Define
Objectives, constraints, URS, business case. If the board cannot see why the money is spent, we do not start the design.
Project management
Capital work that respects the process.
Food and drink plants, industrial buildings, and refurbishments fail in the same place: the project is treated as a construction job while the factory is treated as a given. We run both. Production is a constraint in the programme, not a hope.
One programme. New build, plant, or a live refurbishment.
Specialist food contractors sell turnkey factories. National PM houses sell governance. Operators often need a third thing: a named project manager who can write a URS, sit in a FAT, appoint under CDM, and still talk to the board about money.
That is this practice. Engineering background, APM membership, SMSTS. The work is industrial and construction — not a PMO slide pack with no one on the floor.
- Keep the line running Phasing, isolations, weekend windows, temporary routes. Downtime is designed and priced, then defended.
- CDM without theatre Principal Designer and Principal Contractor appointments that match the job. SMSTS-led site control, not a folder for the audit.
- Kit that meets the URS Specification, tender, FAT, PUWER, install, train. Performance is a deliverable, not a supplier promise.
- Commercial grip Baseline, change control, contractor packages, board rhythm. Forecast versus actual — not a surprise at practical completion.
Scope
What we will own.
Design and buy
Discipline coordination, specifications, tender, and contracts. Vendors are managed against the URS, not their brochure.
Build
Site, CDM, quality, neighbours, and the existing operation. Integration of civils, process, and services as one sequence.
Commission
Test protocols, training, handover, and sign-off from operations, engineering, and hygiene — not just the contractor.
Delivered
Industrial, not hypothetical.
New build
Keg store, five-year hold
Capacity-led design, CDM appointments, contractor control, Gantt and budget to the board. Built for growth, not for a photograph.
Process
Two vacuum packing machines
Scoping, tender, FAT, PUWER, removal of old kit, install, operator and hygiene training, throughput demonstrated.
Refurbishment
On-site retail, brand and layout
Marketing and shop as one client. CDM across trades, tender, contract, handover. Live site, finished space, no romance about “minimal disruption” — disruption was planned.
If you have a programme, send the constraint first.
Dates you cannot move, rooms that must stay in production, and the outcome the board has already bought. contact@stevejmartin.co.uk