Leading with Quality and Collaboration at United Therapeutics
Spotlighting Project Manager Chris Miller
Article Summary
Quality expectations are elevated on the United Therapeutics project, where precision directly supports life‑saving innovation. Under Chris Miller’s leadership, the team prioritizes collaboration, early alignment, and disciplined quality processes to deliver consistent excellence. By grounding the work in purpose and people-first leadership, the project demonstrates how strong teamwork and shared accountability drive both performance and meaningful impact.
Key Takeaways
- People-first leadership drives quality
- Purpose elevates performance
- “Go slow to go fast” approach
- Quality is essential, not optional
When Every Detail Matters: Leading with Quality and Purpose
On the United Therapeutics project, quality isn’t just a contractual requirement—it’s a responsibility with real-world consequences. The facility supports advanced xenotransplantation work where every detail matters. A missed sealant bead, a misplaced electrical box, or an overlooked tie-in isn’t simply a punch-list item; it can compromise systems critical to protecting life‑saving organs and advancing medical innovation.
That responsibility shapes how the project’s quality program is led by Chris Miller, serving as one of the on-site project managers for the past year and a half. With nearly nine years at Mortenson, Chris was also asked to step into the additional role of quality manager—an opportunity he welcomed for both the challenge and the impact it could make. While quality is often viewed as drawings, specifications, and inspections, Chris views it as fundamentally people-driven.
“It’s not just a ‘quality fix-it button,’” he said. “It’s about asking the right questions together and solving them together.” On a project where excellence must consistently exceed the standard, his people‑first leadership reinforces why delivering at 150% isn’t optional—it’s essential.
Purpose that Raises the Bar
For Chris, this project stands apart from any he has worked on before. Beyond its technical complexity, the mission behind the building creates a profound sense of purpose. This project will accelerate access to life-saving organs, improve quality of life for individuals facing organ failure, and is designed to produce up to 125 organs annually. United Therapeutics' pioneering work in organ production and medical advancement has the potential to change lives for generations.
“Knowing that what we do affects individuals, their families, and future generations—that’s powerful,” Chris said. “This project touches more lives than we even know." That sense of purpose resonates throughout the site. Trade partners arrive each day grounded in the knowledge that their work serves a meaningful purpose, while Mortenson team members actively engage with United Therapeutics to stay connected to the forefront of medical innovation. The result is a team deeply invested in both the process and the outcome.
Go Slow to Go Fast: Building Quality into the Schedule
Maintaining this elevated level of quality while navigating schedule pressures requires discipline and deliberate planning. Early in the project, Chris and the team aligned on a shared expectation: hold points, inspections, and detailed reviews would be non-negotiable – no matter how small a task might seem.
“When expectations are set early, the team adapts quickly,” Chris said. “That prevents rework and ultimately protects both the schedule and safety.”
Weekly inspections with United Therapeutics' representatives reinforce this approach. By reviewing work together in real time, the team resolves questions immediately, reduces communication gaps, and strengthens trust across Mortenson, United Therapeutics, and the project’s trade partners – proving that slowing down early is what allows the project to move faster overall.
The quality building mindset came to life during construction of the concrete barrier walls that will house the live animals at turnover. The project team digitally dimensioned every wall elevation to support rigorous pre-pour inspections, with multiple team members reviewing each wall before concrete placement. A simple, visual system reinforced accountability—pink ribbon flagged required corrections, while white paint marked walls as approved. The result was a clear, sitewide standard that demonstrated Mortenson’s commitment to quality and gave United Therapeutics visible confidence in the work being delivered.
Collaboration Without Silos
According to Chris, one of the project’s greatest strengths is its collaborative culture. From Mortenson to design partners to trade partners to the United Therapeutics team, the environment is defined by mutual respect, alignment, and open communication. Face-to-face conversations take precedence over emails, and cross-scope knowledge sharing is constant throughout the project’s timeline. Insights Discovery profiles were used early on to help team members better understand one another and communicate more effectively.
“We really are one Mortenson team out here,” Chris said. “There are no silos, everyone understands each other’s scope, and everyone feels empowered to speak up.”
This collaborative foundation is a key reason Chris believes that if United Therapeutics were to launch another project tomorrow, they would want the entire onsite project team back.
Work That Will Make a Lasting Impact
When reflecting on his career, Chris ranks this project among the most meaningful he has worked on. The combination of a groundbreaking mission, an engaged customer, and a unified team makes the work both challenging and deeply rewarding.
Years from how he imagines driving past the facility with quiet pride – not because his name is attached to it, but because of the impact it continues to make.
“We’re a people business,” Chris said. “We build things, but it’s people who put the work in place. And when you put people first, everything else follows.” Above all, this project has reinforced a core belief for him: quality isn’t just technical, it’s human.
We’re a people business. We build things, but it’s people who put the work in place. And when you put people first, everything else follows.
