Selvaggi Built

Selvaggi Built renovates medical facilities that stay open during the work: occupied sites, live wards, no shutdown. The request was marketing. Posts, social, a website that worked.

The website came first. A legacy WordPress build showed broken images on every project page, hero and logo included. Around sixty old URLs led nowhere, and with no real 404 page, search engines read dead pages as content. Shared links rendered blank. A mistyped email address made the contact form drop the lead. External resources failed behind hospital firewalls, which is exactly where the buyer sits.

I was sent a list of broken links. I fixed it and kept looking, because the images were still broken: the site called its own photographs from the wrong path. I pulled an inventory of everything the old site had ever published and remapped all of it. That is where the work moved from marketing to foundations.

The buyer is a facilities director or a hospital construction lead. That person buys risk avoided. More content would not have moved them.

What Selvaggi does that almost no contractor does was written down nowhere. Building inside a working hospital means ICRA level 4 containment, HCAI compliance, Title 22, behavioural health, phasing, negative pressure and fire safety. That knowledge lived with the founder and the project managers, while the website sold quality in the same words as every competitor. I named it the Zero-Disruption Protocol. The brand line became Precision Under Pressure.

I narrowed everything to one operational difference a buyer can verify, with LinkedIn as the only channel of substance. New-build healthcare construction was ruled out: a bigger market, held by better-capitalised generalists, where Selvaggi has no edge. A presence on many channels was ruled out because the buyer is not there. So was filling the new site with generic copy and stock photography.

Each refusal cost something. Excluding new-build reduced the addressable volume. Refusing placeholder content kept the site offline for weeks while real site photography and three documented projects came in from the client. I did not move on the content rule: no invented client names, metrics, square footage or figures. With a hospital procurement office, one invented number ends the relationship. I decided the diagnosis, the position and the content rules. The client decided the trade validation and the pace.

A brand system with five locked colours, at most three colour tokens per composition, copper as accent only, Inter, and voice rules that exclude marketing vocabulary. A new website from zero: a single-page application with six routed views, five proof sections and a server-side model proxy that keeps keys away from the browser. Around sixty redirects, a real 404, working share previews, a contact form that tolerates typos, and a self-contained build that loads behind hospital firewalls. The search history carried over.

LinkedIn content in versioned series for three voices, the CEO, the marketing director and a project manager, each with its own voice charter. An Instagram pipeline in Python, motion design in Remotion, automated financial documents and conference content for ASHE. A custom GPT holds the brand's operating instructions in under eight thousand characters, so the team can produce in the voice without me.

The change I value most is internal. The team stopped publishing inspirational posts with no project behind them. No post goes out now without a concrete fact: facility type, square footage, phasing constraint, standard met. The rule lives in the system, and the team applies it alone.