Seven buildings we've assessed in Saskatchewan. Each one shows what the building costs to own and operate today, what the same building would cost under partnership, and the savings projected over five years. Every dollar figure is the output of a building-specific Systems Analysis grounded in ASHRAE methodology — not an estimate.
| Building profile | Today | With Welldone | Annual saved | 5-yr saved | Life ext. |
|---|---|---|---|---|---|
| Class C office tower Investor-held · 48,931 sq ft · Regina region |
$248,858 | $151,917 | $96,941 | $535,660 | +24% |
| Broadline foodservice distribution centre Prairie + BC interior territory · Regina, SK |
$193,288 | $94,001 | $99,287 | $548,623 | +24% |
| Agricultural-equipment dealership 80+ staff · 2019 acquisition · Regina, SK |
$164,419 | $136,013 | $28,406 | $156,961 | +12% |
| Steel rebar fabricator ~100 employees · indoor plant · Regina, SK |
$54,455 | $43,098 | $11,357 | $62,755 | +35% |
| Rural municipality maintenance shop 10-bay · ~15,000 sq ft · in-warranty · SK |
$30,538 | $28,336 | $2,202 | $12,167 | +71% |
| Alternative school Registered non-profit · board-stewarded · Regina, SK |
$26,903 | $21,796 | $5,107 | $28,219 | +67% |
| Engineering consulting office 6,000 sq ft · professional services · Regina, SK |
$26,802 | $19,506 | $7,296 | $40,315 | +67% |
| Across seven buildings | $745,263 | $494,667 | $250,596 | $1,384,700 | +42.7% |
Building profiles only — no names. Every row links to the full case below. Numbers come from real Systems Analyses on file. Non-headline line items in cases 05–07 approximated to published totals; exact breakdowns pending verification.
Investor-owner with a commercial-real-estate background wanted an annual independent mechanical report he could use to poke holes in Building Condition Assessments — and to defend the asset's value at sale.
A documented mechanical trail that defends asset value when a buyer or BCA engineer walks the building. Capital decisions on the 75 HP motor, the R22 condenser, and the pneumatic system are forecast on a 5-year horizon — not picked by the next failure.
Operator: "I have in-house technicians, but they would be better fixing pallet jacks and floor equipment." Four unit heaters recently replaced for cracked heat exchangers; one decommissioned; an upper-roof RTU in catastrophic failure. No structured PM program.
The combustion-fouling pattern that took the unit heaters gets interrupted on the RTUs before it repeats. In-house technicians are back on pallet jacks where they belong. The capital event queued up moves from the calendar onto the budget.
Owner came in with a list of concerns he'd already identified himself — the signal that he was paying attention to the building and that nobody else had been.
Every asset logged and on a documented calibration cadence. Gas detection back in compliance with annual certification on file. The $13,000 air compressor moves from hidden capital risk to scheduled inspection item. The capital horizon is forecast on a rolling 5-year plan instead of arriving as a surprise.
The shop is exceptionally tidy — but manufacturer-published maintenance intervals don't apply in a mill-scale environment. Filters that should last six months load up in two. The standard cadence doesn't match what the building actually needs.
A scheduled program built for a mill-scale-loaded environment, not an office. The plant manager gets a partner who shows up on a calendar instead of waiting for a phone call. Ownership gets a documented record of what was done, when, and why. Boiler loop chemistry is sampled and managed.
New build, still in warranty. Council wanted partnership to start from day one to capture warranty enforcement, commissioning gaps, and a full asset history before deferred maintenance had a chance to accumulate.
The asset history starts at day one instead of being reconstructed in year ten from invoices and memory. Warranty items get caught and enforced. Capital horizon for a 15-year build is forecast from the beginning, on a council-facing budget timeline.
Board needed a predictable mechanical line in a tight non-profit budget — and a credible third-party Condition Report defensible to funders and the board itself.
A predictable mechanical line item in the operating budget. An annual Condition Report the board can present to funders without translation. Capital items forecast far enough out that they can be raised against, not absorbed in a crisis.
Principal said it directly: "I don't want to have to think about it." Two years of small repairs (~$10K/yr) had been accumulating as surprise invoices — a failing fan, an enthalpy sensor, a server-room fan — and the time spent approving them was the actual cost.
The ~$10K/yr of surprise invoices becomes one predictable line. The principal stops being the person who has to approve each one. Server-room cooling becomes a monitored asset on a scheduled cadence instead of a single-point-of-failure waiting to happen.
Every dollar figure above is the output of a building-specific Systems Analysis grounded in ASHRAE methodology. Equipment replacement is annualized over actual remaining life. Energy cost is taken from utility bills, not modeled. Asset-life extension is the documented difference between manufacturer-stated life and what intensive preventive maintenance delivers in the field.
Numbers won't be identical on your building. The methodology will be.
45 minutes. No cost. No equipment looked at yet — a conversation about what's been on your mind, what you're spending today, and where we'd look first.
