Denver Broncos · Broncos Park Powered by CommonSpirit
330+
people relocated
35
crew at peak
4
Bailey's project managers on site
460
totes moved
26 truckloads
of equipment, Saturday alone
15 years
Bailey's–Broncos relationship
The project
In April, the Denver Broncos put out an RFP for the physical move into Broncos Park Powered by CommonSpirit, the organization's new headquarters and training facility in Dove Valley. The move was the tail end of a much larger construction program: football operations, and the business-operations groups relocating from Empower Field at Mile High and the old Dove Valley facility, were moving into the new headquarters.
Until then, those operations were split across two locations. Football operations worked out of the existing Dove Valley facility. Business operations were split between Empower Field at Mile High and the old Dove Valley facility. The new headquarters was built for football operations and for the business groups making that move.
The RFP was detailed, and it was written by people who had clearly done this before. It separated the work into distinct scopes: the stadium move, the training facility move, and IT disconnect, transport, and reconnect. It set a clean, uniform baseline for employee contents, two boxes and two totes per person plus their IT equipment, which is a sensible way to keep a move of this size from turning into an unbounded packing project. It went out to a competitive field.
Bailey's responded with a full line-item bid against each scope, walked the training facility with the Broncos team to see the contents in person, and was awarded the work.
The awarded scope, and how it grew
The walkthroughs are where Bailey's built the operating picture for the move.
In the business operations areas, the contents were about what you would expect from any corporate office. Someone in accounting has a desk, a couple of monitors, and personal effects. Two boxes and two totes covers it.
Football operations is a different environment entirely. Walk into a position coach's office and you may find ten or eleven monitors plus wall-mounted televisions, because that coach spends his day breaking down film. No two setups were built the same way. Every one of them had been assembled around how that individual works, which meant every one of them had to come apart and go back together on its own terms.
That is the kind of detail a walkthrough captures and a floor plan never will.
The Broncos issued a defined scope. Bailey's priced against that scope and was awarded the work on those numbers. As planning continued, the project scope expanded, and the two largest expansions came after the award: the equipment room and the IT infrastructure. Bailey's planned for both, and neither one moved the completion date.
- RFP
- Stadium move
- Training facility move
- IT disconnect, transport, and reconnect
- Expanded
- Equipment room
- IT infrastructure
Neither expansion moved the completion date.
Challenge 1
The equipment room
It became the largest single piece of the move.
As Bailey's worked through walkthroughs with football operations and equipment staff to build the sequence, the equipment room was added to the scope. An NFL equipment room is its own operation — not two boxes, two totes, and a computer per person — and Bailey's built a plan around how that room already ran.
An NFL equipment room is not storage. It is an operating inventory system. The Broncos' equipment director runs the room on rolling compactor shelving, the kind on tracks where you turn a wheel and the whole bank slides, and every square foot of it was full. Helmets, shoulder pads, cleats, game-day sets, backup sets, practice gear, and a full size run for every player on the roster.
The organizing principle is size and category, and it has to survive the move intact. Size 10 cleats come off the shelf as size 10, travel as size 10, and go back onto the new shelving as size 10. That is how the Broncos' staff already run the room, and the packing plan was built to keep it that way.
There were also beds in the building, for the staff who stay overnight during camp, and a long list of items that sat outside the employee-contents baseline.
So Bailey's went back to the equipment director and built the plan around how the room actually works. That meant more material than a standard move calls for: speed packs, the team's own lockers, and cartons packed and labeled to preserve category and size order. Equipment staff handled the organizing and categorizing on their end, because nobody knows that inventory better than they do.
Bailey's also brought in Garth Wilson, a Bailey's employee who has worked with the Broncos organization and with the equipment staff directly for years. That was a deliberate choice. Garth and the equipment director already understood each other's thinking, particularly the categorization logic that makes the room work, and putting the two of them together on the planning kept the sequence tight. New shelving was going into the new building, and everything had to land in it correctly the first time.
Challenge 2
Moving a live IT infrastructure
Once the equipment plan came together, the Broncos' IT group asked whether the same approach could be applied to their environment. That became the second major expansion of the scope, and the answer was yes.
Bailey's moved the organization's IT infrastructure: server cabinets, switches, blades, and drives. Tagging and cataloging stayed in the Broncos' IT lane. What Bailey's owned was the physical handling and the choreography around it, timed to the Broncos' disconnect and reconnect sequence.
The method was straightforward and it was rehearsed. IT disconnected a unit and handed it off. Bailey's had carts staged to receive it, rolled it to the dock, palletized it, secured it in the truck, ran it to the new building, and brought it off the truck to a hand-off point where IT's team installed it. The equipment never sat around waiting for someone to figure out the next step, and Bailey's never touched a connection it wasn't supposed to touch.
This is not a capability most commercial movers can claim honestly. Bailey's can, because it does this work in the data center world, and the plans it used at the Broncos came out of that experience.
Challenge 3
Working a three-day window
The contracted move window was three days, over the weekend following the Fourth of July.
Bailey's internal estimate for the scope was roughly five days for a 20-person crew. Meeting that window meant putting 35 people on it.
That is a self-perform advantage, and it is worth being plain about why. A company that brokers its labor cannot build a 35-person crew to a specific standard for a specific client on a window this tight. Bailey's runs its own crews, so it could.
The project timeline
The contracted move window was three days. On the calendar the work spanned Thursday evening through Sunday. Thursday's stadium pickup ran the night before the main move, and Friday was origin staging, which meant every delivery into the new building had to happen across Saturday and Sunday.
- Thursdayevening
Empower Field at Mile High
Stadium pickup the night before the main move
Ten crew, three trucks. The stadium is a controlled environment and access has to be coordinated, so Bailey's worked alongside the Broncos' experience team and the stadium's staff to move through the building floor by floor. Seventy-nine employees' workstations were packed and loaded that evening, including all IT disconnect and packing. The loaded trucks were driven to Dove Valley, sealed, and parked overnight inside the existing facility's security perimeter, which was still fully staffed and monitored. Nothing sat unattended.
- 10 crew
- 3 trucks
- 79 workstations
- Friday7:00 a.m.
Dove Valley training facility
Origin staging — trucks loaded for Saturday delivery
Crews started at 7:00 a.m. and broke down the training facility. Bailey's staged the origin for transport, loaded three trucks so Saturday could open with deliveries, and supported artwork prep at the origin. Morgan Deering met on site with the Broncos team and reset for a 5:00 a.m. Saturday start. That staging is the reason Saturday worked.
- Saturday5:00 a.m.Delivering
Origin and new headquarters
35 people, 102 degrees, twelve hours
Saturday was a full twelve-hour day and it ran clean from the first hour, because three trucks were already loaded and the building was staged. Crews were unloading at the new facility almost immediately, which is not how the first morning of a move normally goes. By the end of it: 26 truckloads of equipment moved, plus multiple loads carrying the 460 totes the Broncos' staff had packed, plus the entire IT infrastructure delivered and handed off for reconnection. Contents were placed at the correct desk, cubicle, and office according to the floor plans, and the equipment room was delivered in category and size order so the equipment staff could start loading their new shelving. It hit 102 degrees that day.
- 35 crew
- 26 truckloads of equipment
- 460 totes
- Sunday8:00 a.m.Delivering
New headquarters
Finish equipment, football operations, and IT reconnect
Saturday went well enough that Sunday started at 8:00 a.m. instead of 5:00, which mattered to a crew that had just worked twelve hours in that heat. Sunday finished the equipment room and football operations. IT reconnection ran on both the football and business sides. By Sunday evening, business operations was complete: everything placed and everything connected. The crew was released around 3:30. Garth Wilson and Morgan Deering stayed until roughly 6:30 to do the final walkthrough of both buildings. The final walkthrough with the Broncos team closed out the weekend.
Garth Wilson
Bailey's Workplace
Ran the load side at the origin, including the equipment room and every outbound truck off that dock.
Jay Nicholson
Assistant operations manager
Ran the delivery side inside the new building, placing everything to the floor plans.
Chad Tripp
Operations manager
Floated — moved people, tools, and equipment to wherever the day needed them.
Morgan Deering
Area Sales Manager – Colorado
Handled anything coming from Broncos management and personally worked the IT move.
The result
Business operations was live Monday morning. That was the number one requirement from the Broncos' side, and the entire schedule was built around that deadline.
The full scope moved inside the window: two buildings, 330-plus employees, the equipment room, the IT infrastructure, and 460 totes. Everything that had to land in the new building landed there across two days.
The organization considered the project a success. The measure that mattered was the timeline: everything placed and done correctly when the building opened for business. The project met it.
Remaining IT mounts were finished during the following week as desks were set. The kitchen came up as well. The Broncos asked whether a crew could come back and work with the nutrition staff on larger items, warmers and refrigeration among them, plus the dishes, service ware, and everything else that feeds an NFL roster. Bailey's sent a crew. Follow-up requests kept coming for the next couple of weeks, and Bailey's kept sending small crews, because that is what a 15-year relationship looks like in practice.
Why it worked
- The relationship was 15 years old before the project started. Bailey's has handled work for the Broncos organization for a decade and a half, including game-day equipment. That history is why Garth Wilson could be placed next to the equipment director and simply work — the categorization logic was already shared.
- When the scope expanded, Bailey's was ready for it. The equipment room and the IT infrastructure were both added after the work had been awarded and priced. Bailey's built real plans for both, brought in the right people, and neither expansion moved the completion date.
- Four managers, four defined lanes. On a 35-person day with two active buildings, the failure mode is not effort, it is coordination. Load, delivery, floating support, and client-facing decisions each had a name attached, and nobody had to guess who to ask.
- The crews are Bailey's own. Building a 35-person crew for a three-day window, training that crew to a specific standard for a specific client, and putting an operations manager on the floor to backfill wherever the day needed him are all things a company can only do with its own people.
- Improvising on site was expected, not exceptional. Artwork prep, kitchen closeout, a Friday that was all staging. Each of those was a decision made on site by someone with the authority to make it, and none of them cost the client a day.
If you are planning a consolidation, a build-out move, or a phased relocation where the schedule depends on construction and the contents don't fit a standard scope, that is the kind of project Bailey's Workplace takes ownership of. Tell us what you are up against and we will tell you honestly how we would run it.
FAQ
How long did the Denver Broncos headquarters move take?
The contracted move window was three days. On the calendar the work spanned Thursday evening through Sunday of the weekend following the Fourth of July, with remaining IT mounts finished during the following week. Friday was origin staging, so every delivery into the new building happened across Saturday and Sunday. Bailey's internal estimate for the same scope was about five days at a 20-person crew, so the schedule was met by putting 35 people on the project instead.
What was actually moved?
Employee contents for more than 330 people across two buildings, the complete IT infrastructure including server cabinets, switches, and drives, the team's equipment room inventory, and select furniture. Saturday alone accounted for 26 truckloads of equipment plus 460 totes. The equipment room and the IT infrastructure were expansions to the awarded scope; Bailey's planned both without moving the completion date.
How do you move an NFL equipment room without losing the organization of it?
You build the packing plan around the way the room is already organized, and you keep the equipment staff in control of the categorization. The Broncos' equipment inventory is arranged by category and size on rolling compactor shelving. Bailey's supplied additional material, including speed packs and the team's own lockers, so that every group stayed intact through packing, transport, and placement into the new shelving. Items came off the shelf, traveled, and went back on the shelf in the same order.
Can you move live IT infrastructure without extended downtime?
Yes, when the choreography is planned in advance and the hand-offs are tight. On this project the Broncos' IT team disconnected each unit and handed it directly to Bailey's, which had carts staged to receive it and a defined route to the truck, to the new building, and to a hand-off point where IT reinstalled it. Bailey's handled transport and physical handling; tagging and cataloging stayed in the Broncos' IT lane. Bailey's runs this same physical sequence in data-center work, and that experience shaped the plan used here.
How do you use a staging day so delivery starts clean?
You keep working everything that doesn't depend on the destination. On the Friday of this project Bailey's staged the origin building for transport, loaded three trucks so Saturday could start with deliveries instead of pickups, and supported artwork prep at the origin. Morgan Deering met with the Broncos team on site and reset the crew for a 5:00 a.m. Saturday start.
What happens when scope expands after a project is awarded?
It gets a real plan. On this project two significant scopes were added after the award: the team's equipment room and the organization's IT infrastructure. Bailey's built both plans from scratch — a packing method designed around the equipment room's existing category-and-size organization, and a hand-off sequence worked out with the Broncos' IT team. Neither expansion moved the completion date.
How large a crew can Bailey's put on a single project?
This project ran 35 crew members plus four Bailey's managers at peak. Bailey's self-performs with its own employees, trucks, and warehouses across Colorado and Utah, which is what makes a crew of that size available for a window this tight.
Who manages a project like this day to day?
On this project, four Bailey's managers each owned a defined lane: origin loading and equipment, delivery and placement at the destination, floating operational support, and client-facing decisions plus the IT sequence. The Broncos team had one point of contact for anything requiring a decision.
What kind of organizations does Bailey's Workplace do this work for?
Medium to large organizations with complex, project-based logistics that fall outside their normal operations. This project is the Denver Broncos. Bailey's has been in business since 1952 and operates across Colorado and Utah, with national reach through its van line network.
What was the single most important requirement on this project?
That business operations be running on Monday morning. Every other decision on the project was made in service of that deadline, and it was met.