- Swedish Medical Center
- SMC Emergency
- SMC Orthopedic Institute
- CCH – ED Expansion
- CCH – West Modular Building
- CCH – Cath Lab Relocation
- CCH – Special Procedures
- Heart and Trauma Center
- Holmes Hospital: Hurricane Hardening
- HRMC - Obstetrics Unit
- HFBC – Data Center Expansion
- Morsani Advanced Health Care
- PBCH – 60 Bed Expansion
- PBCH – Operating Room #4 Addition
- Eli Lilly - ICOS - CMC
Healthcare
Life Sciences
What Our Clients Say
“We probably should have brought in APA earlier for this project had we known about them and the benefit of
using the outside project management team. This is the first time we used the outside service to manage the TI
project, we were somewhat uncertain what their roles and responsibilities should be. We were pleasantly surprised
to find that we can completely rely on APA to run the project for us!”
Toko Thompson
Vice President
Finance & Administration
Projects and Experience
Eli Lilly - ICOS - CMC
Pharmaceutical Facility
ProjectTeam
Lee Bruch
Project Advisory and Lead
CBRE
Project Managers
SAB Architects
Architect
Lease Crutcher Lewis
General Contractor
What we made happen
Eli Lilly purchased ICOS, a pharmaceutical R&D and cGMP company in Bothell, WA, consolidated and closed 320,000 GSF into 128,000 GSF, and sold the reduced company to CMC Icos Biologics.
In closing the facility the major challenges and activities included the following:
Space planning for the consolidation of staff and labs. - Disentanglement of the infrastructure serving an integrated campus to serve individual
stand-alone groups of buildings. - Arrangement of the inventory, shipment, and disposal of hazmat materials.
- Decontamination of labs and equipment.
- Planning and management of the inventory, the moves, and the shipping and disposal of
furnishings, scientific equipment, sensitive lab work, and other materials
(over $50 million total). - Working with landlords and tenants to define and resolve turnover issues.
Eli Lilly outsourced the project management work, lead by Lee Bruch, who was on site and facilitated and managed all activities related to closing the facility’s buildings. Lee specifically led a team of Lilly and ICOS staff, designers, contractors, and over 30 specialty vendors; managed all aspects of scope, design, permits, construction and move-ins; added systems for mission critical e-power, controls, security, and safety; and met rigid FDA validation criteria.
The new FDA certified cGMP pharmaceutical warehouse, including 2 clean rooms and a cold room, was created in an existing building shell, and under Lee’s leadership, the work was successfully accomplished on time for $50K under its $1.5 budget.