Within hours, our team was onsite, surveying damage and planning the rebuild. We began mobilizing engineers, craft workers, contractors, suppliers and managers from offices around the world. The 250 engineers worked in "plywood city," a building in which offices were divided by sheets of plywood, along with engineering teams from Milliken and other project participants.

We organized the engineering project into eight area teams, each taking ownership and responsibility that included its own purchasing and scheduling. It was the only way to get the job done, as far as Fluor was concerned, because the engineers were there to react quickly to changes.

Work took place 12 hours a day during two shifts, at night lit by football stadium lights. The need for electricians, welders, engineers and construction managers skyrocketed, peaking at 3,300 in early June, 2,500 of whom were hired from the pool of professionals in Fluor. Before anyone could start work on the project, he or she had to go through Fluor's safety training program. Safety would not be compromised.

To support the fast track project, we were able to call on our global network of suppliers to provide critical shipments of steel and other materials for construction. A Fluor subsidiary provided construction equipment, tools and materials.

In completing the Milliken project, we met challenges while also having rare opportunities. For example, engineers were integrated with construction personnel on the area teams. Everyone learned from the experience.