Stelic

The org-chart question we get from every project controls candidate: how many layers between me and the people who actually know this work? At most firms the answer is three or four. The seniors who defended schedules in dispute rooms are now in management, and you reach them through a manager who reaches them. At Stelic the answer is close to zero. Our EVPs and VPs still run P6, still walk sites, still sit across from owners. When you hit a problem you have never seen before, the person who has seen it is one message away, not one reorg away. That is not a perk. It is the training model. You learn project controls the way it was always learned, next to someone doing it, on a live project, with real consequences. If that is how you want to learn the trade, we are growing across scheduling, cost, and risk.

You built the dashboard. Color coded, auto refreshed, filters for everything. And the last person who actually opened it was you. That's the episode. Taylor Moore, VP at Stelic, spends his days on life sciences projects where the reporting stakes are real: pharma and biotech schedules don't forgive a missed signal. He's seen both ends of it, dashboards that a project team checks before every decision, and dashboards that became expensive wallpaper the week after launch. In "The dashboard nobody reads," we get into: Why more data usually makes reporting worse, not better What actually earns a team's trust in a report How to tell the difference between a dashboard that drives a decision and one that just fills a status meeting If you run project controls or own reporting on a capital program, this is the conversation to put on during your commute. New episode of As Planned is live today. Listen wherever you get your podcasts, links in the comments.

A pharma project is not a commercial building with cleaner floors. The schedule is a different animal, and it is the part owners underestimate most. On a commercial build, substantial completion is close to the finish line. On a life sciences facility, mechanical completion is where the hard part starts. Then comes commissioning, qualification, and validation. IQ, OQ, PQ. The building can be done and the facility still cannot make product, because the process has not been proven to the standard a regulator will accept. What that does to a schedule: Validation activities carry logic that construction teams routinely underestimate, because the constraint is documentation and repeatable results, not trades. A slip in mechanical completion does not just move the end date. It compresses the validation window, and validation is the one window you cannot safely compress, because that is the record the regulator reads. Owners who schedule life sciences work like commercial work find the difference in the last ninety days, when there is no float left to give. If you build these facilities, the schedule discipline is the differentiator, not the concrete. What is the validation surprise that has burned a schedule you worked on?

We're hiring Senior Project Schedulers, and you can do the job from anywhere. This role is remote-first, with a Milwaukee hub if you want it, and travel to a project site as the work calls for it. At Stelic, remote does not mean off to the side. Our EVPs and VPs run P6, walk sites, and sit in owner meetings, and you work next to them, not under them. The schedule you own is a real one on a live project, with a direct line to the person accountable for it. Not in scheduling but in project controls? We are also growing our remote cost and analyst bench. Send your resume anyway. When new projects land, we move fast.

We know, Taylor. Somewhere north of 40 times in one recording, Taylor Moore said "you know." So we did what any respectful team would do: cut every single one into a montage. You know, you know, you know… We know, Taylor. We know. Here's what he actually knows though. As a VP at Stelic working with life sciences clients, Taylor has watched a lot of project dashboards get built, get admired, and then get ignored. That's the whole subject of Thursday's episode: "The dashboard nobody reads." Why so many reports end up as expensive wallpaper, and what separates a dashboard that drives a decision from one that just fills a status meeting. The real episode drops Thursday. The "you know" count does not carry over. Follow so you don't miss it.

Most recruiting works like this: you apply, you never hear back, the position gets filled, that's it. On this week's As Planned, VP of Operations Alex V. explained why Stelic runs it differently: "Even if we can't fill the position today, we like keeping you warm. We'll always keep you engaged for other positions that might open up in the future." There is a business reason behind the courtesy. Clients call saying they are building a multimillion dollar facility and need people yesterday. The firms that can staff that call are the ones with a warm bench already built, not the ones that start sourcing the day the contract lands. If you are in project controls and want to be on that bench: https://lnkd.in/eZNk95AQ

Remote-first, up to 25% travel to a project site in Northern New Jersey. We're hiring a Senior Project Scheduler. Here's what senior schedulers tell us about big firms: the schedule turns into a reporting exercise. You update the file. Someone else walks the site. Someone else sits with the owner. Not here. At Stelic, the people above you still run P6, still walk jobs, still sit across from owners. Your first assignment is a GMP-regulated life sciences build. You own the integrated CPM schedule from mobilization through construction and CQV closeout. The schedule drives decisions, and you're in the room when it does. Day one you get a real project, a real schedule, and the person who built the last one a call away. Apply at https://lnkd.in/eJEz-c8C Not an exact fit? We're growing across every discipline. Send your resume anyway.

The monthly schedule update is the most under-reviewed document on most capital projects. Here is the uncomfortable mechanics. Every update the contractor submits is a claims exhibit in waiting. Logic changes, resequenced work, float consumption, actual dates. If the owner's team approves updates without reviewing them, they are accepting the contractor's version of project history, one month at a time. Then a delay lands, and the owner discovers the record they need to push back was signed off twelve times without anyone reading it. Three questions to ask of every update before it gets accepted: What logic changed since last month, and why? Where did float go, and who consumed it? Do reported actuals match what the site actually shows? None of this requires special software. It requires someone whose job is to ask. Most projects do not have that person. If you are an owner approving monthly updates without an independent review, you are not tracking the schedule. You are notarizing it.

We are #hiring!