As a new hire to replace existing Sr PM ( and 2 others before him )that was not performing up to the projects or companies standards, We established revised standards for Subcontractor performance. The Project was a 21 story, 1.4 mil SF, 160 mil condo in downtown West Palm Beach, Fla. The project was 2 months behind schedule and in need of providing support for an otherwise very capable field staff. The team which I lead, demanded the infusion of new personnel for nearly every subcontractor, and developed the positive attitude that is required to move a project of this magnitude consistently forward everyday. We instituted new work rules, reassigned responsibilities within our staff and subcontractors staffs. I brought all major subcontractors supervision and ownership into the thought process of schedule enhancement that would provided increased cash flow for them and an improved profit profile. The increase in production that was fostered by the more well defined goals for the project progress yielded not only the catching of the lost schedule time but also allowed the project to ultimately complete 14 days ahead of the base scheduled TCO date. We established a revised framework and environment for my field staff to be able to make the demands on subcontractor field personnel that is required to generate the production levels for the sucessful completion of a project of this size in a schedule measured time frame. Providing those conditions for sucess to mature is the way to better than average results. That leadership is the advantage I bring to every project under my management.