The 90% design review is often seen as a milestone for sign-off – but sometimes, it’s exactly when the biggest curveballs arrive.

In this project, the client raised a major design change at the ninety-percent stage. Not cosmetic tweaks, but a structural shift with knock-on effects across layout, accessibility for maintenance, fabrication, and controls. Most of the main components on the skid had to be repositioned, and the overall layout rethought – while the project schedule and qualification window had to remain unchanged.

How did we respond?

We did not rush into changes. First, we paused and quickly mapped the technical and scheduling impact: what needs to move, what needs to be redesigned, what this means for drawings, fabrication, and procurement. Then we brought the client into a short, focused workshop to understand the “why” behind the change and to confirm priorities: better access for maintenance, no compromise on ergonomics, and no delay to qualification.

With that clarity, we worked out what it would take to keep the schedule. The answer was simple but not easy: we increased engineering and fabrication resources, re-sequenced work, and expedited procurement of the affected components. The scope became larger and more complex – but the FAT date and qualification slot stayed where they were.

This is how we work: agile, transparent, and partner-first. We protect quality and client intent, even when it means pivoting late in the game. At the same time, we insist on honest conversations about cost, time, and trade-offs – so that every late change is a conscious decision, not an accident.

• Major change requested at the 90% design review
• Maintenance needs better access
• Most components must be repositioned / overall skid layout has to change
• Project schedule must not slip

• We paused and quickly mapped the impact
• Mini-workshop with the client to align on options
• Two clear paths: keep the schedule or adjust for full change
• Increased engineering and fabrication resources, expedited procurement

Late changes are manageable if you stop, quantify, and decide together.