As Turton Bond continues to grow, Darren’s senior leadership role will further strengthen the company’s national presence and reputation within the industry as a best in class Project and Cost Management service provider.

About Turton Bond

Founded by Will Turton and Chris Bond, Turton Bond is a non-traditional construction consultancy offering specialist cost & project management services to a broad range of blue-chip and Fortune 500 clients.

Utilizing our extensive combined experience within the industry, we provide our clients with a first class, modern and tailored service enabling cost savings, process flow efficiencies and industry best practice. Our focus is to help our clients gain the maximum value out of their projects, while minimizing risk and providing a best in class work product that is both accessible and understandable.

Having previously worked for several large-scale consultancy services over the past two decades, founding partners Will Turton & Chris Bond feel strongly that things can and should be done differently.

Our team is a dynamic mix of professionals with specialist knowledge across a broad spectrum of sectors throughout the construction industry. We aim to improve the overall delivery of cost and project management through the embracing of technology and innovative ideas.

While our core business was founded on Cost Management, we have always worked alongside Project Managers, so it was only natural that we would establish our own internal Project Management team. This brings a natural cross-pollination of skill sets and opportunities, whereby we can offer clients both of these vital services under the same umbrella of Turton Bond.

Like any other consultancy, we will only continue to be successful as long as we maintain our clients’ trust and meet their evolving needs. Therefore, we were understandably initially cautious to not over-promise on our capabilities and potentially dilute the quality of service our clients were used to. As a result, we made a number of strategic hires and have built the team with recognized expertise and talent from the industry. This approach has been vindicated by the number of successful projects already delivered to date, and the continued growth and achievements of our PM team.

Approach to Project Management:

Our belief is that innovation starts at the earliest stages of the project cycle. For example, Agile methodologies have seen wider adoption in the technology space, particularly in the government sector. While Agile can be beneficial for more tech focused projects, construction projects are largely managed using a more traditional waterfall framework. The conventional construction project cycle is often linear, and follows a familiar pattern: gather requirements, design the space, build the project. With that said, most people with experience managing projects would agree that the process of gathering requirements and finalizing scope is anything but straightforward.

Identifying all necessary stakeholders, balancing conflicting requirements, and establishing a cohesive plan is complicated and time consuming, to say the least.

Through the use of digital project management tools such as Smartsheets, Trello, and others, scope requirements can be compiled, prioritized, and tracked on tools such as a Kanban board.

This, combined with other Agile techniques such as sprint sessions and retrospectives, allows for a more comprehensive approach to managing the complexity of a project scope. Turton Bond has been employing these methods not only for our clients, but also for our internal initiatives.

Our Project Management team has the benefit of leveraging Turton Bond’s in-house Cost Management team to drive project cost savings and value adds, improve the overall bid-leveling process (i.e. integrating the pricing and technical components of bids), and validate change orders against both cost and scope baseline metrics.

Our Goal / Key differentiators:

Our ultimate goal as a business remains to become a trusted leader and best in class in the field of Project and Cost Management. In order to answer the question of how we go about achieving this, our first step was to ask “how do we distinguish ourselves in a crowded industry”? Construction project management is a traditional field with a number of established players with considerable resources and experience. Our key points of differentiation can be condensed into three primary considerations:

• • Thoughtful Incorporation of Technology
  • Technology, specifically cloud-based tools, is nothing new to the industry. At each stage of the project lifecycle, we are looking to determine the most effective method for incorporating technology into our workflow, including sufficiently featured programs/applications that may not exist yet.

• • Alternative Methodologies
  • As mentioned above, elements of Agile methodology can benefit construction projects, particularly in earlier planning stages. It’s important to consider here that these techniques are intended to augment, but not necessarily replace, existing methods and best practices.

• Flexible Approach
• Conventional construction projects in the US involve a design-bid-build timeline, in which the design is developed prior to onboarding a general contractor. With that said, we are currently working with clients using a progressive design-build process, which involves onboarding both the architect and general contractor early on in the project. 

We believe that our creative flexibility, passion for new technologies, and innovative approach to project management are all fundamental to our success in this challenging and evolving environment. 

If you are interested in learning more about our Project Management services please reach out to Bobby Canner – [email protected] or Rebecca Jones – [email protected]

While our core business was founded on Cost Management, we have always worked alongside Project Managers, so it was only natural that we would establish our own internal Project Management team. This brings a natural cross-pollination of skill sets and opportunities, whereby we can offer clients both of these vital services under the same umbrella of Turton Bond.

Like any other consultancy, we will only continue to be successful as long as we maintain our clients’ trust and meet their evolving needs. Therefore, we were understandably initially cautious to not over-promise on our capabilities and potentially dilute the quality of service our clients were used to. As a result, we made a number of strategic hires and have built the team with recognized expertise and talent from the industry. This approach has been vindicated by the number of successful projects already delivered to date, and the continued growth and achievements of our PM team.

Approach to Project Management:

Our belief is that innovation starts at the earliest stages of the project cycle. For example, Agile methodologies have seen wider adoption in the technology space, particularly in the government sector. While Agile can be beneficial for more tech focused projects, construction projects are largely managed using a more traditional waterfall framework. The conventional construction project cycle is often linear, and follows a familiar pattern: gather requirements, design the space, build the project. With that said, most people with experience managing projects would agree that the process of gathering requirements and finalizing scope is anything but straightforward.

Identifying all necessary stakeholders, balancing conflicting requirements, and establishing a cohesive plan is complicated and time consuming, to say the least.

Through the use of digital project management tools such as Smartsheets, Trello, and others, scope requirements can be compiled, prioritized, and tracked on tools such as a Kanban board.

This, combined with other Agile techniques such as sprint sessions and retrospectives, allows for a more comprehensive approach to managing the complexity of a project scope. Turton Bond has been employing these methods not only for our clients, but also for our internal initiatives.

Our Project Management team has the benefit of leveraging Turton Bond’s in-house Cost Management team to drive project cost savings and value adds, improve the overall bid-leveling process (i.e. integrating the pricing and technical components of bids), and validate change orders against both cost and scope baseline metrics.

Our Goal / Key differentiators:

Our ultimate goal as a business remains to become a trusted leader and best in class in the field of Project and Cost Management. In order to answer the question of how we go about achieving this, our first step was to ask “how do we distinguish ourselves in a crowded industry”? Construction project management is a traditional field with a number of established players with considerable resources and experience. Our key points of differentiation can be condensed into three primary considerations:

• • Thoughtful Incorporation of Technology
  • Technology, specifically cloud-based tools, is nothing new to the industry. At each stage of the project lifecycle, we are looking to determine the most effective method for incorporating technology into our workflow, including sufficiently featured programs/applications that may not exist yet.

• • Alternative Methodologies
  • As mentioned above, elements of Agile methodology can benefit construction projects, particularly in earlier planning stages. It’s important to consider here that these techniques are intended to augment, but not necessarily replace, existing methods and best practices.

• Flexible Approach
• Conventional construction projects in the US involve a design-bid-build timeline, in which the design is developed prior to onboarding a general contractor. With that said, we are currently working with clients using a progressive design-build process, which involves onboarding both the architect and general contractor early on in the project. 

We believe that our creative flexibility, passion for new technologies, and innovative approach to project management are all fundamental to our success in this challenging and evolving environment. 

If you are interested in learning more about our Project Management services please reach out to Bobby Canner – [email protected] or Rebecca Jones – [email protected]

While our core business was founded on Cost Management, we have always worked alongside Project Managers, so it was only natural that we would establish our own internal Project Management team. This brings a natural cross-pollination of skill sets and opportunities, whereby we can offer clients both of these vital services under the same umbrella of Turton Bond.

Like any other consultancy, we will only continue to be successful as long as we maintain our clients’ trust and meet their evolving needs. Therefore, we were understandably initially cautious to not over-promise on our capabilities and potentially dilute the quality of service our clients were used to. As a result, we made a number of strategic hires and have built the team with recognized expertise and talent from the industry. This approach has been vindicated by the number of successful projects already delivered to date, and the continued growth and achievements of our PM team.

Approach to Project Management:

Our belief is that innovation starts at the earliest stages of the project cycle. For example, Agile methodologies have seen wider adoption in the technology space, particularly in the government sector. While Agile can be beneficial for more tech focused projects, construction projects are largely managed using a more traditional waterfall framework. The conventional construction project cycle is often linear, and follows a familiar pattern: gather requirements, design the space, build the project. With that said, most people with experience managing projects would agree that the process of gathering requirements and finalizing scope is anything but straightforward.

Identifying all necessary stakeholders, balancing conflicting requirements, and establishing a cohesive plan is complicated and time consuming, to say the least.

Through the use of digital project management tools such as Smartsheets, Trello, and others, scope requirements can be compiled, prioritized, and tracked on tools such as a Kanban board.

This, combined with other Agile techniques such as sprint sessions and retrospectives, allows for a more comprehensive approach to managing the complexity of a project scope. Turton Bond has been employing these methods not only for our clients, but also for our internal initiatives.

Our Project Management team has the benefit of leveraging Turton Bond’s in-house Cost Management team to drive project cost savings and value adds, improve the overall bid-leveling process (i.e. integrating the pricing and technical components of bids), and validate change orders against both cost and scope baseline metrics.

Our Goal / Key differentiators:

Our ultimate goal as a business remains to become a trusted leader and best in class in the field of Project and Cost Management. In order to answer the question of how we go about achieving this, our first step was to ask “how do we distinguish ourselves in a crowded industry”? Construction project management is a traditional field with a number of established players with considerable resources and experience. Our key points of differentiation can be condensed into three primary considerations:

• • Thoughtful Incorporation of Technology
  • Technology, specifically cloud-based tools, is nothing new to the industry. At each stage of the project lifecycle, we are looking to determine the most effective method for incorporating technology into our workflow, including sufficiently featured programs/applications that may not exist yet.

• • Alternative Methodologies
  • As mentioned above, elements of Agile methodology can benefit construction projects, particularly in earlier planning stages. It’s important to consider here that these techniques are intended to augment, but not necessarily replace, existing methods and best practices.

• Flexible Approach
• Conventional construction projects in the US involve a design-bid-build timeline, in which the design is developed prior to onboarding a general contractor. With that said, we are currently working with clients using a progressive design-build process, which involves onboarding both the architect and general contractor early on in the project. 

We believe that our creative flexibility, passion for new technologies, and innovative approach to project management are all fundamental to our success in this challenging and evolving environment. 

If you are interested in learning more about our Project Management services please reach out to Bobby Canner – [email protected] or Rebecca Jones – [email protected]