If you had twice the time to prepare your development plan, it probably wouldn’t be twice as cost-efficient; but it no doubt would be better. Just because your development plan has been put into effect in the construction process does not mean that value engineering should “go to sleep at the wheel.” That would be a dereliction of responsibility. When RDS is on your team, managing your construction, we are continuously alert in our efforts to find alternate approaches that can accomplish your broader objectives at lower costs, or that can accommodate changes required in progress without jeopardizing your budgets. This is the most difficult form of value engineering, as it requires the alteration of existing working responsibilities and contractual obligations “on the fly.” With our Principal, Ed Murphy, an engineer by education, and manager by trade, we can “talk the talk.” Because our broad-based network of long term industry relationships usually extends to include the suppliers on your job, we have the established communication lines to persuasively sell change to your construction contractors with minimum impact on your bottom line. Preaching the teamwork of professionals an integral part of our management approach, we can motivate the acceptance of change as just another effective way to work together.

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