is encountered,” Andrew explains. “This most often results in wasted material, wasted labour and a delayed schedule, all of which cost the client money and time. Change orders happen, not because the clients didn’t know what they wanted, but because they didn’t know what they were agreeing to. The average person isn’t able to look at a set of blueprints and visualize the represented space and all of its details and complexities three dimensionally.” Verto360, on the other hand, doesn’t expect clients to read, understand and approve flat, two dimensional blueprints. Instead, they supply them with 3D renderings, real time fly-throughs or videos and immersive virtual reality simulations. They create a “true digital twin” of what they are going to build, so clients – and other stakeholders, like contractors – can accurately envision the end-product. Verto360’s rigorous, technology-powered design approach also enables them to give clients precise quotes, often down to the penny. That approach – when combined with the efficiency of their manufacturing process, and the limited time technicians need to spend on site to conduct the install – also means they can calculate timelines very accurately. “The ‘Verto Approach’ gives clients a start to finish timeline that isn’t a guess or an estimate,” Andrew says. “It’s the result of a design-build process so thorough and exact that we can accurately say your project will take this amount of time to manufacture and install.” “Project delays are costly. The Verto Approach diminishes potential delays by focusing on efficiencies and investing energy at the right moments in the design and construction management process. By experiencing their design in virtual reality, our clients know how their space is supposed to look and feel like when it’s built. This reduces change orders resulting from midproject design changes due to miscommunications, design flaws, or other encountered project constraints.” Recently, Andrew looked back at the company’s last 18months of business to try to figure out what their change order rate was as a percentage of their sales. He discovered the figure was about 1.5 per cent. “From everything that I’ve learned about the construction industry in general, I know that change order rates usually hover around 20 to 25 per cent,” he says. “So that’s quite the difference.” At first glance, Verto360’spricing may look more expensive than building conventionally, but Andrew points out how misleading that can be when you consider the above statistic. “On a conventional job, if you budget $10 million for a buildout, you can expect to spend another $2 million to $2.5 million in change orders throughout the process. That’s a pretty hefty premium to have to pay.” “Now we get compared to the initial number at the beginning, that $10 million,” he says. “But that’s not an apples-to-apples comparison. Because when we say $10 million, we really mean $10 million. That’s what the client spends at the end of the day. That’s because of our technology – the ICE software is that precise and that accurate. When our solution shows up on site, there’s very rarely anything that needs to be changed.” MAY 2022
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