 90 major operational
changes were executed. On May 25, 2012 Langlade Hospital opened the
doors to a new 21st Century facility that honors the past, empowers the
present, and is ready to embrace the future.
THE NEW LANGLADE HOSPITAL WAS DESIGNED
AND BUILT TO FULFILL ITS VISION:
Cancer Treatment
Rehab/Wellness/Retail
General Clinic
Sleep Lab/ Neuro Service
Materials Handling
Injection/Infusion
Sustainability
Overall Move
Brand/Wayfinding/Aesthetics
Discharge Process/Instruction
Pharmacy
Safety & Security
Housekeeping
Lab
Maximize patient safety, comfort, security
and privacy, improving the patient experience
from front door to point of care.
Enhance the retention and recruitment
of physicians, providers and staff.
Boost operational and staffing efficiency and
reduce ongoing operating costs, creating the
shortest distance between user and need.
Increase flexibility in order to respond rapidly
to daily and evolving healthcare demands.
Incorporate environmentally-friendly design
features, systems and materials.
Establish Langlade Hospital as the provider of choice
for state-of-the-art health services in its area.

6. UNIQUE DESIGN FEATURES
ADJACENCIES
A great deal of design time was spent discussing adjacencies of departments
within the facility.
The emergency department, for example, was placed next to surgery, to support
instances of emergency surgery and overflow. It was also located near the imaging
department in order to cut down on foot traffic throughout the facility.
FLEXIBILITY
In order to allow the hospital to operate in a lean manner, while not
only serving the needs of patients today but into the future, many spaces
were designed and constructed with flexibility in mind. The new flex plan
ultimately allowed for substantial upfront savings.
Surgical Services (inpatient/outpatient) includes three Operating Rooms (ORs)
at 600 square feet each to accommodate future innovations and equipment.
Operating Room (OR) and Emergency Department (ED) prep and recovery space
will be shared with ED/WIC (Walk-in-Clinic); six flex rooms will be shared with
surgery in the morning and with ED in the afternoon.
Both the emergency area and surgery pre- and post-op areas
can expand or contract to meet space needs.
Although the facility was constructed as a 23-bed hospital, it can increase to 25 if
necessary. Included in those 23 rooms are three LDRP (Labor Delivery Recovery
Post-Partum rooms) with two swing beds allowing flexibility to five LDRPs
and postpartum beds, plus two ICU rooms (instead of four, as housed in the old
hospital). Additional monitoring equipment was placed in two of the medical
surgery rooms to allow for these spaces to be converted, when necessary.
The labor delivery area can also flex into medical surgery rooms.

7. PROCESS EFFICIENCIES
Patients can find assistance within
seconds. With the advances in technology,
caregiver photos, hospital information and
call systems appear right on patient TV
screens. Remote controls also allow them
to operate window blinds and room lights
from the bed.
Online personal records allow
quick access for doctors to private
medical information.
A centralized registration desk,
rather than separate registration
desks for each department.
An interior designed with decentralized
nursing stations/pods allow for quick
connection to patient and family needs.
Consolidated three nursing units into
a single inpatient clinic for Critical,
Medical, Surgical and OB patients.
‘Front of house’ public areas and ‘back
of house’ corridors and rooms only
accessible to staff members. This creates
uncluttered and extremely efficient
traffic flow and keeps patient transfers
out of public traffic areas.
Streamlined 10 points of scheduling to
2 (hospital & clinic) – predetermined
times are based on patient schedules,
not those of the hospital system.
Paperless record system throughout
the new hospital allows for quick
sharing of information and efficient
use of medical records.
New material handling process
using Kan Ban Lean principals allows
for more efficient use of resources.
Easy to locate supplies are placed in the
same location for each patient room,
reducing the “find” time.
Efficient use of every square foot of space
and logical and intuitive wayfinding for
optimal patient satisfaction.
DESIGN FOR THE FUTURE
The hospital has its own corridor dedicated
to women’s services, not something you
typically see in a facility of this size.
All three birthing rooms have been set up
with whirlpools to accommodate water
births.
The use of boom technology in the ICU
(it’s typically only used in surgical areas).
Langlade saw a big divide between
older generations and younger, techsavvy patients. The younger generations
wanted to see more things automated
and self-controlled, such as registration
and the nurse-call system, while the
older generation opposed those types of
changes. The team’s solution to this issue
was to build a simplified system with the
ability to add and expand functionality
in the future as more patients become
comfortable with technology.
In the event of a catastrophe, such as a
chemical spill, the facility has its own
decontamination room with showers
and a system that pumps water into a
specialized decontamination tank. Most
hospitals utilize temporary tents in these
situations, in which they are unable to
keep contaminated runoff from entering
nearby storm water systems.

9. HIGHLIGHTS
Spa-like ambiance—warm, pleasant and
comfortable surrounds set the stage for a unique
experience. Customized vinyl wall coverings with
inspirational sayings and bold imagery make the
facility feel a little more like home.
Patients hospitalized overnight find rooms restful
and well-appointed. Each patient room has doublewide doors, a tiled private bathroom (with walk-in
shower) that is only four feet from the bed and a pullout sleeper sofa for family members.
Unique family spaces with soft seating, hospitality
services and games make guests more comfortable
and their stay more relaxing.
Welcome Center & Education Café –
Coordination of care is driven for the patient through
a comprehensive navigation team from the very first
day of arrival. Consultation, lab, wellness, education
and online updates are completed for patients. A
unique health education process also means personal
health information is updated for patients online,
including reminders. Also, families no longer have
to wonder where to go. Pre-visit tours are given and
questions are answered.
An interior courtyard provides green space
for employees and visitors while also flooding what
would otherwise be interior space with natural light.
Emergency Services/Walk-In-Clinic with central
registration for hospital and clinic.
Laboratory services – hematology, chemistry,
microbiology and blood bank.
Imaging (general X-ray, fluoroscopy,
CT scan, MRI, nuclear medicine, imaging reading
services, women’s imaging center, mammography,
bone densitometry, stereotaxic breast biopsy) with
plans for expansion.
SportsFitTM and Well Fit Center services include
physical therapy, occupational therapy, speech
therapy, cardiopulmonary rehabilitation and
inpatient pharmacy services.
New and improved dietary services include a spoken
menu for patients (bedside patient ordering) and
café with healthy choices for outpatients and visitors.
Three Sisters Café features comfortable seating in a
pleasing environment. Grab-and-go food is available
along with numerous other delicious menu selections.
Visitors can relax with a cup of coffee as they check
their email with free Wi-Fi Internet service.
Conference center for internal and public meetings,
located off the lobby.
Chapel to reinforce the hospital’s mission and a gift
shop for visitors.
Future expansion for 6-10 new providers.
New cardio-pulmonary area providing a central
area for patient diagnostic testing.
Private pre-operative room for a personalized
surgical experience.

10. C5 Process
At Miron Construction Co., Inc. the C5 Process is
much more than a way of delivering services. It is a
philosophy-a different way of thinking. This philosophy
demands a deep understanding of who our clients are
and what is most important them-we call this DNA.
In order for the Langlade Replacement Hospital to
realize its full potential, the Hospital’s unique needs
became the focal point of the entire project. Ultimately,
the ability to CAPTURE Langlade’s unique needs,
CREATE customized solutions, and CONSTRUCT
tangible results, with a team that consistently
COMMUNICATED and CONFIRMED their unique drivers
is what helped ensure success. The Project Team
relied on the following tools to achieve this success.
INFORMATIONAL
PRODUCT OR SERVICE
Ideal Experience
PHYSICAL
SPACE
BEHAVIORAL
HUMAN INTERACTION
Experience Ecology

11. Evidenced-Based Design
From the beginning of the project, the
team realized that there is an urgent
need to address the inherent problems
in the Langlade operational planning
efforts that lead to staff injuries and
hospital-acquired infections, medical
errors, operational failures, and waste.
Project drivers, focused on improving
the physical environment, included:
Improving care team health and
safety
Increasing effectiveness
in providing care
Reducing errors
Increasing patient and
practitioner satisfaction
(increasing market share
and retention)
It also became increasingly clear
that efforts to improve the physical
environment alone were not likely
to help achieve project goals without
a complementary shift in work
practices. Since the hospital physical
plant was more than 80 years old,
operational models were constrained
by the facility. It was important to
identify core systemic and facility
design factors that lead to failures,
inefficiencies and non-value added
activities. Once understood, new,
unique solutions that addressed the
problems within the context of the
culture changes and evolving methods
of care were created. Examples
include identifying operational and
system problems that impact staff
effectiveness and productivity (such
as interruptions, transfers, lack of
information) and develop design and
care models (e.g., acuity-adaptable
rooms) that effectively address these
problems. More than 100 value stream
maps were created in the future state
to determine best practices and design
theories, including:
Identified operational and system
problems that impacted staff
effectiveness and productivity
(such as interruptions, transfers,
lack of information).
Created new design and care models
(e.g. acuity-adaptable rooms, flex
suites, pre/post suites).
Identified steps through the iTeam
process to promote the Langlade
service culture parallel to design
changes to ensure effectiveness and
acceptance for new innovations.
Used Kan Ban systems for material
management processes and
frequently used supplies in relation
to location of key spaces (patient
room, nurse work space, location
of equipment and supplies) with
the goal of minimizing walking
distances and number of trips.
(See photo above right)
Through the design of the new
hospital, provided opportunities
for spontaneous and planned
interactions within the healthcare
team within collaborative areas.
Provided spaces throughout the
hospital for families and patients
to be effectively included in the
healthcare team.
Installed ceiling lifts in all patient
rooms to reduce staff back injuries
along with instituting a no-manual
lift policy.
Understood sources of infection
and injury to staff (air, contact,
and bloodborne) throughout design
and construction.
Instituted multiple measures to
reduce noise stress among nurses
(e.g. improving acoustic conditions
on the nursing unit, education, and
awareness programs).

12. Langlade Hospital - Operating Room Virtual Model
Building Information Modeling (BIM)
We created near photorealistic representations of many
critical spaces early in the design phase. This enabled
the Project Innovation Teams to visualize the design
concepts and provide more meaningful feedback and
guidance to the design team. As we have seen with many
other projects since, this, coupled with Rapid Access
Prototyping, has been an invaluable service to our clients
providing a ‘no surprises’ end product.
Rapid Access Prototyping
Reverse Outcome Prototyping or ‘RAP’ was used
extensively throughout the Langlade Hospital preconstruction process. This tool replaced the traditional
methods of 'mocking-up' areas for individuals to interact
within. Traditional modeling (or mock-up) efforts are
inflexible and rigid. They incorporate only the current
status allowing for little interaction or change by the end
user. Rapid Access Prototyping allows staff participants
and end users the opportunity to interact within the
context of the proposed area (or room) while making 'realtime' changes to the overall space–all in the future state
processes. As a result, better outcomes are created for every
stakeholder allowing for rapid changes to proposed areas
during the design process.
Innovation Team Members–physicians, clinical assistants,
nurses and patients co-created the new, ideal patient areas
through RAP, including: in-patient rooms, registration,
operating rooms and LDRP Birthing Suites.
Both financial and emotional savings occurred through
the use of Rapid Access Prototyping. True to the spirit
and mission of the project, the tool improved the quality
of care by offering a better understanding of patient and
staff flows, efficiencies and, at the same time, reduced
construction costs. In the end, more than 90 changes
were made through the RAP process, which in the past,
would have been missed, causing undue change orders and
unneeded expense.
Rapid Access Prototyping - Patient Room

13. LANGLADE HOSPITAL'S SUSTAINABLE CHARTER
Langlade Hospital created a sustainable charter with the aim
of balancing health care wellness that benefits patients, families
and employees, while improving the quality of life for their
communities and conserving the world’s natural resources.
With a focus on continuous improvement, the hospital seeks
to increase economic value (Prosperity), to engage social
improvement programs that have real impact and help build
healthy communities (People) and to uphold responsible
stewardship of the environment (Planet).
To fulfill the goals stated in this Sustainability Charter,
Langlade established the following guiding principles:
Demonstrate institutional practices that promote
and exemplify sustainability, including measures
to increase efficiency and use of renewable resources,
and to decrease production of waste and hazardous
materials, both in the hospital’s own operations
and in those of its suppliers.
ENERGY SAVINGS
Through energy modeling, high efficiency building
systems, and a high performance building envelope,
the project team:
Achieved a 36.7% decrease in energy consumption
versus a comparable Focus on Energy baseline
project
Resulting energy cost savings of $122,125 annually
versus a comparable Focus on Energy baseline
project
Recognized $102,221 in rebates from Focus on
Energy
GREEN FEATURES
Repurposing of existing building site
Promote health, productivity and safety of the
hospital community through programming, design
and connection to our stakeholders.
Reclaimed stain glass windows
Enhance the health of hospitals ecosystems
and increase the diversity of native species.
LED lighting with smart controls
Develop planning tools to enable comparative
analysis of sustainability implications and to support
long-term economically, environmentally and
socially-responsible decision making.
On-site storm water bioretention
Zero CFC-based refrigerants
Nature trail restoration
PRESERVING THE PAST
Encourage environmental inquiry and institutional
learning throughout the hospital community.
Establish indicators for sustainability
that will enable monitoring, reporting,
and continuous improvement.
Exceed the needs of our patients and customers with
innovative solutions that drive sustainable growth.
Recognize that our planning and actions do
not stop at the hospital boundary, and as a result
aggressively partner with the City of Antigo,
Langlade County, and the businesses, industries,
and agencies that in aggregate define the extended
Langlade Hospital neighborhood.
Langlade Hospital - Cherry Wood Furniture in Lobby
A 110-year old cherry tree stood where the hospital addition was planned.
To preserve the past and the heritage of Langlade Hospital, Miron used the
wood from the cherry tree to build furniture, and also for the many cherry
wood architectural features throughout the hospital.

14. MEASURED RESULTS
Innovation & Experience – The success of the hospital of the future
is measured through personal interaction and operational performance.
During the planning and design of the new hospital, project team
performance was measured based on:
EXPERIENCE / OPERATIONS / SPACE
-50 %
+30
%
+6%
+7
%
-60 %
+17
%
-35 %
+14
%
-14 %
+20 %
Go behind the scenes
and watch footage of
innovation in the making!
Reduced operating room sterilization time by 50%
Increased surgical pre-operative education by 30%
Communication with doctors increased by 6%
Langlade Hospital Innovation
youtu.be/Ls0Oi91isHM
Overall HCAHPS Loyalty+ Rating increased by 7%
Compressed registration time by 60% through care
navigators and a kiosk-guided patient registration process
Increased patient satisfaction with pain management by 17%
Reduced material handling process time by 35%
Enhanced staff responsiveness by 14%
Decreased patient falls by 14% due to a 70% reduction in the distance
between the patients and their restrooms
Increased patient satisfaction with communication about medications
by 20%
Langlade Hospital Innovating Patient Care
youtu.be/ifcl0CjZPy4

15. CRITICAL ACCESS HOSPITAL OF THE FUTURE
Langlade Hospital Replacement Critical Access Hospital
CREDITS
DELIVERY METHOD
Design-Build
TOTAL PROJECT COST
$47,000,000
PROJECT SIZE
94,705 SF
CONSTRUCTION
DURATION
19 months
OWNER
Langlade Hospital
112 East Fifth Street
Antigo, WI
David Schneider
dschneid@langhosp.org
715.623.9210
CONTRACTOR
Miron Construction Co., Inc.
Neenah, WI
920.969.7000
Project Manager:
Heather Stoffel
heather.stoffel@mironconstruction.com
Project Superintendent:
Jess White
ARCHITECT
Eppstein Uhen Architects
Milwaukee, WI
414.271.5350
Kristen Dufek
kristind@eua.com
Scott Uhen
scottu@eua.com
ENGINEER
Hennemen (all MEP)
Madison, WI
608.833.7000
Pierce (structural)
Madison, WI
608.256.7304
It is apparent that incorporating the latest in
healthcare innovation, advanced technologies
and functional work space that position
caregivers closer to patients, who would enjoy
a more comfortable hospital experience, were
driving factors in the design of the facility. Dave
Schneider put it best when he said, “I really do
believe we have a facility for the future … The most
compelling reasons for a new hospital revolve around
ways it will allow improved services to patients and
the community well into the future.” Not only does
the new facility establish state-of-the-art services
in the hospital’s patient service area, the changes
also mean that the people they serve will enjoy the
most advanced and modern facilities in the area.
Dave further explained, “Our new hospital project
has positioned our organization well for the future.
We have created an environment that really enhances
the patient experience while maximizing patient
safety, privacy and comfort. We engaged in a design
process that was much lengthier than usual because,
with every decision made, we considered the impact
of the decision on the patient. Every innovative
feature in our new facility, and there are many,
reflects our intensive efforts to assure that the new
Langlade Hospital is truly patient-centered.”

16. JOIN THE CONVERSATION AT
miron-construction.com/blog
Miron is committed to building more than
just buildings. We believe wholeheartedly in
partnering with our clients to develop solutions
that deliver business results. For many, that
means increasing their bottom line, or enhancing
their ability to recruit and retain the best
and brightest. For others, it’s giving them a
competitive edge. Our Experience-Based Design
services offer our clients the ability to distinguish
themselves in an increasingly competitive
marketplace.
That is why we are committed to collaborating
with owners and design partners to create
unique, differentiating experiences that exceed
client expectations. We know it is no longer
enough to simply satisfy. At the end of the day,
it’s all about helping our clients be successful.
Experience-Based Design is just one way we’re
helping clients deliver on their promises.
Simply stated: our commitment reaches beyond
construction; our passion brings dreams to life!