Two firms. One clear picture.
Owners increasingly want program management, engineering or CM teams with real project controls inside them, not bolted on. We team with engineering, CM, design and specialty firms where combined strength gives the owner a sharper team, and we put the terms in writing before the pursuit begins.
Partners who add something real.
- J1
Complementary capability
Engineering, design, construction management, cost consultancy or a specialty such as commissioning that pairs with our scheduling, cost, risk and claims work.
- J2
Local knowledge and relationships
Agency relationships, procurement experience and small business standing in the region where the program will be delivered.
- J3
Capacity to carry your share
Enough staff, insurance and financial footing to deliver your part of the scope. Mentor-protégé teaming can bridge the gap for growing firms.
- J4
Shared standards
A quality program, document control and reporting discipline that can run side by side with ours from day one.
The teaming agreement comes first.
Most joint venture trouble starts with terms that were never settled. We agree the important ones before we write a single proposal page.
Each party’s scope, key roles and percentage interest, set out clearly enough that each firm could price its share from it.
How professional liability, schedule commitments and fee risk are shared, and how profits or losses follow the participation split.
A management committee, the authority of the program lead, and a clear path for decisions that need both partners to agree.
Which partner provides key roles, and which scheduling, cost, document control and reporting systems the team uses.
Obligations to the owner, indemnity between partners, and the professional and general liability program that covers the work.
Escalation steps, dispute resolution and what happens if a partner cannot perform. Better written down than argued about later.
From pursuit to closeout.
A joint venture works only if it runs as one team. Here is how we take one from first conversation to final accounting.
We compare the opportunity, each firm’s strengths and the owner’s selection criteria. If it is not a fit, we say so early.
Scope split, risk allocation, governance and pursuit costs agreed and signed before proposal work begins.
One proposal team, one fee and one approach. Interviews staffed by the people who will do the work.
A single team under one program lead, with one schedule, one cost report and one monthly executive report.
Final deliverables, record handoff and a transparent final accounting that settles the venture cleanly.
What co-venturers can expect.
The same commitments on every engagement, in every market, whatever the size of your firm.
- Terms
- Clear terms, agreed up frontFee splits, cost reimbursements and partner billing rates are defined in the joint venture agreement, and venture accounts are open to both partners.
- Standards
- One method on every programShared scheduling standards, cost coding, QA checks and report templates, so every deliverable that carries our name holds up to scrutiny.
- Communication
- Straight answers, earlyRegular management committee meetings, shared schedule and cost reports, and no surprises at month end.
- Growth
- Mentoring for emerging firmsFor emerging firms, a mentor-protégé joint venture can be a route to larger programs, supported by the Rising Controls Professionals program.
Joint venture questions.
What kinds of pursuits do you take on as a joint venture?
Usually large or complex programs: transportation corridors, airports, water and energy programs, and major public building programs, where owners want program management or CM with strong controls built in.
Do you form joint ventures with smaller or emerging firms?
Yes. Mentor-protégé and small business teaming can give growing firms a real role on larger programs. We size the share to the firm’s capacity and support it through the work.
Who leads the joint venture?
It depends on the program and the owner’s requirements. The teaming agreement names the managing partner, the program lead and the decisions that need both partners.
Do you also team as a subconsultant?
Yes. Not every pursuit needs a joint venture. We often join engineering and CM teams as the controls subconsultant, with scope and terms agreed in writing.
How do I start a conversation?
Email partnership@konradbeck.com with the opportunity you have in mind and what your firm brings. A member of our leadership team will follow up.
Stronger together on the big ones.
Have a pursuit in mind? Tell us the program, the timing and what your firm brings, and we will tell you plainly whether we fit.