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Category: Projects £25-50m Name: Andrew Hurst Company: Laing O'Rourke Construction North Project: Quadrant Development, Manchester United Football Club, Old Trafford Contract: JCT 2005 with quantities |
Pressure was no problem for Andrew Hurst in this challengingly fast-track stadium extension. He never put a foot wrong despite the PR minefield of an already high-profile client, heightened media interest aroused by the Glazer takeover of Manchester United, and the well-publicised contemporary problems of the Wembley stadium project.
Having twice worked on Old Trafford, Andrew was already well placed as bid manager. He made his position unassailable by enrolling key supply chain partners to underpin an attractive and innovative bid in terms of programme, specification and price. He also engaged in detailed discussions with the preselected steel erector to fully integrate its critical works into the programme.
Fundamental to the success of this project was Andrew's development of an innovative solution to a complex technical problem.
The issue was how to sequence demolition of existing roofs and gables in the stadium to integrate the new extensions (essentially, infills of two of the stadium's corners). The client refused to accept any cut in income from the loss of existing seats (which it insisted had to remain protected from the weather) during construction work, so it looked as though demolition could begin only after the extension roofs were complete.
But Andrew minimised the consequences of these constraint by designing a lightweight temporary roof structure. He then demolished the existing roofs and gables, completed the new terrace structure and installed the temporary roof in the first 12 weeks of the project, which coincided with the football close season,
Not only did it solve the method, cost and programme issues, it also allowed Andrew to offer the client early use of the new seating. The resulting sale of 40,000 extra tickets over 10 events five months earlier than planned generated £500,000 of additional revenue.
Andrew set key goals for this scheme and used them to drive a team ethic based on integrity and honest communications. The strength of his relationship with the client and the consultants allowed him to reach agreement on the programme mitigation measures required by serious information delays and additional works. The result was delivery on time and to budget.
