Andrew Becker
in Connect on LinkedIn
Large-scale capital projects demand a seamless transition from initial planning to practical, real-world execution. Navigating this pathway effectively requires a disciplined focus on configuration, costs and hardware to identify the right projects early and capture their maximum value.
Andrew Becker, director of process technology at Burns & McDonnell, leads a team dedicated to helping clients bridge the gap between strategy and engineering execution. He describes his team’s approach to project development and how early engagement helps de-risk capital investments.
Q: How does your team approach initial concepts and planning stages to position projects for success from day one?
A: Projects are hard, and finding an economical project isn’t as simple as just deciding to build something. We start by using estimating as a strategic tool for decision-making, which is very different from using it for project controls.
We apply appropriate rigor to our early estimates to support a client’s crucial decisions. We work to truly understand what is special or unique about the project. This design basis, formed around its core competitive advantage, is what keeps the scope in bounds and focused on what will drive the most value. And we do all of this with constructability in mind from the start.
Q: What makes your team’s approach to projects different from a typical engineering firm or a pure consulting group?
A: We focus on finding the right project for a client because we understand the essential mix of configuration, capacity, technology, market dynamics and the realities of capital project execution.
Many firms have project teams that are excellent at taking a scope of work and engineering construction documents but don’t have the deep exposure to the market forces and configuration options that make a project competitive. Or consulting firms might provide a high-level market strategy but lack the practical, in‑the-trenches knowledge of how a complex facility gets designed and built.
We bridge that gap. Our team structure sees that from day one, we are focused not just on the engineering and construction, but also on how the project drives our client’s competitive advantage, what options are available, and how the project can be executed safely and predictably. Our team balances these often-conflicting drivers based on the phase of front-end development.
Q: Your team has a reputation for world-class process facility project development. What’s the “secret sauce” behind your success?
A: Each time it’s a unique recipe based on concept, site, execution strategy and owner economic objectives. Our team brings creative solutions and methods that are tailored to the specific objective and client needs. We find that creativity and flexibility are key differentiators.
