Mission critical & data center portfolios

The System

A walkthrough of what our system looks like.

What this costs youThree things we hear on every portfolio
010203 Million dollar misses are commonFinding the source of truth is time consumingYou can't hire fast enough Everyone's busy, and there are no controls in place to ensure the right steps are being completed You have to sit through a meeting, ping 3 people on Slack, and review the p6 schedule to get up to speed PMs are overseeing larger portfolios, and it's hard to find high quality people to support the growing backlog
The trap

Adding AI to this does not fix it. It amplifies it.

AI amplifies whatever system it is dropped into.

AI A disorganized operation no controls, no sequence, no owner It scales the disorder faster than anyone can catch it AI A structured operation steps, sequence, rules, owners It does real work AI requires structure to work. Building that structure solves the problems AI can't.
The systemHow the whole thing fits together

We build your operating system inside the tool your teams already use, so status reporting happens on its own.

Everything below is one piece of this diagram, in the order it is drawn. The project board first, then what comes off it, then what rolls up from it.

LEADERSHIP REPORTING Leadership Reporting AMERS portfolio. Progress, risk and workload, written from the steps. Reports generate themselves. Nobody assembles a deck. WEEKLY REPORT 203OPEN STEPS 3OVERDUE reports up on its own PROGRAM BOARDS The teams PROJECT BOARDS Everything ties here ESCALATION BOARDS Review and decide Site SelectionDesignProcurementConstructionCommissioning 4 queued · 11 active3 queued · 9 active6 queued · 14 active2 queued · 21 active1 queued · 5 active DFW 02PHX 01CMH 03ATL 04 DesignProcurementOnboardingConstruction 62%31%16%78% Change ManagementRisk RegisterLeadership Escalation tracked across every campusowned, scored, trackedseverity and owner attached collaborate both ways escalate returns The project board is the record. Teams work alongside it, escalations come off it, and leadership reads it from above.
What You Get
01 · The templateProject board. Your gold standard process, built in.

Your gold standard process is built into the template.

Open a new campus and the right steps, owners, gates and dates are already sitting in it.

TEMPLATE APPLIED · DATA CENTER CAMPUS v4 DFW 02 opened with 78 steps, 6 phases, owners and gates already in place THE PHASES OnboardingDesignPermittingProcurementConstructionCommissioning 10 of 10 done7 of 18 done0 of 90 of 140 of 210 of 6 INSIDE THE DESIGN PHASE STEPOWNERDUESTATUS Design kick off meetingBasis of design issued Design development review50% construction document setIssued for construction Run with Design, Site Selection and Commissioning present Confirm capacity, redundancy tier and cooling approach Clash review is a gate, not a courtesy Any cost drift over 3% opens a change record automatically Procurement cannot release long leads until this closes RM RM JT JT AO R. MendesR. MendesJ. TanakaJ. TanakaA. Okoro Design leadDesign leadStructuralStructuralOwner PM Mar 04Mar 21Apr 09May 02Jun 13 Complete Complete Active Queued Queued
02 · The timelineProject board. What is ahead, and what is causing delays.

See what milestones are ahead, and see what is causing delays.

Q1Q2Q3Q4Q1 +1 OnboardingDesignPermittingProcurementConstructionCommissioning A. OkoroR. MendesL. CastellanosD. WhitfieldS. ParkM. Ferreira Permitting slipped 3 weeks. Construction start moved the same day.
03 · AccountabilityProject board. Every open item, and who has it.

You know exactly where something sits, and with whom.

ITEMCAMPUSWITHSTATUSDAYS Switchgear submittal reviewStructural embed RFI, grid C4 Utility service agreement countersignFoundation redesign, soil condition Commissioning script package PHX 01DFW 02CMH 03PHX 01ATL 04 DW JT LC RM MF D. WhitfieldJ. TanakaL. CastellanosR. MendesM. Ferreira In review In queue Signed Escalated Queued 42 1113

Nothing sits unowned, and nothing sits quietly. Eleven days in one place is visible to everyone before it becomes a surprise.

04 · CommunicationProject board. One record, one thread.

Communication is now handled centrally and visibly.

One record carries the whole history. You can see exactly how a decision moved, who touched it and when.

ONE RECORD Foundation redesign PHX 01 Owning teamMagnitudeCost impactApproverAppears on Design$340,000Director L2 Roadmap · Timeline · Risk Field engineer flags the soil conditionRaised on the construction board Design opens the change, sizes it L2Routed to the director. Nobody decided who Schedule impact lands on the timelineEvery downstream owner notified the same day Portfolio moves to at riskLeadership sees it without anyone reporting it
05 · EscalationsComes off the project board. Answers million dollar misses are common.

Escalations get their own board, tracked across the whole portfolio.

They are raised on the project board, processed on the escalation board, and the decision comes back to the project. None of it happens in a hallway.

RAISED ON A PROJECT BOARD Cost and schedule impact entered as fields escalate ESCALATION BOARD Sized, owned, dated and tracked in one place returns DECISION LANDS BACK ON THE JOB Timeline and portfolio update the same day EVERY OPEN ESCALATION, ACROSS FOUR CAMPUSES ITEMCAMPUSSIZESITS WITHIMPACTSTATUS Add outlet at server roomFoundation redesign, soil condition Full scope change, building 2Cooling approach revision opened Mar 02opened Apr 11opened Apr 26opened May 08 DFW 02PHX 01PHX 01CMH 03 L1 Minimal L2 Moderate L3 Massive L2 Moderate Project managerDirectorExecutiveDirector A. OkoroR. MendesS. VanceR. Mendes $18k$340k$2.1M$96k Approved In review Executive In review 2 daysday 4day 6day 2
06 · The portfolioRolls up from the project boards. Answers finding the source of truth is time consuming.

No meeting required. No pinging three people on Slack in a panic. Everything is updated live for all to see.

DFW 02PHX 01CMH 03ATL 04 ON TRACK AT RISK ON TRACK ON TRACK Open stepsOverdueOwners Open stepsOverdueOwners Open stepsOverdueOwners Open stepsOverdueOwners 679346 4775511 0300 updates live, no one assembles it LEADERSHIP REPORTING · ONE VIEW Open stepsOverdueCampuses at riskPortfolio progress 2033147% 67 + 34 + 47 + 55all in procurementPHX 01across 4 campuses WRITTEN FROM THE STEPS, NOT FROM ANYONE'S RECOLLECTION PHX 01 moved to at risk. Long lead switchgear pushed 5 weeks, driving a dependency on the construction start. D. Whitfield notified and holds the item. Three steps overdue across the portfolio, all inside procurement.
07 · OnboardingWhat the system produces. Answers you can't hire fast enough.

The process is written into the reporting, so onboarding happens on its own.

You stop needing to find an expert. You need someone who can work their way through the list.

WITHOUT THE SYSTEM The process lives in people's heads New PM shadows a senior PM for months Only the veterans can open a campus You are hiring for judgment you cannot verify 6 to 9 months before they are useful WITH THE SYSTEM The process lives in the board Every step, gate and owner is already written down The next action is visible on day one You are hiring for follow through, not tribal knowledge Useful in the first week DAY ONE · WHAT THE NEW HIRE SEES CMH 03 · ONBOARDING PHASE · ASSIGNED TO YOU Confirm utility service application submittedStand up the design vendor kickoffIssue the geotech scope for bid the step tells you what "done" meansthe step tells you who has to be in the room next action, no one had to explain it Complete Complete Yours You are not training a person into the process. The process trains them.
Why it works

We are not a software company and we are not traditional consultants. We operate alongside the team and build the system with them.

Automation is the last step, after we build a strong foundation.

Hannah Garrett · Founder, Seamless Operations