A subsidiary of HOCHTIEF Germany, Turner Construction Company averages 1,500 project per year equating to a US construction volume of $8 billion in 2010 delivered through 46 offices. Turner services include construction management, general contracting, consulting, construction procurement, insurance and risk management. Turner operates a number of national segment groups, which focus on a particular building type. These include Green Building, Healthcare, Justice, Pharmaceutical and Biotechnology, Public Assembly, Sports, Transportation and Aviation. Turner also offers several services including Turner Logistics and Turner Facilities Management Solutions (FMS).
From 2002 – 2006 Turner endeavored to grow a variety of business lines and services to include:
Healthcare – Turner’s strategy is to ensure that it is a leader in every vertical market it competes in and this must be consistent across each of their office locations / geographies. We hired Turner’s Practice Manager and subsequent Project Management team (up to 5) in 14 of their 46 offices where they did not have healthcare specific expertise.
Financial Management – In the wake of SARBOX, Turner’s CFO was looking to bring tighter and more consistent project controls, financial analysis, and strategic thinking across its 46 business units where each of the office General Managers had their own unique methods of deal making. We created a sourcing and qualifying strategy resulting in the hire of 22 Financial Managers, 2 Regional Managers, and 15+ financial analysis and controls professionals in less than 18 months.
Facility Management Solutions (FMS) – Turner’s reputation earned a privileged “white hat” owner representative status with clients. This brought Turner into the design, construction, commissioning, turnover, and building management process and they decided to build the FMS business to capitalize on this longer term perspective. FMS became the 360 degree feedback loop on Turner’s building effectiveness and consulted primarily with mission critical building prospects where the building’s performance is crucial to the business operations. A FMS team consisting of uniquely complex experiences needed to be hired incrementally in each US.
These mini-programs were in addition to other more traditional recruiting requirements requested to support traditional construction services in business units across the US (NY, CT, FL, TX, CA, IL, MI, OH, etc.)