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Kenneth C. Griffin Cancer Research Building

Executive Summary

Meraki transformed a high-risk FF&E program into a controlled, performance-driven delivery—delivering measurable savings, eliminating coordination gaps, and protecting both schedule and design intent within a complex medical environment.

Overview

The Kenneth C. Griffin Cancer Research Building is a 12-story, 244,000-square-foot advanced research and clinical facility located on the University of Miami Health System campus in Downtown Miami. 

Developed as part of the Sylvester Comprehensive Cancer Center, the only National Cancer Institute-designated cancer center in South Florida, the project expands the region’s capabilities in cancer research, precision medicine, and patient care. 

Supported by a transformational $50 million gift from Kenneth C. Griffin, the facility doubles research capacity and integrates laboratories, clinical environments, and patient care into a unified ecosystem. 

 

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Project Profile

  • Primary Lease: 338,085 SF (Floors 7, 11, and building concourse)
  • Sublease Expansion: 162,291 SF (Floors 8–10)
  • Configuration: Multi-floor occupancy within a renovated 15-story tower
  • Program Type: Multi-brand headquarters consolidation
  • Delivery: Phased construction and occupancy

Mid-Project Challenges

Meraki was engaged midstream during a critical breakdown in the FF&E program. 

The project faced: 

  • Active budget leakage driven by change orders and pricing volatility
  • Misalignment between powered furniture systems and electrical infrastructure
  • A fragmented delivery model across four independent dealers
  • Instability in procurement, scheduling, and specification integrity

Without intervention, these conditions posed material risk to budget, schedule, and operational readiness.

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Approach

Meraki implemented a risk-first governance model, repositioning FF&E from a fragmented procurement function into a controlled, integrated delivery system. 

Strategy & Risk Advisory
  • Budget benchmarking and proposal validation
  • Financial risk identification and cost control strategy
  • Specification and COM strategy alignment
Procurement & Execution 
  • Change-order containment
  • Vendor accountability and bid normalization
  • Multi-dealer governance structure

FF&E Management — Execution & Integration

  • Real-time scheduling, reporting, and performance tracking
  • Coordination across trades, with focus on electrical integration
  • Alignment of FF&E delivery with construction sequencing

 

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Results

  • 9.4% project savings achieved - $450K+ recovered upon hire without impacting schedule or design
  • 170% ROI on Meraki fee within 30 days
  • Tariff exposure avoided through proactive procurement strategy
  • Full stabilization of a previously compromised FF&E program

Impact

Meraki restored control, alignment, and accountability across the FF&E program—ensuring the facility could be delivered as intended. 

Today, the building operates as a high-performance, integrated research and clinical environment, supporting advanced cancer treatment and innovation across South Florida.

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