Our service
lines.
Five service lines and a low-cost controls package, all aimed at lowering what a building costs to run. The people who audit it also design the fix, oversee the contractor and sign the verification report at the end — so there is one number, and one team answerable for it.
What we
are hired
to do.
Most engagements use more than one. An audit finds a controls problem, the optimization line fixes it, and the verification line proves it held — the same engineers throughout, which is the reason the handover does not lose anything.
What each
line covers.
Open one, or several. Each has a page of its own behind it; the bar at the top of this page jumps straight to any of them.
Low-cost
building
automation.
A lot of buildings have no central controls at all, and the ones that do often have plant running on a schedule nobody has looked at in a decade. The gas utility funds this work, which changes it from a capital request into an operating decision.
We design it, apply for the funding, bring our controls partner in from day one, and stand in the mechanical room at commissioning.
- Plant run by hand on site, with no remote visibility
- Make-up air units at full output around the clock, with no thermostat control
- No trending and no alarms — a fault surfaced when somebody walked past it
- One interface with live system graphics, readable from off site
- Scheduled, variable-speed control on the air handling
- Trend, alarm and audit history that flags drift before it becomes a failure
Figures are from one completed project, not a quotation. What an incentive covers depends on the building, the measures and the program terms at the time of application — which is the first thing we check.
What the
work looks
like.
Clamp-on instruments and loggers on the equipment that is already there. Nothing cut, nothing drilled, and no capital request to establish what is happening.
How engagements
usually begin.
Twelve months of utility data, a walk through the mechanical room, and an assessment of whether the building has a capital problem or a controls problem. Before scoping, it is worth establishing which incentive program will fund the work.
Thirty minutes, with the engineer who would run the work.
No cost and no obligation. Bring twelve months of utility bills if you have them — that alone is usually enough to say whether a building has a capital problem or a controls problem.