Program Governance
Decision rights, executive reporting, escalation paths, approvals, and stakeholder accountability.
Capital programs & construction operations
Owner-side program leadership connecting strategy, people, governance, controls, procurement, construction delivery, and closeout across projects and multi-site portfolios.
Operating perspective
Strong capital program management requires more than tracking schedule and budget. It requires an operating system that connects decision rights, staffing, risk, contracts, financial performance, stakeholder commitments, and reliable source information.
Terry Devlin brings more than 20 years of field, project, program, and construction operations experience to that work. His background includes individual facilities, regional portfolios, public bond programs, active campuses, healthcare environments, civic facilities, municipal infrastructure, and institutional multifamily renovations.
Clear governance. Accountable teams. Better decisions.
Core capabilities
Decision rights, executive reporting, escalation paths, approvals, and stakeholder accountability.
Staffing, resource alignment, delivery standards, client service, performance reviews, and operational planning.
Procurement, design coordination, construction administration, change oversight, and owner protection.
Cost, schedule, risk, change, documentation, forecasting, dashboards, and closeout visibility.
Scale and markets
Direct oversight includes more than $2.5 billion across major capital programs and portfolios, with more than $15 billion in combined project and program value supported across teams and organizations.
Market experience includes K–12 and higher education, healthcare and behavioral health, public works, civic facilities, municipal infrastructure, institutional multifamily, and historic restoration.
Explore selected capital program and construction experience.