Experience on government projects includes work as a Senior Project Planner for Bechtel on both nuclear and fossil power plants as well as in the logistical planning of the design and construction of a small new city in Borneo. A subsequent important career point was responsibility as a Vice President of a consulting firm for the workout of 22 projects of a single contractor with a bonded value of $1.3 trillion in 2017 dollars for Travelers.  Those projects included the Advanced Waste Water Treatment Plant for Las Vegas, the renovation of Launch Pad 39B at the Kennedy Space Center and numerous other public projects including a Navy hospital and a biological research facility. That experience lead to a request for an article published by the UN Development Forum.

Campus Office Complex, Gladstone NJ

Steven Hall provided the management, coordination and analysis of extensive studies that were required to initiate the start of this innovative 500,000 square foot award winning campus office project in a rural environment on a 50 acre site. All federal, state and local regulations were carefully evaluated and observed. A complicated approval process was programmed and executed on a critical path schedule. 

The project included a grade separated interchange on a state highway. Poor subsurface conditions unexpectedly appeared just prior to excavation for the buildings. An elaborate field engineering program was devised for grouting of limestone cavities and the design of the pile caps as each pile was driven for the foundation system. 

Management included 22 consultants that were directly and independently contracted to the Owner and formed into an effective team. Project management coordinated the respective work of each at weekly project meetings and with daily communications. 

A construction manager was selected at the end of the analysis of proposals from several pre-qualified construction managers. The project then proceeded on a "fast track" with simultaneous design and construction. Project, cost and schedule controls were established and monitored to keep the project on course.

Project Type -   Office Campus
Location -   Peapack Glad-Stone, NJ

Christ Church, Bronxville, NY

Christ Church of Bronxville New York engaged Chandler in 2008 to assist in developing program for significant renovations to their 1901 Landmarked church. An important component was the purchase and pending installation of a new pipe organ requiring heating, cooling and humidity control in the solid masonry sanctuary. The thermal and weather integrity of the entire complex of buildings had been compromised gradually over the years with deferred maintenance or interim fixes. The existing steam heating had many problems.


Excellence in Historic Preservation Award
A renovation project for the landmarked church managed by Chandler of Greenwich, CT received an Excellence in Historic Preservation Award by The League of Preservation of New York State on May 16, 2012 at the New York Yacht Club in Manhattan. The church, designed by Bertram G. Goodhue, was completed in 1926.

The award states: “a global view of environmental stewardship, storm water management, reducing energy use, reinstating the natural climate control features - the project team has set a fine example for other practitioners”.

The project is a positive example of how the Integrated Project Delivery (IPD) approach with constructive collaboration between design and construction can achieve excellent results particularly for building retrofits.

Project Type -   Institutional
Location -   Bronxville, NY

Project Management

Renovation of Christ Church focused in repairing and modernizing systems. Chandler assigned a project manager with environmental and mechanical engineering degrees with field experience:

  • Installation of a new pipe organ, requiring careful control of heat and humidity parameter
  • Detailed assessment and diagnosis of existing conditions
  • Repair and improvement of existing heating and cooling systems.
  • Both passive and mechanical cooling was employed
  • The systems also had to condition the remaining church areas and related and connected building and offices.
  • Extensive demolition, asbestos removal and architectural reconstruction were required
  • Construction tasks required dust suppression coordinated with church functions
  • Complete restoration of weather and thermal integrity.
  • Exterior repair of slate and copper roof while maintaining precision and attention to old-world craftsmanship.
  • Use of imported lime grout slurry to regain integrity of the exterior stone walls by filling voids
  • The project was tasked and scoped for all items of work and updated weekly in the process of constant discovery.
  • The result was a complete master working project management package that included schedules, estimates and budgets with cost reduction options

Duplex Condominiums, Westchester, NY

A 40 unit duplex townhouse condominium project on a 10 acre site was conceived to meet the market demand of retirees downsizing from large homes as well as to provide starter homes for young professional working couples Unit sizes vary from 2,700 to 3,100 square feet, designed to afford a feeling of spacious interiors 

The market response was exceptional with a 50% sales velocity in the first 8 months of the 24 month construction schedule. The market demand for custom versus standard options was met with a rapid response of process and procedures to accommodate custom requirements. The owners attributed the sales success to the flexibility of meeting demand with on site program and construction changes 

Chandler provided project management for the Owner as contractor.

Project Type -   Residential
Location -   Westchester, NY




First phase 0f 7 units for planned 21 unit project on brownfield site on local tidal river to include a small marina. The project was managed from and through remediation and schematic design and design development to construction documents. Approvals were navigated to site plan approval and building permits through all numerous intricate and sometimes overlapping federal, state and local regulations. It was a very complicated process dealing with remediation sign offs interlocked with both local inland wetlands as well as federal coastal and marine regulations administered by the U.S. Army Corps of Engineers.

Bidders were carefully prequalified to be both professional and capable for executing the project to meet an ambitious schedule. The task of document preparation for bidding was exceptionally exacting, thorough and tedious to mitigate contractor risk to obtain the best pricing for the owner. Comments from the three bidders reflected the work that went into the bid package for a project budgeted at $14 million that came in with lower bids.

“I have been in the construction industry for 28 years ….All too often we are provided with bid documents which are incomplete, not fully documents lead to delays and surprise costs at best and it worst create a project fraught with friction that could have been avoided by careful planning in the pre-bid stages…. Working with Chandler I have come to appreciate first-band their commitment to avoiding the scenario I just described… they are extremely through in their approach so that nothing is left to fall through the cracks… I would highly recommend then to any owner contemplating a new construction project.”

“….. In our experience, we have found Steve Hall and his team at Chandler to be a competent, thorough and fair owners’ representative. Our most recent experience with Chandler was as one of the bidders on Greenwich Landing, a technically complex waterfront project. The bid process and documentation for Greenwich Landing was extremely through and organized….In closing, I will say that from the perspective of the general contractor, it was always a pleasure to work with Chandler, LLC; their team approach minimizes disruptions, keeps lines of communication working and adds tremendous value for their clients. It would be a pleasure to work with them again.”

“ … My firm has been working with Steve and his organization for the better part of 3 months. At all times Steve has shown the utmost professionalism in his dealings with my firm. Subcontractors and clients alike.”

Project Type -   Commercial
Location -   Greenwich, CT


A large residential renovation project for an early 20th century house experienced difficulties with significant delays and cost over runs during construction. The contractor defaulted on the project near the end of the job. Chandler was recommended by the attorney and engaged to evaluate project status. A 250 item punch list was developed with the Owner. Plans and specifications were reviewed and compared to deficiencies. Much work was not documented in out of date design documents or in the contract records. The architect was unavailable for assistance. 

A detailed workout program was set with detailed budget and schedule. All subcontractors and vendors were re-engaged and payment status was verified against work in place. The program was set in motion with daily on site management to finish uncompleted work, correct deficiencies and resolve outstanding design issues.

The workout experience and skills of Chandler were invaluable to the Owner in bringing to project to completion and obtaining all approvals and permits. Reports and documentation by Chandler allowed successful contract terminations for the Owner.

Chandler approached the completion as in any project with scheduling and budget controls to inform the Owner and provide benchmarks for performance. Chandler executed procurement of all outstanding items. Weekly meetings and numerous on site meetings with subcontractors and vendors re-energized all parties for a successful completion.

The Owner has expressed gratitude for the work of Chandler and regrets that the company had not been engaged at the outset of the project.

Neighbor to Neighbor, Greenwich, CT

“Green” Project in Progress
Neighbor to Neighbor is a non profit food and clothing bank serving the economically disadvantaged of Greenwich, Connecticut and neighboring towns. It has operated out of basement facilities at Christ Church Greenwich for the past 40 years. They are inadequate and a modest new building has been designed and approved by the town planning board to be built on an adjacent church property. Chandler was hired shortly after schematic design to manage the completion of the project towards the goal of being “Green” and energy efficient for minimum operation cost. 

The first step was to determine if the design was suitable for a prefabricated modular building solution that might offer less cost, better quality with factory assembly and much less construction disruption on a sensitive site. That was successfully achieved. The next step was to ascertain the potential of solar energy. With bidding that was established and an application for Renewable Energy Credits was approved by the local utility. Energy modeling has begun and the project has qualified with a local utility incentive program for a size exemption for its goal of being at or as close to Net Zero Energy (NZE) as possible. As such this non profit will be the first non residential type building in Connecticut to qualify under this program. The final steps will be the integration of energy efficient measures including possibly a heat pump driven radiant heating and cooling system into the modular design and construction program. Construction is estimated to start in the spring of 2018 for completion by early fall.

New England Farm



In Northwest Connecticut a couple bought a tired 220 acre former New England farm. Their intent was to rejuvenate the farm with permaculture based organic farming and to design and build an energy efficient home for weekend and eventual use as a permanent residence. Environmental care was the platform for planning, design and construction coupled with the use of renewable energy sources. Chandler was hired to assemble a consultant team. With the owners Chandler facilitated a values driven collaboration with an integrated design team process and managed and coordinated development in design and construction.



The well insulated house incorporated forms reflecting the rolling hills surrounding the project site as well as using locally sourced and recycled materials. Landscaping also was in concert with and enhanced the local environment coupled with the restoration of a farm pond. The house was heated and cooled with a ground sourced heat pump system (GSHP) using power from a 41 KW ground mounted solar array. Solar Renewable Energy Credits (SRECS) were secured contributing to a projected lifecycle return on investment of 16% together with Net Metering of power fed back to the grid. The pool, spa and adjacent greenhouse were heated with a solar hot water and storage system offsetting the need and cost for fossil fuel.



Palm Beach Residence



This project involved the extensive redesign and reconstruction of a large house and site on Ocean Drive over an extended period. The project included a new guest house, pool and cabana. 


A complicated project was especially challenging with the Owners, design architect, landscape architect and decorator based in locales from Europe to New York to Virginia. The project underwent a period of re-evaluation, then restarted with firm management controls. Cost, schedule and quality objectives were successfully met. The reconstruction proceeded in phases allowing for design input at scheduled intervals. Good use was made of computer communications with sketches, photos and other data for interim field adjustments. A cost effective management program was designed and executed from Connecticut with periodic visits, weekly or bi-weekly, as required. A complete and successful transformation was accomplished within the cost range of high value projects in the area.

Princeton Club of New York, NY


The Princeton Club is both institutional as a non-profit and commercial in its offerings of the usual revenue generating hotel functions: restaurants, event-hosting and catering, hotel rooms and service and sports facilities. Chandler was initially hired in 2001 by competitive bidding for the first of four separate projects over the next nine years for the 10 story 60,000 square foot club. The most recent project was a major renovation prompted by a need to replace outdated and failing mechanical, electrical and plumbing (MEP) systems. Deficiencies became apparent in earlier renovations for a new members lounge, business center and bedroom suites. In 2007 Chandler led feasibility studies for core plant replacement. The studies suggested a reorganization of spaces to better serve membership in the 21st century as well as to save in operations costs. A cogeneration system was selected as the best option to maximize energy efficiency with projected savings of 50% in energy costs. The project was registered for a US Green Building Council with the target of a LEED-EB Gold certification.



Project Type  -    Commercial
Location  -    New York, NY


Project Management

  • Master project management development package to maintain operations of the club throughout the renovations on a fast track design/build schedule
  • Master budgets and schedules including detailed tracking of all component line items
  • Permitting, approvals, incentives and grants
  • Requisition review and payment recommendations to Owner
  • Requests For Proposals for multiple contracts of architect and all consultants and contractors including two prime contractors, for a total of 35 contracts under management
  • Management and coordination of project team through preconstruction and fast track construction including vetting of numerous change orders incurred with renovations to an existing building
  • Integration of cogeneration contract work with MEP infrastructure upgrade of base building
  • Management of LEED certification program. Proof that “Green” can be beautiful

Residence, Litchfield County, CT


For 14 years for this client Chandler provided on-going services for multiple projects starting with initial design and development of this estate on 46 acre site. While “Green” was not a stated objective, good traditional design and commonsense incorporated many features that are now requirements of Green rating programs. A new house of Georgian design with companion orangerie joined by classical English garden was set in understated landscaping preserving the country setting. The carefully planned driveway crosses a stream over a wooden timber bridge and winds through woods up a steep hill to break into an open field through an opening in restored stone walls. A dramatic view of the house set on the hill above is the reward of this carefully designed and constructed approach.


Project Type  -    Residential
Location  -    Litchfield County, CT

Project Management

A diverse team of professionals was managed and coordinated to achieve a successful project. Professional owner representation provided the owner with options to make clear cut decisions distilled from complex information. Foresight and planning accomplished documented cost savings well in excess of 10 times the fee for services.

  • Conceptual budgets and schedules served as yardsticks to meet Owner objectives
  • A wooden prefabricated bridge was chosen for reasons of the environment, time and cost, as well as for aesthetics. The results satisfied all objectives and the bridge has become a local landmark
  • A geothermal heating and cooling system was recommended for both energy savings as well as to take advantage of an early incentive program
  • A contracting strategy was established to allow Owner through the project manager to separately contract and manage construction of bridge and road saving fees from general contractor selected for house and out buildings.

Resort Development


A residential second home village concept for Brazilians based on US engineering and environmental standards was the vision of the Managing Director of Adela based in San Paulo, Brazil. Adela partnered with Brasscan of Brazil to create the vision with a 220 lot condominium village on the Atlantic Ocean. The centerpiece of the development was the creation of the largest artificial marina in South America. The project included two beautiful beaches, a nine hole golf course, yacht club, club house, guest bungalows and equestrian center. 

The project developed infrastructure for power generation, water and waste treatment and respective distribution systems. An onsite quarry generated rocks both for a gabion wall system and breakwater that formed the nine foot deep marina walls. Dredging for the marina filled behind the marina walls to create waterfront lots. A local village was created for the indigenous fishermen and workers. A three mile long access road from the main highway was carefully constructed hugging the steep hills between the highway and the ocean using native plants for soil stabilization.


Originally planned by Bechtel in San Francisco, the project was undertaken in 1978 using Brazilian resources. Unforeseen difficulties were encountered and the project came to a standstill after 6 months at only 10% completion and the entire project was at risk. A small experienced US team assumed responsibility with on site management of Steven Hall. The complex task of diagnosis, redirection and restart had to be simultaneous to keep investment in place and to achieve success by regaining the original schedule and budget. Substantial completion of a planned 18 month project occurred 12 months later.

Project Type  -    Commercial
Location   -   “Laranjeiras” BRAZIL

Waterfront Residence, Greenwich, CT


A waterfront property on Long Island Sound was acquired by the client. The purchase included approved architectural plans. The owner was unable to contract with the original architect for the construction phase and hired Chandler to develop and manage a program to construct the project. 


An architect was selected to provide interpretation of the plans and for site inspection at weekly project meetings. A contract was negotiated with a contractor selected by the Owner. Additional consultants hired by the owner: surveyor, soils engineer, marine engineer, piling contractor, structural engineer, MEP engineer and AV/IT designer/vendor. 


The site was in the flood plain and under US Army Corp of Engineers jurisdiction. Strict adherence to FEMA guidelines was mandatory. Other state and local approvals had to be secured. All grade level structures had to meet hurricane standards for foundations and support structure with breakaway enclosure walls. Extensive piling was required with pile caps tied together with structural grade beams. The waterside of the site was bordered by an old stone bulkhead wall. 

The site development was carefully orchestrated for elaborate testing. The stone bulkhead was tested and examined for structural integrity. Points of concern were marked and plotted. This work was coordinated with the soils testing and with vibration monitoring during pile driving. All foundation work was precisely surveyed and plotted before and after installation including elevations. Rebar placement and documentation was inspected. All structural steel and connections were documented, inspected, and surveyed three dimensionally and certified. Any error in construction layout or missed step in the approval process could have halted the project. 

The house was contemporary in design on a narrow site. The interior was multi-level and open with two and three story angular spaces and exposed structure. Design details had not been developed for many situations, both interior and exterior. Roof intersections were a particular concern for weather integrity. Much equipment and fixtures had not been specified or located. Considerable design interpretation was required throughout the job particularly for the finishes.

Project Type  -   Residential
Location  -   Greenwich, CT

Project Management

  • Chandler organized, coordinated and managed the entire program of technical expertise and work that had to be meticulously executed for a successful outcome.
  • Management included the coordination and securing of all required inspections, sign offs and permitting.
  • The Owner was informed throughout the process with CPM scheduling, budgets, minutes from weekly meetings and sub meetings, on-site oversight and with action lists.