From emergency call-out to a delivered capital works program, on one connected cost record.
BlueTeam mobilized within 24 hours of Hurricane Michael, logging and pricing the emergency call-out on its own dispatch system. Once the scope moved from stabilization into a full reconstruction and capital-improvements program, with the hotel still operating, that program was priced and delivered in Methvin.
| Work category | Allowable | Committed | Status |
|---|---|---|---|
| Roof replacement | $1.00M | $0.85M | On budget |
| Building envelope | $1.20M | $1.05M | On budget |
| PIP / common areas | $1.50M | $1.62M | Variance |
| Furnishing upgrades | $0.80M | $0.60M | On budget |
| Demolition / dry-out | $0.26M | $0.26M | On budget |
What's on record
BlueTeam mobilized within 24 hours of Hurricane Michael. The emergency call-out was logged and priced on BlueTeam's own dispatch system. Once the job moved from stabilization into a full reconstruction and capital-improvements program, that program was priced and delivered in Methvin.
The hotel stayed open throughout. Roof replacement, building-envelope restoration, phased demolition and reconstruction, common-area remodeling and furnishing upgrades all had to be sequenced around live occupancy, while restoration scope and owner-driven PIP upgrades sat as distinct, trackable components of the same bill.
Project Profile · Hampton Inn
Hampton Inn Capital Improvements & Reconstruction
A $4.76M hurricane reconstruction and owner-driven PIP program, priced and delivered in Methvin after BlueTeam closed out the emergency call-out, without shutting the hotel.
Handing off from emergency response into a priced, deliverable program
BlueTeam's own system handled the call-out. Once the job moved from stabilization into full reconstruction, the commercial challenge shifted: price and deliver a program where the scope was still moving, the budget mixed two different funding sources, and the hotel never closed.
Scope that grew as work progressed
Construction around a live hotel
Restoration scope mixed with capital improvement
One program, one price, one delivery record
Scope → Estimate → Procurement → Cost Control, Connected
Once the capital-improvements and reconstruction program picked up from BlueTeam's emergency response, it was priced and run in Methvin, one structure from the first quantity through to the final account, rather than a separate spreadsheet for estimating, another for procurement and another for reporting.
First-principles estimating
- Roof replacement built from labour, plant, materials and production rates
- Full traceability into the number, not a lump sum
- Resources and production rates in one build-up
Digital takeoff
- Roofing, flooring, envelope and common-area quantities from drawings
- Live link to the estimate as scope is confirmed
- Quantities update as damage assessments evolve
Scope separation
- Hurricane-restoration scope kept distinct from owner PIP
- Same bill structure, separately comparable components
- Each dollar attributable to the right budget
Procurement
- Estimated requirement to committed supplier pricing
- Subcontracts without re-keying across systems
- Procurement connected to the estimate
Programme & scheduling
- Emergency protection through dry-out, demolition, reconstruction and remodeling
- Work sequenced around an occupied building
- Bill items tied to the Gantt
Job costing & cost vs allowable
- Budget, actual, claimed and paid quantities against approved allowables
- Restoration and capital-improvement scope tracked separately
- Variations and forecast to complete on the live record
Disconnected tools vs. one connected record
| Area | Fragmented approach | Connected platform |
|---|---|---|
| Takeoff | Separate Takeoff in separate files | Linked Digital takeoff linked directly to the estimate |
| Estimating | Rebuilt Estimate rebuilt in spreadsheets | Once First-principles estimate, built once |
| Budgets | Blended Restoration and capital-improvement costs blended together | Distinct Restoration and capital-improvement scope tracked as comparable components |
| Procurement | Independent Procurement tracked independently of the estimate | Connected Procurement connected to estimated requirements |
| Programme | Outside Programme managed outside the cost record | Tied Bill items incorporated into the Gantt programme |
| Reporting | Manual Reports assembled manually from multiple sources | Live Reporting drawn from the live project record |
Information moves through the project, it isn't re-entered
Estimate → Takeoff → Resources → Pricing → Procurement → Programme → Job Costing → Progress → Cost vs Allowable → Reporting.
- ✓Rapid emergency response paired with commercial control once the call-out closed out
- ✓Restoration and capital-improvement scope stayed separately traceable inside one budget
- ✓Digital takeoff connected physical scope to commercial value as damage assessments evolved
- ✓Cost vs allowable told the team whether they were still inside budget, not just what had been spent
- ✓The capital works program did not inherit a fresh set of spreadsheets from the emergency-response system
Hampton Inn Capital Improvements & Reconstruction
Cost vs allowable across the $4.76M capital-improvements and reconstruction program, restoration and PIP scope on one connected cost record.
| Work Category | Allowable ($) | Committed ($) | Variance ($) | Status |
|---|---|---|---|---|
| Roof replacement | 1,000,000 | 850,000 | +150,000 (Savings) | On budget |
| Building envelope | 1,200,000 | 1,050,000 | +150,000 (Savings) | On budget |
| PIP / common areas | 1,500,000 | 1,620,000 | -120,000 (Overrun) | Variance |
| Furnishing upgrades | 800,000 | 600,000 | +200,000 (Savings) | On budget |
| Demolition / dry-out | 260,000 | 259,200 | +800 (Savings) | On budget |
| TOTAL PROJECT | $4,760,000 | $4,379,200 | +$380,800 (Net Savings) | 8% Margin Achieved |
Key Takeaways
See how Methvin connects estimating, procurement and cost control
Whether it's emergency reconstruction, capital improvements, or a standard commercial build — one platform, one connected cost record.