Coordinating a project like the Kentucky Exposition Center (KEC) is like directing a symphony. Every player has a part, and timing is everything.

With multiple buildings, active events, and thousands of guests moving through the campus, delivering a project of this scale requires alignment, communication, and trust—supported by a delivery model designed to reduce risk and accelerate project outcomes.

The Commonwealth of Kentucky Finance and Administration Cabinet’s Division of Engineering and Contract Administration determined early that the Construction Manager + General Contractor (CMGC) delivery method would best support the success of the KEC project. That decision allowed the project team to bring construction expertise into the process earlier than traditional delivery methods. Calhoun Construction joined Schmidt Associates, HKS, and the broader design team early—forming a unified strategy focused on the owner’s best outcome and stronger team trust.

Why CMGC Works

The CMGC model brings everyone into alignment from design through delivery. With early partnership, the team can make smarter decisions faster and stay focused on delivering results that matter to the owner.

Here’s how it works:

1. Align Scope and Budget Early

• Set clear expectations for building systems and infrastructure
• Avoid surprises by resolving scope gaps before bid day
• Balance performance and cost with trade partner input during design

2. Plan the Site Strategically

• Coordinate site access and safety before construction starts
• Minimize disruptions to ongoing operations
• Give subcontractors clarity so they can plan more efficiently

3. Accelerate the Schedule

• Start work sooner with early bid packages for demolition or utilities
• Plan ahead for long-lead materials and equipment
• Keep the project moving with phased delivery aligned to real-time needs

The power of the CMGC model lies in the clarity it brings to the early phases of a project, when decisions have the greatest impact on cost and schedule.

“Our role during preconstruction is to replace uncertainty with data. By bringing trade partners and real-time market intelligence into the design process, we help the owner make informed decisions long before construction begins.”

Seth Cook, Project Executive, Calhoun Construction Services

Early Budget Alignment

At KEC, early coordination set the tone. Schmidt Associates led the design team in developing bid package strategies while Calhoun Construction engaged trade partners to evaluate material and methodology options. By gathering data and feedback, the team has been able to save the owner millions via cost-saving substitutions that maintained quality while reducing spending.

By involving key partners early and sharing accountability from the outset, the team mitigated risk, resolved scope gaps proactively, and avoided expensive surprises later in the process. In total, this early alignment saved $16 million without sacrificing the project’s design integrity.

“The greatest value of early construction manager involvement is clarity. When the owner understands cost, schedule, and constructability early, decisions become strategic instead of reactive — and that’s where the real savings occur.”

Seth Cook, Project Executive, Calhoun Construction Services

Smart Change Orders

Most owners brace for increased costs when changes arise during construction. But thanks to the CMGC structure and a tightly aligned team, change orders at KEC created even more savings.

As the project progressed, Calhoun Construction continued identifying ways to reduce costs by working closely with the design team’s construction administrators to find solutions that benefited the owner. Because the CM was engaged under a preconstruction agreement with shared accountability, they shared in the authority and provided helpful insight with meaningful adjustments as conditions evolved—not just after problems appeared.

This shared commitment to value led to innovative decisions that prioritized the owner’s long-term benefit. Instead of reactive fixes, every challenge became an opportunity for creative problem-solving.

Faster Schedules With Early Demo

The CMGC model also enabled an agile, accelerated project schedule. With Calhoun Construction involved early, the team didn’t have to wait for a complete set of construction documents before beginning demolition. Instead, they phased the work—starting demo on existing structures, while design continued on new ones.

This flexibility allowed the project to move forward faster and positioned the owner to begin operations sooner—a direct financial benefit that accelerated revenue generation.

“The sooner we can turn the building over, the sooner they can start generating revenue. That’s a huge win.”

Ben Simmons, principal-in-charge + KEC project manager

Logistics That Keep Operations Moving

The KEC campus remains active throughout the project, so thoughtful site planning was essential. Calhoun Construction, Schmidt Associates, and the broader team coordinated early with the owner and key stakeholders to develop a detailed site management plan.

“We looked at everything—truck access, fencing, work zones, pedestrian flow,” Simmons said. “That planning allowed the owner to maintain operations, and gave them time to coordinate things like tenant parking.”

By communicating early and clearly, the team prevented disruptions and supported a smooth experience for staff, visitors, and event organizers—minimizing revenue loss and operational risk during construction.

One Team, One Goal: Trust That Drives Results

The CMGC model doesn’t just promote coordination—it reshapes relationships. At KEC, bringing Calhoun Construction to the table early turned the contractor into a strategic partner, not just a service provider. That unity, combined with a broader coalition of Owner Representatives designers, consultants, and trade partners, created a culture where every decision was guided by one question: “What’s best for the owner?”

“Building trust early in a project’s lifecycle is like an investment with compounding interest—the longer the team works together, the more dividends it pays. Trust with a CM diffuses situations that, in a traditional model, are often tense and guarded. When the CM, design team, and owner trust that everyone is acting in the owner’s best interest, it creates a culture of transparency where issues surface early and are solved collaboratively—often in hours or days, instead of weeks or months.”

Andrew King, Schmidt Associates, construction administrator

As servant leaders, Schmidt Associates helped foster that culture—guiding conversations, protecting the owner’s priorities, and building the trust that made collaboration possible.

Why This Matters

At Schmidt Associates, we believe success is rooted in shared responsibility—and in being a true partner to the owner. The CMGC model reinforces that belief by inviting every stakeholder to the table early and empowering them to make informed, strategic decisions together.

The results speak for themselves: 

• $16 million saved before construction began
• Faster schedule through phased demo and early procurement
• Fewer surprises and smoother construction
• Stronger relationships and long-term value for the owner

When teams are aligned from the start and empowered to collaborate fully, buildings don’t just go up—they deliver results that last.

Feeling pressure to stretch your budget, manage stakeholders, or move faster?
Let’s talk about how a collaborative approach like CMGC can reduce risk, save time, and create lasting value for your next project.