KonradBeck did not start big. We incorporated in Newark, NJ in 2021 with a scheduling practice and a promise to report the truth, then added cost, earned value, risk and claims only when we could deliver them to that standard.
Every phase answered a question owners kept asking us. Each one made the next answer more reliable.
KonradBeck LLC was incorporated in Newark, NJ in 2021 by Yusuf Balogun, a scheduler and controls professional who had seen too many projects learn the truth too late. The first work was CPM scheduling in Primavera P6. The standard was set on day one: a schedule is only useful if it tells the truth.
An owner asked us to sit on their side of the table and tell them whether their contractor’s schedule could be believed. That engagement shaped the firm. Independent schedule review, monthly reporting to the owner and plain answers became the core of how we work.
Owners did not want a schedule in one report and a budget in another. We added cost estimating, cost management and earned value management, then tied them to the schedule through one data date. CPI, SPI and EAC joined the critical path in every executive report.
Clients asked two harder questions: how confident are we in this date, and who caused the delay we already have? We built a quantitative risk practice around Monte Carlo QSRA and a claims and delay analysis practice built on contemporaneous records, then put it all in dashboards leaders actually read.
Five years on, KonradBeck delivers fourteen controls capabilities across four sectors and twenty-two markets, from hospitals and data centers to managed lanes and housing programs. The practice is broader. The rule from the first schedule still runs every engagement.
A client from our first year would recognize how we run an engagement today. The data date that never slips, the field walk before every update, the call to the owner the week a risk appears. The tools grew. The habits did not.
Each addition answered a problem owners kept bringing us.
Owners were approving schedules nobody had tested. A sound CPM baseline in Primavera P6 became the base every other service is built on.
Contractor updates kept showing on-time completion while float quietly disappeared. Independent reviews gave owners a second opinion they could trust.
A schedule without cost tells half the story. Integrating budgets, commitments and earned value turned progress into a forecast.
Boards wanted to know how likely the date was, not just what it was. Monte Carlo QSRA put P50 and P80 dates and a priced contingency in front of them.
When delay turned into dispute, clients needed entitlement proven from the record. Time impact and windows analysis gave them that proof.
Good analysis buried in a 90-page report helps nobody. Dashboards and a one-page executive summary put the answer where leaders look.
A forecast is a promise to an owner, a board and a lender. We never shade it toward the answer someone hoped for.
When a forecast moves, we explain why, show the trend behind it and bring options for recovery.
We add a capability when we can staff it with people we trust, not when a brochure needs it.
Bring us your next program. You will get the people who grew this firm, and the same rule they started with.
