OUR APPROACH
How we build matters more than what we’ve built.
Most contractors show you a portfolio. We show you the methodology, because the process that prevents overruns and catches problems early is more valuable than a gallery of finished buildings.
Before we quote a price, we build it. Line by line, quantity by quantity, verified against actual material costs and current subcontractor rates in the Jordanian market. This is Phase 1 of four — and it’s where most construction problems are prevented.
Pre-construction planning
Every Green Arrow project begins with planning that most contractors skip.
Quantity takeoffs. Every material, every assembly, every trade scope, measured and quantified from the construction documents and verified against current market rates. This is how we know what the project actually costs.
Critical path scheduling. A Gantt-format schedule identifying the longest chain of dependent tasks, with weekly variance tracking. If one task slips, we know exactly which downstream milestones move and by how much.
Budget verification. Quantities feed the budget. Every line item has a source. The total is built from parts, not estimated from comparable projects.
Risk identification. Ground conditions, material lead times, regulatory approvals, seasonal constraints. We identify risks before they become problems and build contingency into the plan, not the price.
Client review and approval. The client sees the full plan: quantities, schedule, budget, and risks. Nothing starts without sign-off.
Contract structure
Green Arrow’s contract structure prevents the most common cause of construction disputes: ambiguity.
Fixed-price contracts. Built from verified quantities, not from a bid designed to win and then renegotiated through change orders.
Defined change order procedures. Changes happen. When they do: the change is identified, scoped, priced, and approved by the client before any work begins. No retroactive billing.
Reporting cadence. Weekly progress reports covering schedule status, budget variance, issues encountered, and decisions needed. These reports include the problems. If something is going wrong, you know before it escalates.
Execution
Daily site management. Continuous site presence. Subcontractors coordinated, work sequences enforced, progress documented daily through structured site reports.
Schedule discipline. The critical path schedule is a living tool, updated weekly with every variance tracked and every recovery plan documented.
Substitution control. If the specification calls for a material, that’s what gets installed. Alternatives go through formal review and client approval.
Safety as methodology. Hazard assessments, toolbox talks, incident reporting, near-miss root cause analysis. Safety is built into the work plan, not bolted on.
Handover
A project is done when the client has everything needed to operate what was built.
Commissioning and testing. Every system verified before handover: mechanical, electrical, plumbing, fire safety.
As-built documentation. Complete records of what was actually constructed, including field changes.
Warranty documentation. All warranties organized by system and subcontractor, with claim procedures.
Deficiency resolution. Formal punch list: identified, tracked, and closed before client sign-off.
Green Arrow doesn’t disappear after handover. Warranty issues get addressed. Questions get answered.
The principles in practice
Planning before building means a client who comes to Green Arrow in April sees a detailed plan in May, a verified budget in June, and equipment on site when both parties are confident the plan is right. Longer at the start, shorter at the end.
Complete honesty means the weekly report reads like an honest assessment, not a press release. Subcontractor delays, material issues, schedule risks: in the report before the recovery plan is written.
Welcoming oversight means we actively encourage clients to bring their own inspectors and consultants. We don’t treat scrutiny as interference.
Executing what was promised means field deviations get client approval before they happen, not after.
Lean and agile methodology means a change order that would take six weeks through a traditional contractor gets scoped, priced, and resolved in days.