Challenge
The owner of Overton Centre in Fort Worth, Texas planned a long-term renovation centered around a new amenity space and lobby upgrades. The goal was to differentiate the building from its competitive set, improve the tenant experience, and increase the long-term value of the property.
The planning process stretched over five years and included changes in architects, contractors, and internal decision-makers along the way. Making sure information did not get lost in the midst of these changes became challenging. In addition, throughout the process, the building needed to remain fully operational, with minimal disruption to tenants. The owner set clear expectations with the established budget, which meant there was little margin for mistakes or delays by the property management team.
Solution
HLC’s property management team worked closely with its in-house construction management team to ensure the owner’s objectives were met.
“What stood out was how aligned the team stayed throughout the process. Management, engineering, security, and contractors all operated from the same playbook, which helped minimize disruption for tenants and kept the project moving in the right direction,” said Tony Landrum, owner at Overton Centre.
This coordinated approach helped maintained clear communication across all parties, and ensure the vision for the project stayed intact.
Results
When construction was complete, the results reflected careful planning and consistent oversight. The final walkthrough showed high-quality finishes, minimal outstanding issues, and a space that aligned with the owner’s goals. Just as importantly, the building continued to operate effectively throughout the renovation, and based on recent surveys, the upgrades have improved tenant’s overall satisfaction with building amenities.
“By the end of the renovation, there was a real level of trust and confidence built with the HLC team. They stayed focused on delivering the overall project while never losing sight of the details, which is ultimately why we had very few punch list items at the end. The team didn’t wait for ownership to find issues; they looked at the construction through our lens. That’s the kind of management team you want,” said Landrum.
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