SPEAR Physical Therapy: Clinic Buildouts and Launches (3 Sites)
SPEAR Physical Therapy was preparing for aggressive growth in 2021, aiming to launch three new clinics across Manhattan and Brooklyn. I was tasked with leading the full lifecycle project management—from planning and design through final inspection and grand opening. The initiative demanded a high level of coordination across tradespeople, vendors, landlords, internal executives, and medical teams. My goal was to ensure these clinics opened on time, met quality standards, and aligned with SPEAR’s vision of patient-centered spaces.
My Role
IT & Process Improvement Project Assistant
Team
IT & Operations
Timeline
Jan 2022 - Nov 2022
My Responsibilities:
I oversaw all procurement, design interpretation, and vendor management. I created timelines using Wrike, coordinated construction progress across contractors (HVAC, electrical, painting, carpentry), and tracked delivery of fitness and therapy equipment. I also handled stakeholder communication with building landlords, ensured compliance with COI requirements, and established processes to onboard service contracts (e.g., pest control, internet, security).
Tools and Methodologies Used:
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Wrike served as my central timeline management tool.
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I used Excel to create a dynamic vendor and asset tracker.
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Waterfall methodology structured our planning due to strict sequencing of inspections, approvals, and build stages.
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I also implemented RAID logs to capture risks, actions, issues, and dependencies in real-time.
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Procurement strategy leveraged SPEAR’s existing vendor relationships to optimize pricing and ensure consistent brand quality across all clinics.
Challenges & Solutions
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​One of the most complex challenges was aligning supplier lead times. Some vendors needed 90 days, while others could deliver within 48 hours. I solved this by pre-phasing orders by category and building a cadence of milestone reviews before release.
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I also had to work within shared commercial real estate spaces—each building had different rules, work-hour restrictions, and approval processes. To overcome this, I proactively established relationships with property managers and kept documentation clear and accessible. This rapport expedited approvals and reduced construction downtime.
Key Outcomes & Metrics:
All three clinics were delivered on schedule, resulting in the creation of over 50 new jobs for physical therapists, technicians, and admin staff. Internal teams reported smoother onboarding experiences due to standardized equipment and layouts. My vendor documentation became a reference model for future SPEAR clinic expansions.
Lessons Learned:
This project taught me that construction project management isn’t just about materials—it’s about managing people, expectations, and timing. Establishing trust with building owners early and maintaining airtight documentation can significantly reduce downstream risk.
Project Artifacts
Grand Central – 3rd Ave
Upper West Side – W 92nd St
