ScottHarry was incorporated in Wilmington, Delaware, in 2021. Since then we have grown one way only: by taking on harder technical work and proving, job after job, that it is ready for operations on Day One.
Each year added harder work, tighter windows and higher stakes. Each one made the next go-live easier to promise.
Lola Osoba incorporates ScottHarry Inc. in Wilmington, Delaware, after 20 years of managing construction in live, high-stakes environments. The founding idea is simple: one field-first general contractor that leads complex builds from ground-breaking to handover and answers for whether the systems work.
The early jobs are the ones other builders avoid: server rooms, network closets and technical fit-outs inside buildings that never close. Night shifts, shutdown windows, written MOPs and owners who notice every minute of downtime. That is where our habits were formed.
We rebuild three occupied floors of a downtown tower into a trading floor and technology rooms, and deliver a university research computing center with liquid-cooled racks, energized for the fall semester. MEP and low-voltage coordination becomes our signature.
The work moves into the most demanding category of all: a hospital imaging and data wing tied into a hospital that stayed open, a regional 911 communications center and a federal cyber operations center with a 24/7 watch floor. Redundant power and cooling, proven before anyone relied on them.
A hyperscale data center campus, delivered design-build, with an integrated systems test across every UPS, generator and cooling plant. To run that work properly we stand up our own commissioning management team, so Level 1 to 5 testing is owned by builders, not bolted on at the end.
ScottHarry delivers an on-site power plant for a data campus and a mixed-use tower stacked over an edge data center. Four core services lead the company: data center construction, mission-critical builds, technical interior build-outs, and MEP coordination and commissioning management. The founding promise still runs every job.
A technician from our first server room would recognize how we run a data hall today. The written method of procedure, the shutdown rehearsal, the walk with the owner before every energization. The megawatts grew. The discipline did not change.
Each addition answered a problem technology-dependent owners kept bringing us.
Owners needed technology rooms built inside floors that never emptied. We learned to phase, protect and cut over without interrupting the people working next door.
Electricians, integrators, AV, security and owner vendors kept colliding in the ceiling. One coordinated model and one pull plan ended that.
Dispatch, operations and clinical data spaces cannot go dark. Redundant paths, rehearsed cutovers and written MOPs became standard practice.
Owners asked for the full building, not just the fit-out. We took on data halls, utility yards, cable tray and containment as one scope.
Testing kept getting squeezed at the end. We put Level 1 to 5 commissioning and integrated systems testing on the critical path, run by our own people.
Data campuses need their own generation and cities need edge capacity close to users. The same team now builds both.
Our founder and our leads walk the work. Problems are found at the rack, not in a monthly report.
Installed is not done. Tested, commissioned and documented is done.
We take on a new kind of work only when we can staff it with people we trust to deliver it.
Bring us the facility that has to work on opening morning. You get the same field-first team that built this company.
