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RNGD turned a derelict office building in Metairie, Louisiana, into a 58,392-square-foot headquarters by acting as both client and builder and fabricating custom components on site. The $25 million project also replaced about 90% of the original façade with a prefabricated metal-panel system. The result is the centerpiece of a campus that brings offices, a warehouse and a prefabrication facility together. Those figures and project details come from Building Design + Construction’s June 2025 project report; the publication does not provide measured savings or a detailed account of what portions of the old building were retained.
What did RNGD transform?
The project repurposed a derelict office building in Metairie, a suburb of New Orleans, as the headquarters of RNGD LLC, a construction and modular-fabrication company. Building Design + Construction reported a project cost of $25 million and a headquarters area of 58,392 square feet. The headquarters anchors a larger campus that also includes a materials warehouse and an adjacent prefabrication facility.
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Those omissions matter when describing adaptive reuse. The project clearly gave an existing, derelict office building a new purpose, but the publication does not support a detailed before-and-after inventory. Nor does it say the project retained the whole structure or quantify how much existing material was reused. The most precise account is that RNGD adapted an existing office building and substantially changed its exterior while creating a new headquarters program within it.
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The reported 58,392 square feet refers to the headquarters, not a stated combined area for the entire campus. The report does not provide separate square-footage figures for the warehouse or prefabrication facility. That boundary matters when comparing the $25 million figure with another project: the publication reports a project cost, but does not explain whether it covers only the headquarters or all associated campus work. It also gives no budget breakdown by building, façade, interiors or building systems.
The context is a company making its own headquarters the centerpiece of a broader work campus. Rather than describing an isolated office conversion, the project account connects the office to materials storage and prefabrication. That makes the site’s relationship to RNGD’s core construction business part of the story, while still leaving many conventional project details—such as the old building’s date, condition survey and exact renovation scope—undocumented.
How did on-site fabrication shape the project?
RNGD’s combined role as client and builder allowed the company to coordinate design, fabrication and construction on the same site, according to the project report. It also fabricated custom components there. This co-location is a central feature of the case: the project’s construction and fabrication functions were not described as separate operations happening at distant locations.
The clearest physical result cited is the façade. RNGD’s prefabricated metal-panel system replaced about 90% of the original façade, a figure reported by Building Design + Construction. The report does not identify the panel manufacturer, product specification, attachment method, installation sequence or the condition of the original exterior. It therefore supports the scale of the façade replacement, but not a technical assessment of the system’s performance or durability.
That figure is substantial, but it should be read narrowly: it describes the share of the original façade replaced, not the share of the building that was reconstructed or the proportion of its materials that were new. The account does not explain what made up the remaining portion of the façade, how the replacement was distributed across elevations, or whether the underlying wall assembly was retained. It also does not report a thermal, water-infiltration or structural test for the new panels.
Prefabrication can shift some work from field assembly to controlled fabrication, but this report does not give enough detail to explain precisely how the panels or structural components were made, transported or installed. It also provides no schedule, labor-hour, cost comparison or waste audit. Readers should not translate the reported project arrangement into a quantified claim about how much time, money or material it saved.
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Building Design + Construction says the on-site combination of design, production and execution reduced construction time, material waste and costs, and improved jobsite efficiency and safety. These are reported outcomes, not independently verified measurements in the article. No baseline, comparison project or numerical result is supplied. The project is therefore useful as an example of co-located delivery, but not as proof of a particular savings rate or safety improvement.
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For another builder, the relevant takeaway is the delivery arrangement rather than a guaranteed result. RNGD occupied several roles—client, contractor and construction manager—and also undertook custom fabrication at the project site. A comparison with a project using off-site suppliers would need to account for who controlled design decisions, where components were produced, how materials moved to the job, and which costs were included. The report does not provide those operational details, so it cannot isolate the effect of co-location from other project conditions.
What is the workplace designed to support?
The interior plan pairs open work settings with spaces for focused work, meetings and social activity. The project report describes open-plan seating, enclosed meeting rooms and quiet focus areas, with natural light available at each desk. Rather than treating the headquarters as a single open office, the reported program includes a range of settings for different kinds of work.
Private offices are absent from the design approach described in the report. A glass-walled meeting area beside the central stair looks over the main workspace, making a meeting room a visible part of the shared interior rather than a closed-off office suite. That arrangement supports the stated emphasis on transparency and collaboration, though the source does not provide post-occupancy feedback or evidence about how employees use the spaces.
The building’s circulation and shared areas are organized around a landscaped courtyard and a double-height atrium. Administrative and workforce-development wings extend from this central area as distinct but connected parts of the headquarters. A central auditorium, café and bar, lounges and flexible furniture groupings provide settings for company events, informal gathering and workforce development.
The arrangement links outdoor space, a tall central interior and the two program wings, according to the project description. The courtyard leads to the double-height atrium, which functions as the central point from which the administrative and workforce-development areas branch. The report does not provide plans or dimensions, so it does not allow a reader to evaluate room sizes, circulation distances, daylight levels or the precise relationship between each setting.
The combination is significant because the headquarters serves more than one workplace function. It accommodates ordinary desk work and meetings, while also giving workforce development a named place in the program. The report does not specify training curricula, enrollment, capacity or the frequency of events, so the presence of these spaces should not be confused with measurable workforce outcomes. It does, however, show that the design brief included both day-to-day office use and shared company activities.
The program also offers a useful comparison framework for other headquarters projects. A reader can ask whether a building provides choices between open collaboration, enclosed discussion and quiet concentration; whether shared social areas are part of the plan; and whether training or workforce-development activities have dedicated space. RNGD’s report names those settings, but does not provide occupancy counts, employee feedback or performance data that would show how successfully each one works in practice.
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What sustainability measures are reported?
Building Design + Construction lists passive design strategies, high-performance building systems, locally sourced materials, energy-efficient LED lighting and an efficient HVAC system. These are the measures the publication identifies; it does not report measured energy use, emissions, a certification, or a quantified comparison with the former office building.
That distinction is important. A list of design measures is not the same as a verified energy or carbon result. Without operational data, a stated baseline, and a defined period of measurement, the report cannot establish how much energy the headquarters uses or whether it performs better than the former building. Similarly, locally sourced materials are mentioned, but the source does not identify the materials, their origin or the share of the project they represent.
The publication does not name a specific energy standard, certification or performance target. It also supplies no figures for utility consumption, peak demand, emissions, HVAC efficiency or lighting power. The terms “high-performance” and “efficient” are therefore descriptions used in the project account, not substitutes for a benchmark or post-occupancy result. Readers can report that those approaches were listed without claiming a particular percentage of energy savings.
There is also no quantified construction-waste result. The publication reports reduced material waste as an outcome of having design, production and execution on the same site, but gives no diversion rate, waste tonnage or comparison. Readers can accurately say that the project incorporated the listed strategies and that the publication reports waste reduction; they cannot infer a measured environmental benefit from the available figures.
The same caution applies to the substantial façade replacement. Replacing about 90% of the original façade is a major reported scope item, but the article does not compare the embodied impacts of the new panels with the former assembly or quantify any reuse of existing materials. Nor does it establish whether the new envelope improved energy performance. Those questions would require material and operational data beyond the project figures given.
Who delivered the project?
RNGD LLC served as owner and contractor. EskewDumezRipple was the architect and interior designer. The project team also included Marais Consultants for civil engineering, Batture LLC for structural engineering, Salas O’Brien for mechanical engineering, and Pontchartrain MEP for electrical and plumbing engineering, as listed in the project report.
The roles help clarify how the project was organized: RNGD combined ownership, construction management and on-site fabrication, while the named design and engineering firms provided specialized services. The source does not describe procurement arrangements, the schedule, contract structure or how responsibility was divided for specific systems.
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The design and engineering list spans the building disciplines identified in the account: civil, structural, mechanical, electrical and plumbing work, alongside architecture and interiors. It does not name a façade-panel manufacturer or identify subcontractors and suppliers. Because RNGD fabricated custom façade elements and structural components on site, the project report distinguishes the builder’s fabrication role from the specialist design and engineering roles, but does not provide a detailed responsibility matrix.
What can this case study—and its numbers—tell builders?
The reported figures establish the project’s scale and a few salient choices: a $25 million cost, a 58,392-square-foot headquarters, and replacement of about 90% of the original façade. They do not reveal whether the cost includes only the headquarters or associated campus work, how the budget was distributed, or what date range the construction schedule covered. The report is best read as a project description, not as a cost benchmark for another renovation.
Dividing the reported cost by the stated headquarters area would produce a simple ratio, but it would not create a reliable unit-cost comparison. The cost boundary is not specified, and the campus also includes a warehouse and an adjacent prefabrication facility. The publication also does not state whether the project cost includes particular site, equipment or fit-out items. Without consistent scope and dates, a cost-per-square-foot figure could imply precision that the report does not provide.
For builders evaluating a similar adaptive-reuse project, the most transferable question is not whether this project’s headline figures can be copied. It is whether the local project has comparable boundaries and evidence. A useful comparison would distinguish the reused building’s size and condition, what was retained or replaced, and whether design, fabrication and construction were co-located. Cost and schedule should be compared only when their scope and dates are clear.
The workplace program also offers a practical point of comparison: this headquarters combines open seating, enclosed meeting rooms, quiet areas, social spaces and workforce-development facilities. A project with a different operational purpose may need a different mix. Finally, claims about energy, waste or safety should be evaluated against measured outcomes and stated baselines. The RNGD report does not provide those data, so it cannot support a numerical ranking on those measures.
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One free scan finds every outdated or missing driver and matches the right update for your exact hardware.Free scan · exact hardware matchFor a rigorous comparison, a builder would also want a more complete record of the existing building: its age, condition, structural capacity, envelope problems and the portions suitable for retention. On the delivery side, useful evidence would define the construction schedule, project-cost boundary, fabrication location, labor inputs and waste quantities. The project account provides only selected figures and a general description, so those follow-up items remain open rather than indicating a failure of the project.
In that sense, the case is most useful as a description of a delivery strategy and a workplace brief. It shows how an existing office building became the base for a company campus, how extensive the reported façade replacement was, and how fabrication was brought onto the site. It leaves open the questions a rigorous performance comparison would require: the detailed reuse scope, final schedule, measured resource use, waste quantities and safety results.
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Frequently Asked Questions
Where is RNGD’s new headquarters, and how large is it?
It is in Metairie, Louisiana, a suburb of New Orleans. Building Design + Construction reported the headquarters area as 58,392 square feet; it did not give separate areas for the campus warehouse or adjacent prefabrication facility.
How much did the project cost?
Building Design + Construction reported a $25 million project cost. Its account does not clarify whether that amount covers only the headquarters or the related campus facilities, and it provides no budget breakdown.
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1Scan for outdated or missing drivers - takes under a minute2Repair Windows errors before they cause bigger problems3Fix the driver behind crashes, sound loss and screen glitchesWhat was the original office building’s age and condition history?
The project report characterizes it as derelict but does not give its construction date or a detailed account of its deterioration. It also does not provide a condition survey or a list of deficiencies addressed during the renovation.
Did RNGD keep the original building’s structure?
The report does not provide a structural-retention breakdown. It documents the reuse of an existing office building and extensive façade replacement, but does not identify which structural or interior components were kept.
How much of the original façade was replaced?
The publication reports that RNGD’s prefabricated metal-panel system replaced about 90% of the original façade. It does not identify the panel manufacturer, technical specification, attachment system or installation method.
The Bottom Line
RNGD’s Metairie headquarters combines adaptive reuse with on-site fabrication: the $25 million project created a reported 58,392-square-foot workplace and replaced about 90% of the original façade. The project report describes a broad workplace program and several sustainability measures, but does not provide the scope, schedule, energy, waste or safety data needed to quantify performance or use the cost as a renovation benchmark.
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