Tum Harry did not start big. We incorporated in Newark, New Jersey in 2016 with a few builders and a promise to keep, then added crews, engineers and delivery models only when we could stand behind them.
Every era added something we used to buy from someone else. Each one made the next promise easier to keep.
Tum Harry LLC was incorporated in Newark, New Jersey in 2016 by builders who knew technology, construction and infrastructure from the inside. They had watched too many projects finish the structure on time and then lose months to the networks, controls and security systems inside it. So they set one standard from day one: the building is not done until everything in it works.
Waiting on other people’s crews cost our owners time. So we hired our own. Concrete came first, then steel erection and earthwork, along with the equipment to support them. That control showed on work like the Adaptive Reuse Loft Apartments in 2018 and the Supportive Housing & Health Clinic in 2019, where new systems had to fit inside old walls and occupied neighborhoods.
Owners wanted certainty earlier, so we moved our builders upstream. Preconstruction, estimating, scheduling and an in-house VDC team joined the company, and with them came design-build delivery. The Veterans Outpatient Clinic and the Graduate & Family Student Apartments in 2020, then the Fire Rescue Headquarters and the Cold Storage Distribution Center in 2021, were all delivered design-build.
The same crews that poured foundations could build utilities, water work and civil structures. We took on energy work through EPC delivery with the Utility Operations Center & Microgrid in 2022, then grew a civil and infrastructure practice with the Flood Resilience Pump Station in 2023 and the Highway Tunnel Rehabilitation in 2024. Four sectors, one way of working.
Tum Harry now delivers fourteen capabilities across four sectors and twenty-two markets, from a pediatric hospital tower and a green hydrogen plant to an offshore wind port terminal and a new urban innovation district. The company is larger. The rule from the first sites still runs every job.
A superintendent from our first sites would recognize how we run a job today. The morning huddle, the three-week lookahead, the walk with the owner before every pour. The tools changed. The habits did not.
Each addition answered a problem owners kept bringing us.
Subcontractor availability kept setting our critical path. Owning the concrete, steel and earthwork put the schedule back in our hands.
Owners needed real numbers before design was finished. Builders at the design table turned budgets into GMPs they could plan around.
MEP conflicts found in the field cost weeks. Coordinating in the model moved those fixes to the office, where they cost hours.
Owners kept inheriting buildings whose networks, AV and racks were still being finished after move-in. We brought structured cabling, AV, controls and security systems under the same contract, so the systems are tested before the keys change hands.
Some owners wanted one contract for design and construction. We built teams that could carry that risk and answer for it.
Communities need roads, water and power as much as buildings. Our crews already had the skills, so we built the practices around them.
Owners asked us to stay. Transition support and rapid response keep us accountable long after the ribbon is cut.
A date in the schedule is a promise to an owner, a trade partner and a crew. We treat it that way.
When something goes wrong on site, we fix it first and sort out the paperwork second.
We add a capability when we can staff it with people we trust, not when a brochure needs it.
Bring us your next project. You will get the same builders who grew this company, and the same rule they started with.
