- 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 could not have completed this project as effectively, under the budget, or schedule constraints we put on ourselves, without Clark in one of the lead roles on the project team
Heidi Aylsworth
Administrative Director
Swedish Orthopedic Institute

Projects and Experience
Swedish Medical Center: Orthopedic Institute
State of the Art and Technologically Advanced

ProjectTeam
Clark Lindsay
Project Advisory and Lead
CBRE
Project Managers
NBBJ
Architect
Sellen Construction
General Contractor
What we made happen
Swedish Medical Center, located in Seattle, WA, rolled out the first of many master planned projects on the First Hill Campus, with the Swedish Orthopedic Institute, a state of the art, technologically advanced Orthopedic Surgical and Inpatient Hospital to compete for the growing patient population throughout the Northwest requiring orthopedic and spine surgeries.
The program included 372,000 GSF, 10 operating rooms, 84 inpatient rooms, 5 levels of hospital space, 2 levels of medical office space and 4 levels of underground garage, on a full city block, tied to the main hospital, across a city street, with a sky-bridge and maintenance tunnel.
The $140.6 M budget was preliminarily set, when Clark became engaged in early design, but taking the budget and cost controls from concept to reality fell onto Clark’s teams responsibility, as well as setting and holding a very fast 36 Month design and construction schedule, and procuring and managing the team for proper project delivery.
Clark and the team, created a high energy, very open and collaborative structure, which allowed all team members to provide important and continuous input around value creation/adds and quality control, so that installations were “worked out” prior to errors occurring in the field. This was very important, considering the construction portion was completed in 19 months, with no room to make mistakes.
The result was that the project was completed with no change to the approved budget, no change to the opening day for clinical procedures, and an improved final scope that met and exceeded all stakeholder expectations.