From civil engineering to leveling up projects

Ron, a natural problem solver, brings his expertise to Daisy's Project Management team. In this interview, he dives into how the team's unique approach keeps projects on track and within budget. Ron shares their innovative strategy, including tying fees to the savings they generate for buildings. He also explains how their streamlined process provides transparency to boards, ultimately leading to healthier buildings and happier residents.
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Q: Can you tell us about your background and how you found your way Daisy?

A: To be honest, I've had a kind of winding path. I started out in civil engineering back in Israel, working on some big infrastructure projects. After moving to New York, I jumped into residential real estate development, which gave me a mix of experiences from construction management to dealing with city permits. I love solving problems, so when I came across Daisy, I was immediately drawn in. Daisy is tackling a big challenge - the broken property management industry! The project management and advisory role excited me because it seemed like a natural next step where I could leverage all my past experience to tackle interesting challenges.
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Q: So what exactly does the project management team do?

A: We see ourselves as more than just a project management team. Our function is really a marriage of an owners' rep and project management. We take a broad view of the project, always prioritizing what’s best for the owners.

The project management aspect is more of the tangible execution - managing contractors, keeping an eye on timelines, and making sure the actual work gets done right. But before a project even kicks off, and throughout its lifecycle, we're wearing our advisory hat. We're strategic partners providing insights and recommendations to help boards make informed decisions to get the best outcomes for the building and its residents.
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Q: What's the project management team's scope?

A: We're basically the Swiss Army knife of capital projects. We’ve managed everything from FISP, to elevator modernization, to roof replacements - you name it. We handle everything from assessing and scoping the project to planning stages right through to execution and closing. So that includes but is not limited to, developing project charters, risk evaluation, financial analysis, bid leveling, vendor management, and board communication.
In terms of project scale, we're equipped to handle a wide range from smaller-scale repairs costing $8,000 dollars to major capital improvements with budgets in the millions. 
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Q: How does Daisy's approach differ from traditional property management companies? 

A: There’s two big differences in our approach. First - we simplify the process for boards. While with other management companies you might be working with the project manager and the engineer directly, we bring the engineers into our fold (and every other vendor involved in the project) and we truly manage and become the singular point of contact to boards.

But what really sets us apart is our laser focus on value engineering and cost control. We've actually tied part of our fee to the cost savings we achieve for the building. It might sound crazy, but it means our interests are totally aligned with the building’s. 
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Q: How does Daisy's method help buildings save money? 

A: It's all about efficiency. When you've got one team handling everything, you cut out a lot of the back-and-forth that usually slows things down and drives up costs. We have one clear view of all aspects of the project - so we can spot potential issues early and address them before they become expensive problems. For example, in a recent FISP repair project, we managed to cut hard costs by 26% – that was $150K saved right there. We also saved another $50K by finding a smarter way to do a repair.
 

Q: What role does technology play in the team’s process?

A: It's pretty straightforward, really. We all work from the same platform, making communicating with boards and vendors a whole lot easier, which helps get projects done faster. And the boards can see exactly what's going on with their projects right in their dashboard
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Q: What's the most rewarding aspect of your job?

A: Hands down, it's seeing the impact we have. There's this moment when a project wraps up, and you can see the relief on the board members' faces. Knowing we've helped solve a problem that's been stressing them out for months or even years – that's a great feeling. 
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Q: If you had one piece of advice for board members starting a big project, what would it be?

A: If I had one piece of advice for board members starting a big project, it would be to ensure you have a project manager you can trust. A major construction project can be stressful, and you’ll need to make numerous decisions that could lead to decision fatigue. A reliable project manager can handle the heavy lifting and guide you through the process, making it as clear and manageable as possible.