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Tim Ryan Construction's been going strong for 50-plus years
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Kevin Ryan, left, and Dan RyanThe work of Tim Ryan Construction is familiar to many people around Kitsap. The company built such notable buildings as The Doctors Clinic on Myhre Road, Harrison Urgent Care in Port Orchard, Trophy Lake Golf clubhouse and Poulsbo Village Shopping Center. It has also worked on major renovation projects such as the Bremerton Bar & Grill, the LEED Platinum-certified Rice Fergus Miller headquarters in Bremerton, and the High Point Shopping Center in Port Orchard.

Tim Ryan founded the business 56 years ago in Kirkland to build homes, but changed the focus to commercial construction when he moved his business — and his family — to Kitsap County in 1972. His sons, Dan and Kevin, have been part of the business for more than 20 years, coming back after going off to college for construction management degrees and working for large national contractors.

“We grew up with it. We did work for our dad in high school,” said Dan Ryan, who is now company president (Kevin is VP).

While Kitsap keeps Poulsbo-based TRC busy, the company has done projects as far as Alaska. Medical buildings have been one of its specialties for more than a decade, including tenant improvements.

“It’s not as simple as going in and taking things out,” Ryan said, using the current expansion of Retina Center NW in Silverdale as an example. “We have to do dust containment, infection control (and so on), so the crew has special certifications. There’s a huge level of understanding that goes into a complex system.”

By specializing, they can stay in tune with those industries’ trends. In medical, for example, it’s trends like the new pod concept — being implemented at a Bainbridge Island clinic — where the patient comes into one door and the doctor into another door, which opens to a staff area.

“It’s intended to eliminate waiting areas, get the doctor from one patient to another faster, and improve patient flow and make it feel less clinical,” Ryan said.

The company has 15 employees currently and had as many as 30 at peak times. In addition to buildings such as professional offices, recreational and retail (among others), TRC looks for what Ryan calls odd opportunities: beach restorations, small public projects and such.

While TRC has changed with the market, what hasn’t changed is its approach, according to Ryan — solving problems before they become problems and helping the owners through the process.

“We’ve done it so many times that we can take good care of our clients. That’s probably why we have so many repeat clients,” he said, adding that about 80 percent of the work comes from repeat business.

One thing that has changed is the way the company uses technology. Tim Ryan Construction (www.timryanconstruction.com) was at the forefront of implementing computerized project management that includes 3D modeling and real-time project changes that staff can do in the field via their tablets. The system includes capabilities to add information about mechanical systems, maintenance and many more details. It can do cost estimates, scheduling, change orders, troubleshooting and much more.

“The industry is changing quickly and the contractors are pushing the architects as much as the architects are pushing the contractors,” Ryan said. “The struggle now is how to use that (capability) and who wants how much information… We’ve been using the system for a year and the more we get into it, the more it’s capable of.”

One challenge is training all the staff to use another layer of technology, as well as getting other partners on board, such as architects and clients. Ryan said that will be the goal when the company undertakes construction of the new Harrison Medical Center clinic on Bainbridge.

“The intent is to have an integrated project delivery that includes the Harrison representatives and the architects. The biggest piece is how to integrate all the staff into it so it can be used for communications and troubleshooting,” he said.

This new project delivery model is where the future is, Ryan believes — but it also fits the company’s own business model. “It’s clear this is where it’s going and you either get involved or you’re playing catch-up. We wanted to be proactive and be leading,” he said. “It fits within the way we were already doing things, the mentality of solving problems before they come up. Some of these (technology) tools help do that faster.”

 
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