I-Kota’s core values are Customer Service, Integrity, and Growth.

Every project is man­aged with these vital aspects in mind. We only achieve success when the entire team is successful.

Our approach involves asking questions to gain a clear understanding of the client’s expectations. We will ask you:

What are the expectations for pricing iterations?

What is the overall vision of the project?

Are certain aspects of the project open to value engineering, while others are not?

Once I-Kota shares the understanding of the project expectations with the team, the Construction Management/General Contractor (CM/GC) process will become a cohesive effort. A clear understanding of schedule is the first aspect to any successful project. Based on construction timelines, we will work back into developing a design schedule hand in hand with the architecture/design team that is fair and reasonable. We will provide feedback quickly and accurately so that the design schedule can be achieved in a reasonable matter.

I-Kota typically approaches the CM/GC process with pricing iterations at 100% SD’s, 100% DD’s, and 100% CD’s. However, I-Kata understands that the client and design team need constant real time pricing feedback in order to accurately steer the design to budget and complete drawings on schedule. I-Kata will attend design meetings and give quick accurate feedback on constructability and pricing throughout the entire design timeline and into construction. Almost 100% of I-Kata’s work is Design-Assist.

I-Kota believes in a completely open book approach to establishing the budget. As you can see from our cost estimate example, I-Kota shows how each and every last dollar was developed. Each scope of work will have unit prices with quantities clearly shown in order to reduce confusion about the pricing. This open book approach allows the client and design team to help understand where the cost exists on the project in order to adjust design and scope decisions accordingly.

Throughout the preconstruction process, I-Kota will be reviewing the project between our CEO, Riley McLaughlin, Preconstruction Manager, Matthew Herbert, our Construction Manager, Alan Wirth, and our General Superintendent, Kyle Barrett. This leadership team of I-Kota provides a wealth of knowledge and creative solutions to problem solve issues while keeping budget, constructability, schedule, quality, and safety in the forefront of our minds. This team will know realistic lead times for products. If certain material selections appear to provide schedule delays, this team will be able to make other material selections that will be more readily available and keep the project on schedule.

Although Riley, Matt, Alan, and Kyle’s involvement provides invaluable leadership and insight for the project, I-Kota will be not be proposing these team members as direct cost to the project. I-Kota believes in providing this level of customer service on all jobs and therefore covers the cost of this team internally. The only members being proposed as part of the direct cost of the work will be the Project Manager, John Lemay, Project Superintendent, Lucas Fay, and Project Engineer, Trevor Dickie.

By having Matt Herbert, Alan Wirth, and Kyle Barrett all involved with the project from day one, along with 1-Kota’s systemized roll over process used on each project, the information is quickly and accurately transferred from preconstruction to construction. Matt, Alan, and Kyle review company Operations Companywide each week. Staffing, procurement, and subcontractor issues are discussed in detail at these meetings.

I-Kota is always looking for ways to save the client money on the project while keeping the integrity of the design. We have several millions of dollars of experience in value engineering in order to make projects a reality, while still delivering an iconic project. Our approach is to find cost savings that will never been seen by the end users and transfer this savings to the project.

Furthermore, I-Kota has extensive mixed-use building experience and provides an invaluable resource when planning and budgeting this product type. Kyle is currently over­seeing the schedules on several projects. This provides very relevant real-time experience of what schedules should be anticipated for this product type with the current subcontractors in the market.

The schedule at a minimum will show and incorporate the following items:

  • Activities including owner reviews and approvals, preliminary estimate dates, value analyses issues, construction document development, bid packages and awards
  • Mobilization activities
  • Permitting
  • Subcontractor and material contract awards
  • Shop drawing reviews and approvals
  • Permanent equipment and critical or long-lead material deliveries
  • Construction equipment needs
  • The specific work, its logic and reasonable productions
  • Owner or other contractor work outside I-Kota’s scope, but in conjunction with our operations
  • Specified milestones
  • Punch list development and completion
  • Demobilization
  • Commissioning

The I-Kota team shares a fervent desire to reduce construction impacts on our environment while recycling any and all building material we can possibly reuse. At a mini­ mum, I-Kota will have multiple dumpsters on-site to separate materials such as metal, wood, and drywall in order to divert as much waste away from the landfill as possible per enterprise green communities. I-Kota has installed geothermal heating and cooling at the Mariposa 7 project. This involved a large upfront effort to get the cost of the work into the project, as well as a high level of coordination between site work and structure work during construction. Additionally, I-Kota installed solar thermal systems on Denver Housing Authority’s Mulroy Housing Tower during a renovation.

Through these steps we feel we can assist the design team with the necessary focus to meet any project criteria.