We build what communities run on.
Surgery centers, interchanges, substations, schools and homes, delivered by a builder that treats the schedule as part of the product. One accountable team, a critical path you can read and a cost report with no surprises.
We 
plan it, 
build it and 
prove it. Born in Newark in 2013, GilbertLanham builds for owners who need the date to hold.
- 2013
- Building since
- 14
- Delivery capabilities
- 22
- Markets served
- 4
- Sectors
Founded by a scheduler and run like a control room. Self-performed crews, in-house VDC and project controls share one roof in Newark, so the plan and the work never drift apart.
Meet GilbertLanham
“True success is measured not only by what an organization builds, but by the trust it earns.”
Yusuf Balogun built GilbertLanham on a background in construction management, project scheduling, project controls and business operations. His rule is simple: align the people, the process and the resources before the first crew mobilizes, then hold every team accountable to the plan. Visionary leadership. Disciplined execution. Lasting impact.
- 2013Business roots in Newark, NJ
- CPMScheduling and project controls
- CEOStrategy, operations and finance
The GilbertLanham controls standard.
Four commitments on every job, from a pump station to a 36-story tower. They are how a builder earns the right to promise a date.
- 01
A schedule you can actually read
Every job runs on a resource-loaded baseline with the critical path in plain view. You see the float, the logic and the dates that matter, not a wall of bars.
- 02
Risk priced before it is built
Long-lead equipment, ground conditions, permits and tie-ins go into a priced risk register at the first meeting, each with an owner and a mitigation date.
- 03
Cost reported like a public company
Weekly cost and earned-value reporting tells you what has been spent, what is committed and what the job will cost at completion. No surprises at the last pay app.
- 04
Handover planned on day one
Commissioning, training and closeout documents are tasks in the schedule from the start, so the keys change hands with a building that already works.
The work, on the record.
Outpatient Surgery & Imaging PavilionEight operating rooms, a full imaging suite and a same-day recovery unit, connected to a live medical campus by an enclosed bridge.
Digital Arts & Media CenterA screening theater, immersive gallery and broadcast studios inside a sculpted shell with no two panels alike.
Collegiate Ballpark ComplexA baseball and softball complex delivered between two seasons, ready for the first pitch of conference play.
Interstate Interchange ReconstructionA cloverleaf interchange rebuilt as a modern system interchange, with every lane kept open at rush hour.
Airfield Apron & Terminal ModernizationA rebuilt apron, a new baggage hall and upgraded gates, phased so no airline lost a single departure slot.
Solar & Battery Storage FacilitySolar arrays paired with a battery yard that stores the afternoon peak and sends it back to the grid after sunset.
Transit-Oriented Mixed-Use BlockOffices, homes, shops and a public plaza stitched onto a rail station, built without closing the platforms.
Engineering Innovation HallMaker labs, high-bay test space and project studios that let engineering students build at full scale.
STEM Middle SchoolA 1,100-student middle school with robotics labs and flexible classrooms, built beside an occupied campus.Fourteen capabilities. One schedule.
Plan, deliver, build and operate, all staffed by one company and tied to one critical path. Call us at concept, on bid day or ten years after handover.
- General Contracting
- Construction Management
- Design-Build
- Engineer-Procure-Construct (EPC)
- Design-Manufacture-Install
Nobody gets hurt. No exceptions.
A schedule that only works if someone takes a risk is a bad schedule. We plan hazards out of the sequence before crews mobilize, and every person on site, in any trade, can stop the work.
Four sectors. Twenty-two markets.
From classrooms to substations, every market has a team that knows its codes, its owners and the places where schedules usually break.
Pick the contract that matches the risk.
The delivery model decides who carries cost, schedule and design risk. We build under all six, and we will tell you which one protects your project before anything is signed.
General contracting
- How risk is shared
- We carry price and schedule risk against a completed design
- Best for
- Owners with finished drawings who want one firm number
CM at-risk
- How risk is shared
- We join while design is moving, price it as it develops and commit to a GMP
- Best for
- Phased, complex or occupied sites where early input pays for itself
Design-build
- How risk is shared
- Designer and builder sign one contract and answer to you as one team
- Best for
- Owners who value speed and a single point of accountability
EPC
- How risk is shared
- We engineer, procure and construct for a fixed price tied to a performance guarantee
- Best for
- Power, process and industrial plants with output targets
Design-manufacture-install
- How risk is shared
- Assemblies are drawn for the factory, built off site and set by our crews
- Best for
- Repeatable rooms, tight urban sites and compressed schedules
Public-private partnership
- How risk is shared
- Design, build, finance and sometimes operate under one long-term agreement
- Best for
- Public agencies delivering infrastructure meant to serve for decades
Good partners make good schedules.
Trade contractors, suppliers, joint-venture partners and public agencies. Show us your work and your safety record. We will show you fair terms, a planned site and payments you can count on.
Build with GilbertLanhamField notes from the critical path.
Bring us the date that cannot move.
Tell us the project, the site and the deadline. A senior GilbertLanham builder will read it and reply within one business day with real questions and a first view on delivery.