Select Page

Christian Overbey Architect


Keep Projects On Budget and On Schedule


Contact Us

Our Story

Welcome To Christian Overbey Architect

Christian Overbey Architect is a project management and architectural services firm, based in Denver, and providing services nationwide. Our services go beyond the traditional architecture firm, because our experiences are beyond the typical architecture firm.

Our service menu is evolving to incorporate real estate from an investors’ perspective, base on Christian’s experience in the financial advisory field, and passing several securities and insurance licensing exams.

Our projects are delivered using collaborative integration to maximize value.

Christian Overbey founded Christian Overbey Architect LLC to provide modern project management and architectural services. Christian’s many years of experience led to good project management, based on lean methodologies and respect for stakeholders.

We stress understanding the end result to design the product and the process, from end backwards to the start, then from the start to the end. This reduces waste by keeping the end in mind. We use continuous improvement to improve quality.

Types of Projects


Office Buildings

Tenant Improvements


Process-Oriented Buildings and Improvements



Food Halls & Farmer’s Markets

Hotels & Hostels


Multi-Family & Retail

Multi-Family & Office

Office & Retail


Single Family


Get to know your architect

We Provide Services with You in Mind

We can help you avoid all these issues, get the project done at a reasonable cost.

Project Owners have long searched for better project delivery methods because of problems with all project delivery models; design-bid-build, design-build, multiple parallel contracts, etc. Each method focuses on solving a specific problem.

Still projects still seem to go over budget and take longer than first predicted.

One could accept the lowest bidder and make the best of it. 

This seems to offer the cheapest solution. But is this really a good deal, just because the apparent first cost is less? There may be hidden costs in the form of more internal project management costs, missed required labor or material scope, turnaround time, and lower quality. This also doesn’t solve some other problems, like long project durations or unexpected internal costs. 

What can be done to improve this situation?

We can help you avoid all these issues, get the project done at a reasonable cost, without hidden costs, delays or other hassles.

Example Architecture Projects


Westminster, CO

Office Building Complete Renovation

13,500 SF – $650,000


Lacey, Washington

Design for New Mixed Use Building (Retail & Apartment)

110,000 SF, – $10,000,000


Denver, CO

New disabled adult day use facility. 

12,000 SF


Lacey, Washington

School Construction Major Expansion

187,000 SF – $23,400,000


Olympia, Washington

Custom High-Performance Residence

2,400 SF


 Denver, Colorado

Altered from Attorney’s Office Mansion to Traveler’s Hostel

Utilize Your Funds Effectively

Ability to Control Costs and Cost of Changes

This is a well publicized conceptual diagram (See mcleamy chart image below)  illustrating the relationship between decisions that affect final cost and the cost of making changes. The cost of making changes goes up radically and the ability to control costs goes down as the project proceeds. It pays to make changes early and often the best decision makers are spread among the stakeholders.

Another version of collaborative integration is where the Owner, Designer and Constructor are central players from conceptual start to finished occupancy, and bring in other stakeholders for timely input. This is the lean construction methodology using relational contracting and represents a paradigm shift in the standard project delivery system.

Relational contracting establishes the project and delineates relationships between parties to maximize project value within given constraints (control costs), intending to create a trust-based project community. A key piece of this contract is fair value-added pricing, allocation of liability, and project-oriented incentives.

For this to work, team trust must be developed. Trust is the most important aspect of these project delivery best practices. This is most obvious upon considering how to really integrate the design and construction process to get a lean project delivery system operational under a relational contract.

Hours of Operation

8:00am – 8:00pm

8:30pm – 8:00pm

8:00am – 8:00pm

Do you have a question?

Please don’t hesitate to reach out.