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JRM Construction Management Turns 10: Shining with “Client-First” Approach
August 01, 2017
Celebrating its 10th anniversary this year, JRM Construction Management has carved a niche for itself as a construction management and general contractor supremely focused on satisfying the expectations and timeline requirements of its clients. It’s this dedication to a “client-first” approach that has allowed the firm to secure and retain long-term clients, including some of the top retailers, financial investment and law firms, prestigious schools, Fortune 500 companies and more.
“JRM Construction was founded in April 2007 as an open-shop company, which was a trend-setting move at that point in time. We knew that open-shop was the path for New York City and wanted to be at the forefront of the movement, “ said David G. McWilliams, partner and CEO of JRM. “ While we take on far more union than non-union projects, remaining open-shop has allowed us the flexibility to work on a diverse array of jobs for a variety of clients.”
Focusing primarily on large-scale interiors, one of JRM’s first major projects was the Discovery Center Times Square on behalf of Running Subway Productions—a project the team was able to complete in just 17 weeks. Following, JRM was also retained by Running Subway for its One World Observatory project. Since then, the firm has gone on to work on landmark projects including the headquarters for Etsy, Sony and Squarespace, as well as the recently completed Coach headquarters at Hudson Yards; and the build-out of Smythson of Bond Street’s flagship retail location, which was completed on an accelerated nine-week timeline.
“Efficiency is the name of the game in construction management,” said Joseph Romano, partner and president of JRM. “A client wants to know that you’ve done everything you can to complete a project on time, and they look for a contractor that respects not only their time, but them bottom line as well. That’s one of the things our team has really excelled at over the years, which has allowed us to keep these long-term relationships.”
It’s also that level of efficiency and respect for client needs that has allowed JRM to grow over the years. Starting out with 10 employees, the firm now stands 270-strong and has increased annual revenue by 500 percent over the years. Internal growth has also led to an increase in capabilities, allowing JRM to take on projects larger in size and scope. Whereas in 2007 the company took on projects from $1,000 to $10 million, JRM now works regularly on projects well in excess of $100 million.
JRM has also initiated geographical growth, having opened an office in Costa Mesa, CA, in 2016 to join its existing offices in New York and Parsippany, N.J. Originally opened as an additional way to serve the needs of the firm’s existing New York clientele, the California office has begun to develop its own West Coast-based business.
For JRM, efficiently meeting client expectations and timelines does not come at the expense of an overworked, under-supported staff. A significant portion of the company’s clients-first approach is dedicated to ensuring employees have the resources, time and training needed not only to do a job well, but to continue to grow within the company.
To that end, the firm is currently focused on growth in recruiting and employee training with the goal of continuing to develop a strong, robust team that will, in turn, support further growth for JRM in its client roster and areas of expertise—including preconstruction, construction management, general contracting, construction services, design build and green building—as well as the potential for growth into new service areas.
“Our primary objective is to build the business around our stellar employees and clients, creating the right mix of talent and client roster to support a controlled, efficient growth strategy,” added McWilliams. “We’re extremely happy where we are right now, and we look forward to continuing to build our legacy as a company that affords growth from within, giving our team a home and a place to put their stake in the ground for the long-term.”