A Q&A with Eric Williams, Director of Preconstruction, and Michael Schumacher, Estimator II at Catalyst Construction
Some of the most important work on a construction project happens long before the first shovel hits the ground. From establishing a realistic budget and evaluating design decisions to anticipating market conditions and identifying potential challenges, preconstruction helps set the course for everything that follows.
We sat down with two members of Catalyst’s preconstruction team, Eric Williams, Director of Preconstruction, and Michael Schumacher, Estimator, to talk about what happens during this critical phase, why getting the team involved early matters and how a strong preconstruction process can set a project up for success.
What does preconstruction at Catalyst encompass?
Eric: Preconstruction is much more than estimating. Our goal is to understand what a client needs to get from an idea to a shovel in the ground and help fill the gaps along the way.
That can include budgeting, value engineering and constructability, but it can also extend into helping select an architect, connecting clients with lenders or fundraising resources, identifying grant opportunities or helping establish a building committee. Every client and project is different, so our role is to understand what they need and help them navigate the process.
How early should a preconstruction team get involved?
Eric: As early as possible. Ideally, the construction manager is brought in alongside the design team while the project is still conceptual. We’ve even worked with clients before they have selected an architect, helping with architectural RFPs, interview questions and evaluating potential design partners.
The earlier we’re involved, the more opportunity there is to influence the project in a positive way. It allows budget, schedule and constructability to be considered as the design develops instead of reacting to those things once major decisions have already been made.
When a new project comes to Catalyst, what are you looking at first?
Michael: Before any estimating work takes place, we need to understand the overall scope. What is the goal of the project? What problem is the client trying to solve? What is the overall budget, and does the design align with that target? What stage is the design currently in?
There are a lot of things to understand before we can start putting numbers to a project. Having that context helps us evaluate it through the lens of what the owner is ultimately trying to accomplish.
How do you balance budget, schedule and the owner’s vision?
Eric: We start by understanding the non-negotiables. Maybe there’s a firm date the building needs to open. Maybe the budget is the biggest driver. Or there may be certain aspects of the building’s quality or functionality that the owner doesn’t want to compromise.
We think of it as a three-legged stool: budget, schedule and quality or functionality. All three need to be considered, but every project prioritizes them differently. Once we understand what is most important, we can focus on finding opportunities in the areas where there is flexibility.
How does value engineering fit into that process?
Michael: The goal of value engineering is to preserve the owner’s vision as much as possible while finding ways to meet the project budget.
Sometimes that can be as simple as identifying another product that has the same look and feel as the original design at a better value. If greater savings are needed, we may evaluate different structural or mechanical, electrical and plumbing systems.
It’s not about cutting things just to make the number smaller. It’s about understanding what matters to the client and finding the right solution for their project.
What does collaboration within the preconstruction team look like?
Michael: Collaboration changes day to day and project to project, but having clear roles and responsibilities across the team helps keep everyone moving toward the same goal.
During the conceptual or schematic stages, an estimator may spend more focused time digging into the details of the project. As we get closer to construction and begin bidding the work, that collaboration expands across preconstruction, project management, site superintendents and members of our executive team.
Every project is unique, too. A church addition brings different challenges than a school renovation or multifamily development. Having that depth of expertise across Catalyst gives us people to turn to, ask questions and check our blind spots early.
Eric: There’s also a lot of collaboration happening behind the scenes with the design team. We’re talking with architects about details, constructability and potential alternatives before we ever walk into a meeting with the owner.
The goal is to work through those questions together so we can come to the owner with solutions and options rather than identifying problems for the first time in the room.
What might surprise clients about everything happening during preconstruction?
Michael: I think the biggest surprise is how in-depth commercial construction really is. On paper, it can sound simple: design the project, bid it out, find the lowest number and start building.
There are actually countless factors behind that process. Is the design tracking with the budget? What market trends could affect pricing? Is the lowest subcontractor bid the right number? Does it include the complete scope? Can that subcontractor perform the work within the schedule? Do they have the workforce to handle it?
Those are just a few of the variables we’re evaluating before a shovel ever hits the ground.
Eric: The budget itself also requires a lot of coordination. Subcontractor bids don’t necessarily come back neatly packaged with identical scopes, so there is a significant amount of work involved in reviewing those numbers, identifying gaps and making sure we’re presenting the owner with as complete and reliable a budget as possible.
Can you share an example of preconstruction changing the direction of a project?
Eric: On an upcoming gymnasium and classroom addition at St. John’s West Bend, the preferred structural system for the gym included precast wall panels and steel joists. Early budget constraints had moved the project toward a pre-engineered metal building instead. It would have worked, but it wasn’t the client’s preferred option.
As design progressed, we continued monitoring the market and found that changes in steel pricing had narrowed the cost difference between the two options. Because we caught that while the project was still in design, there was time to pivot back toward the preferred precast option before the design had progressed too far.
Michael: We recently saw the opposite situation on another project. The design included large precast wall panels, but current market conditions pushed precast pricing much higher than anticipated. We were able to quickly evaluate an alternative using load-bearing CMU masonry, which ultimately saved money and helped bring the project back within budget.
Those examples show why there isn’t one solution that works for every project. The right answer depends on the design, budget, schedule, market and owner’s priorities at that particular time.
How does preconstruction make things easier once construction begins?
Michael: By the time our project team is fully onboarded, our goal is to have worked through as many of the early challenges as possible. Through design, budgeting and value engineering, we want to turn over a project that is ready for buyout, subcontractor awards and contracting.
Our project managers are involved in preconstruction to some extent throughout the process, but addressing those challenges early allows us to alleviate some of that pressure so they can focus on managing construction once work begins.
Eric: We also stay involved during the early stages of construction. There can be months or even years of history behind a project by the time work starts, so that continuity is important. We can provide context around budgets, scopes and why certain decisions were made instead of simply handing everything off and walking away.
What do you enjoy most about preconstruction?
Michael: For me, it’s helping clients get to a point where they’re excited about their project and ready to move forward. Clients dream big, but construction is a significant investment. Being able to understand what they need, help work through budget constraints and ultimately get the project underway is really fulfilling. Then you get to see the finished project at the ribbon cutting and watch all that work come to fruition.
What ultimately defines a successful preconstruction process?
Eric: Getting the right people involved early and making sure we understand what the client is trying to accomplish. An owner doesn’t necessarily know every question they should be asking when they start a project, and they shouldn’t have to. Our experience allows us to identify those gaps and help them navigate the decisions ahead.
Michael: Ultimately, our philosophy is to set the project team up for success. A good estimate and a thorough understanding of the scope help alleviate pressure once construction begins. If we’ve done our job well during preconstruction, everyone enters the construction phase with a clearer understanding of the project and a stronger foundation to build from.
Ready to Start Planning Your Project?
The earlier the right team is involved, the more opportunities there are to make informed decisions about your budget, schedule and overall vision. Connect with Catalyst to learn how our preconstruction team can help set your next project up for success.
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