Frequently Asked Questions

Landmark PM was built from the ground up to manage mission-driven landmarks in greater Los Angeles and surrounding regions.

When we say landmark, we mean any place a community relies on. That includes:

• Museums, libraries, and community and cultural centers
• Schools at every level, from preschool and K–12 through colleges and universities
• Churches, temples, and other places of worship, including every building on campus, from sanctuaries and classrooms to multipurpose rooms and event spaces
• Theaters, playhouses, and performing arts venues
• Civic and public buildings
• Parks, gardens, and public art
• Nonprofit headquarters and the buildings and spaces where nonprofits serve their community

The work itself takes many forms: new buildings, renovations and expansions, historic restorations, adaptive reuse of older buildings, interior build-outs, and museum exhibitions.

Our clients are nonprofits, foundations, and public and private owners who see their project as part of their mission.

Our core services are owner's representation, project management, and construction management. In practice, that means we lead the project from early feasibility through team formation, design, entitlements, permitting, construction, move-in, and closeout. Along the way, we assemble and lead the architects, engineers, consultants, contractors, and vendors. We manage scope, budget, schedule, and contingency, coordinate inspections and FF&E, and handle everything it takes to deliver a successful construction or exhibition project.

Our projects are defined by purpose and impact, not size or budget. They range from $500K renovations to 13-acre campus reimaginations, and we scale our services to fit each one.

We are based in Pasadena, CA, and our projects are concentrated in greater Los Angeles and surrounding regions. We know the local agencies, codes, and permitting processes well and have strong relationships with the design teams, consultants, contractors, and vendors needed to make a project successful. We also value being in person, and because we are local, we can walk the site and meet face to face with our clients and project teams.

We pride ourselves on being a boutique team of 11 people, which lets us staff each project to fit its scope while keeping senior leadership involved on every one. Our team includes six full-time, in-house project managers:

• Alex Grosjean, Founding Principal
• Jason O'Mara, Senior Project Manager
• Carlos Gutierrez, Senior Project Manager
• Patti Limansubroto, Senior Project Manager
• Kaleena Klimeck, AIA, Project Manager
• Joseph Lou, Assistant Project Manager

They are supported by:

• Stephanie Cobos, Executive Assistant
• Ivy Cook, Strategic Advisor, Business Development
• Michael Richman, EOS Implementer
• Fractional CFO and HR

See our company page for more information.

Three things set Landmark PM apart:

White Glove Service: We treat every project as if it were our own. With a responsive, tailored approach, we deliver white-glove service that ensures our clients and their projects receive the priority, attention, and success they deserve. Our core values of Clients First, Always and Craftsmanship aren't just our mantra – they are our way of doing business from the smallest details to overarching strategic planning. We ensure every project is handled with care, precision, and an unwavering commitment to excellence.

Collaborative Approach: A high-performing and cohesive team is the foundation of a successful and efficient project. We combine technical expertise with proven leadership to align all parties – clients, architects, contractors, and stakeholders – around a clear, shared vision. By making everyone part of the solution, we foster collaboration, clear communication, and accountability at every step. Together, we navigate challenges with composure and drive the project to completion on time and within budget, ensuring a seamless process from idea to occupancy.

Landmark Specialization: Our company was founded with a singular focus: to manage and deliver complex, high-impact, mission-driven projects that shape our communities and stand the test of time. Landmark projects aren't just what we do – they are our purpose and passion. This specialization, combined with our extensive experience, allows us to anticipate and navigate the unique challenges these projects face. Our deep local relationships, specialized knowledge, and tailored approach ensure a smooth process and successful outcomes time and time again.

Our current projects include:

• La Brea Tar Pits Reimagination for the Natural History Museums of Los Angeles County Foundation: renovation of the 57,000 SF George C. Page Museum and redesign of the 13-acre park, designed by Weiss/Manfredi, with a $240M budget and completion in 2028
• Japanese American National Museum: 35,000 SF revitalization of the existing museum in Little Tokyo, designed by HOK, with a $25M budget and completion in 2027
• Young Korean Academy for the Government of South Korea: historic preservation and rehabilitation of a 1910 Craftsman-style building, designed by Page & Turnbull, with completion in 2027
• Baby2Baby Headquarters: renovation of a 47,000 SF building in Santa Monica into a new headquarters for the national nonprofit, designed by Perkins & Will, with completion in 2027
• Museum of Tolerance for the Simon Wiesenthal Center: a 1,350 SF expansion that extends the central atrium's spiral ramp with a new stair to open a new third-floor exhibition space, designed by Wolcott Architecture, with a $2.3M budget and completion in 2026
• Craft Contemporary: a 6,400 SF change of use project for the Miracle Mile museum of contemporary craft, folk art, and design, with completion in 2026

See our work page for more.

While we are able to join a project at almost any phase and add value, the earlier the better.

The two most important aspects of success in a project are first, assembling the right team for the specific project, and second, ensuring that team and client are aligned on goals and definitions of success, including the project scope, a realistic budget, and a realistic schedule.

The early phases of a project, including feasibility and design, are where a lot of owners and teams get it wrong. That's when those goals and definitions of success get set. If those rest on bad assumptions, or you've hired the wrong team, you'll be chasing problems and budget and schedule issues for the rest of the project. And the further along you are, the harder those problems are to fix, and the more they cost in both time and money.

With that said, we have joined many projects midstream, whether in design, permitting, or even construction, and have assessed the current situation, re-validated what success looks like, and delivered those projects successfully.