Name: Lyndon Burrell
Employer: Wates Construction
Project: Oxford Jet New Business Aviation Terminal, Oxford
Contract: JCT 2005
Fast-track doesn’t get much faster than this. Given just 11 weeks to build an airport terminal, Lyndon Burrell had to hit the ground at the sort of speed that leaves scorch marks on the tarmac. With the completion date tied to an airshow where the new facility would be marketed, there was no room for manoeuvre on the programme.
Design development and commercial negotiations were far from concluded by the time of site start and they continued throughout much of the project. Heavily involved in developing the scheme, Lyndon pushed all the right managerial buttons in what must have seemed like a constant blur of activity.
The speed at which decisions were required meant he had to drive the team for solutions, overcoming issues immediately they arose. But most of all, Lyndon himself made two crucial decisions early on in the project.
The first was to involve the users, particularly flight operations, in the design process, so that the project would deliver what was really required. His initiative also gained user buy-in to give the airside notices, crane usage and airfield access required to deliver and install the project’s modular units.
His second key decision was that the absence of an M&E design co-ordinator was untenable as it had the potential to bring down the project altogether. He therefore persuaded the team to appoint a consultant, who worked to produce a set of employer’s requirements with the client and users.
Lyndon made quality a process that started with design and procurement and finished with site sign-off. To reduce damage to materials from double and triple-handling, he ensured that all deliveries were made on a just-in-time basis. He ordered temporary heating to create the right environment for the installation of materials. And aware of the potentially devastating impact on the programme of any reordering of items such as the travertine stone stops, he made a priority of finish protection.
Lyndon made a success of the strong and open relationships required across the project. And by championing openness and discussion, he ensured the whole supply chain felt it was being treated fairly, encouraging all parties to give their all for the completion date, particularly during the frenetic final four weeks of construction.