If you’ve followed ProDims for a while, you know we’re not a firm that chases trends for the sake of looking modern. We’re estimators, schedulers, inspectors, and document-control people who spend our days making public work hold up under scrutiny. That doesn’t change because the website does. What does change — what has to change — is how we present the work, how we use tools, and how we stay useful in a world that’s moving faster than any bid cycle.
I’m Austin Mask, ProDims’ IT specialist. I built this site. I’ve worked in AI and technology personally for nine years, and I’m writing this because I think clients, teammates, and partners deserve a straight story about why we rebuilt our digital front door — and what “technology” actually means for a project-controls practice like ours.
Why the website had to grow up
For years, our old site did the basics: who we are, where we sit (Kirkland and Tempe), and what we sell. It was honest, but it didn’t show the depth of the work — Sound Transit corridors, Port of Seattle terminals, WSDOT and ADOT programs, schools, fire stations, ferry terminals, federal scopes. When you’re an OMWBE-certified small business that teams on serious public infrastructure, a brochure site undersells the discipline.
The new site is built around one idea: var the work speak. Not slogans. Not stock photography that could belong to any firm. Real projects, real sectors, and a clearer path from “what we do” to “here’s how we’ve done it.”
The interactive projects map — and why it matters
The piece I’m proudest of is the Projects map. Instead of a flat list that asks you to imagine geography, you can explore the portfolio the way owners actually think about it: by place, by sector, by the work we carried. Pins, filters, detail pages with the real scope language we stood behind.
That’s not a gimmick. It’s how we want to talk about ProDims in 2026 — as a firm with national reach and local accountability, from Puget Sound ferry terminals to Arizona corridor work. If you’re an agency or a design partner evaluating teaming, you shouldn’t have to dig through PDFs to see whether we’ve been in your world before.
- Interactive U.S. map with real project locations and sector filters
- Project briefs that match the estimating and controls work we actually delivered
- A cleaner path from Services into the disciplines we practice every day
- About and offices that tell the ProDims story without the noise
Better systems behind the scenes
A website refresh is the visible tip. Underneath it, we’re springing forward on the systems that keep a small, serious firm sharp: how we organize information, how we present proposals, how we keep project memory usable after closeout, how we make sure Tempe and Kirkland feel like one practice instead of two offices sharing a logo.
Technology at ProDims should reduce friction for people who already know their craft — not invent a new personality for the company. If a tool doesn’t help an estimator defend a number, help a scheduler explain float, or help an inspector document a hold point cleanly, it doesn’t belong in the stack.
AI, carefully — and on purpose
Nine years in AI and technology has taught me a simple rule: the firms that win aren’t the ones that automate everything first. They’re the ones that know which judgment should stay human.
In project controls, that judgment is the product. An independent cost estimate, a DCMA-ready schedule review, a field observation that protects the owner — those aren’t autocomplete problems. AI can help us draft, search, organize, and stress-test. It cannot replace the accountability of a named professional who will stand behind the deliverable when the owner asks hard questions.
That’s the vibe I want for this next chapter: optimistic about progress, allergic to hype. Tools that serve the craft. Systems that make our people more effective. A public face that matches the seriousness of the work.
Eighteen years — and the ones ahead
ProDims opened in 2008 with a clear promise from Duane Mask: personalized attention and service that actually changes outcomes for owners. A lot of our senior staff carried that standard forward from the KJM years. Eighteen years later, the industries we serve — transit, aviation, water, federal, municipal — are more complex, more digital, and more scrutinized. Staying the same isn’t loyalty to our values. Updating how we work is.
So yes: new website. Interactive map. Cleaner storytelling. Stronger systems. A deliberate approach to AI. Not because we want to look like a tech company — because we want to keep succeeding as a project-controls firm that public owners can trust.
If you’re a client, teammate, or partner reading this: click around. Push on the Projects map. Tell us what still feels thin. This site is a living system, and I’m here to keep improving it — the same way our estimators keep improving a cost model until it holds.