When large-scale construction projects started to spring up across America, the companies commissioning them typically had full-size engineering staffs and large teams to manage outside construction companies. Over the last few decades, those days disappeared. As American business evolved to become leaner, more efficient and bottom-line focused, engineering departments were gutted. Left in their places were a couple beleaguered vice presidents, sometimes just one, to manage complex, multi-million dollar building projects – in addition to the normal challenges of their day jobs.

On a parallel track, JESCO Construction evolved in the other direction. We expanded our capacity to handle every facet of a construction job. Our ability to self-perform – do virtually any job in-house – became virtually unmatched among our peers. The resulting single-source responsibility gave clients – and the occasional beleaguered VP – the convenience of having one team to deal with. Whatever they needed, “A to Z,” they could ask us. Design changes. Budgets and schedules. Construction. Equipment installation. Maintenance. We leveraged our single-source capability to maximize quality, safety, and performance in our projects. It was a win-win business model.

Integrated divisions give JESCO Construction a big advantage in delivering projects on time and on the money. It gives our clients peace of mind because there’s much less to worry about.