American DBE Magazine - 2024 Issue I

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2024 – Issue I

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American DBE Magazine is the premier industry resource for individuals and stakeholders who work in the infrastructure, construction and transportation industries. American DBE Magazine is published quarterly and distributed in all 50 states— plus Puerto Rico and the U.S. Virgin Islands—to DBE program administrators, business owners, and professionals in the Aviation, Highway Construction and Public Transit industries. Advertising Sales

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From the publisher

Unfinished Business

America will celebrate the 60th anniversary of the Civil Rights Act of 1964 in July 2024 as the country faces the troubling reality that much of the progress made to create societal equity is under attack. The country is facing attacks on voting rights, equitable access to higher education, and, most recently, attacks on equitable business opportunities on federally funded contracts.

Over the past year, judgments by the U.S. Supreme Court and federal district courts have signaled that programs aimed at leveling the playing field for minority citizens are in jeopardy in the current legal and political climate. These rulings hide behind the guise of creating a color-blind society while ignoring the continued existence of structural and institutional racism that prevents equal access to historically underserved people.

Two programs on the front line of the assault are the U.S. Small Business Administration 8(a) Program and the U.S. Department of Transportation DBE Program. Although these programs have achieved a measure of success in creating opportunities for businesses owned by minorities and women, we are still a long way from achieving an equitable distribution of contracts funded by federal dollars. Fighting this legal assault

on the programs requires the ongoing effort and commitment of legislators, business owners, and program administrators to push for continued progress, recognizing that the work is not finished.

Despite this challenge, diverse businesses, government agencies, and corporations committed to equity are pressing on by finding innovative and legal strategies to create opportunity. This issue of American DBE celebrates those who have “come too far to turn back now” in ensuring all segments of society participate in the economic opportunities that will move the country forward.

The cover story highlights Denver International Airport’s leadership and commitment, under CEO Phil Washington’s guidance, to launching the Center for Equity and Excellence in Aviation to expand employment and business opportunities for the historically underutilized groups in the Denver Region. Another story highlights Atlanta, Georgia-based FS 360, and CEO Ernest Ellis. FS 360 recently celebrated its fifteenth anniversary as a general contractor working on significant projects in the Atlanta area. Ellis also uses the company’s success as a platform to advocate for minority contractors as president of the Atlanta Chapter of the National Association of Minority Contractors. The final feature story provides an update on the legal proceedings threatening future opportunities for diverse firms in the federal 8(a) and DBE programs.

Our Program Spotlight recognizes the career of Ron Gomes, the recently retired VP of Strategic Partnerships at HMS Host.

Gomes’s significant impact on creating airport concession opportunities for ACDBE firms raised the standard for concession operators seeking meaningful partnerships with diverse business owners. This issue’s Power Player is Bryson Constructors, another Atlanta-based general contractor. CEO John Barnes is preparing his son, Bryson Barnes, to lead the company into the future by steadily increasing his responsibilities while the company takes on larger and more complex projects.

Other stories in this issue highlight WSP USA and Archer Western’s success in creating extensive opportunities for DBEs on the DART Silver Line Project; the successful journey of ACDBE operator Tyrone Nabbie, president and CEO of Superior Hospitality, leading to a growing partnership with Delaware North. The final story shares the increasing prevalence of progressive design-build contracting in the highway industry.

All these stories demonstrate that although there may be trouble on the horizon regarding legal challenges to programs to support minority- and woman-owned businesses, determined leaders from across the country are still pushing forward for equity.

Best Regards,

Shelton A. Russell, Publisher American DBE Magazine

FS 360 Celebrates Fifteenth Anniversary

FS 360 President and CEO Ernest Ellis knows the importance of flexibility and evolution when building a successful enterprise. He has used these strategies to transform a company initially planned as a distressed asset management firm into a thriving construction company, reaching its fifteenth anniversary in 2023. Ellis calls himself a “serial entrepreneur,” having led several companies since starting his first company in the late 1980s. One of his previous companies was a successful telecommunications company that he sold in 2006 before launching FS 360 in 2008. However, FS 360 is allowing Ellis to build a legacy and impact the construction industry in the two markets where the company operates—Atlanta, Georgia, and Dallas, Texas.

FS 360 opened its doors amid the real estate market crash during 2008 to help clients manage and dispose of distressed properties created by the economic downturn. However, Ellis and his business partners soon determined that industry practices did not align with their personal beliefs and values, so

they redirected the company toward the construction market, providing services to clients in the Metropolitan Atlanta market.

Although success didn’t occur overnight, the strategy proved successful as the company made inroads at the Hartsfield-Jackson Atlanta International Airport during the early stages of the new international terminal project. “Sometimes you have to pivot. We did, and we were fortunate because the International Terminal at the airport was the only major project happening in 2009,” Ellis said. FS 360 leveraged its relationships within the industry and found work providing high-end finishes and industrial construction services to general contractors working on the terminal project. The completed International Terminal opened in 2012.

Sticky Relationships

FS 360’s primary business strategy is to create “sticky relationships” with clients, leading to repeat business and multiple projects over time. “We don’t chase projects; we chase relationships,” Ellis said. During its

FS 360 was part of a joint venture team led by Skanska to complete the Hartsfield Jackson Atlanta International Airport Concourse T North Extension. The scope of work for FS 360 included managing demolition, mechanical, electrical, and plumbing services. (Photo courtesy of Skanska)

FS 360 President and CEO Ernest Ellis presented the National Association of Minority Contractors of Atlanta’s Maynard H. Jackson Hard Hat Award to Atlanta Mayor Andre’ Dickens in September 2023. (Photo courtesy of NAMC, Atlanta)

fifteen-year history, the company has secured relationships with several major corporations and government agencies. These clients include Delta Airlines, Coca-Cola, LockheedMartin, Jones Lang Lasalle, Wells Fargo and others. The company performs much of its work in the interior finishes segment of the construction industry. It has also expanded into a full-service contractor completing new build, civil, and industrial construction services. “We want to be able to service all the needs of our clients for whatever type of project they have,” Ellis said.

One of the sticky relationships that has been particularly successful is FS 360’s partnership with the Russell Innovation Center for Entrepreneurship (RICE). FS 360 was selected as the general contractor to lead the renovation and redevelopment of the 54,000-square-foot RICE facility near Downtown Atlanta. While working on the project, the RICE president & CEO introduced Ellis to representatives of Chase Bank, who planned to have a space within the RICE facility. Ellis began talking with Chase Bank to complete the project, and the successful relationship led to seven more contracts to complete Chase Bank projects. “We have completed seven branch banks for Chase, including four new buildings and three renovation projects,” Ellis said.

Another sticky relationship is FS 360’s ongoing projects at Hartsfield Jackson Atlanta International Airport. The company has continued working at the airport since the first contract on the International Terminal. It has expanded the relationship with airlines operating at the terminal, concession operators doing business there, and the City of Atlanta’s Aviation Department, which owns the airport. “The airport industry is our ‘stake in the ground’ industry. It’s where we started,” Ellis said.

Over the years, FS 360 continued to build relationships with larger contractors working at the airport and has completed several joint venture projects with a total value exceeding $500 million. The joint ventures allowed the company to learn from larger companies while gaining experience on projects

utilizing alternative delivery methods like the construction manager at risk contracting method. FS 360 has since turned the experience as a joint venture partner into new opportunities as the lead contractor on other projects using the CMAR delivery method. “We were able to learn a lot about the delivery methods without risk as a JV partner to larger companies,” Ellis said.

The company’s experience at the Atlanta Airport has led to expansion into the Dallas market through contracts at the DallasFort Worth International Airport. Sticky relationships with several airlines operating at the Atlanta airport facilitated opportunities at DFW. “At one point, we had contracts with five different airlines at DFW,” Ellis said. The airlines included Delta, Southwest and American Airlines.

Industry Leadership

The rise of FS 360 in the Atlanta construction community has fostered Ellis’ rise as a leader in the minority business community, especially in organizations supporting diversity, equity, and inclusion in the region. Ellis is active in organizations like the Atlanta Business League and the Georgia Minority

Supplier Development Council. He also serves in the third year as president of the Atlanta Chapter of the National Association of Minority Contractors (NAMC).

The NAMC presidency particularly impacts Ellis because it promotes advocacy efforts to increase opportunities for African-Americanand Hispanic-owned construction companies in the Greater Atlanta Region. Although Atlanta is more successful than many regions at creating opportunities for minority-owned firms, Ellis realizes there is still a long way to go. “Our mission is to make sure Black and Brown contractors are allowed access to deal flow and wealth building in every product category we are qualified for,” Ellis said.

Under Ellis’ leadership, the NAMC Chapter has secured 25 corporate partnerships with organizations sharing a commitment to expanding opportunities. One of the most recent partnerships is with the development team for the Centennial Yards Atlanta project. This 50-acre urban revitalization project will transform underutilized property in Downtown Atlanta into a community with businesses, retail establishments, entertainment, and residential apartments.

FS 360 was a member of the joint venture team completing the 64,179-square-foot City of Atlanta MLK Recreation & Aquatic Center in 2017. FS 360 was also the prime contractor for the site development and civil scope of work.

The project anticipates more than $5 billion in contracts and targets 38% participation for minority-owned firms in the development. Ellis is excited that NAMC is at the table with the development team and for the opportunities the project should provide to NAMC members. “They have intentionally brought us in and involved NAMC in the process. I don’t know of a private developer in the country on a $5 billion program that has embraced DE&I at a percentage of 38%,” Ellis said.

The Next Fifteen Years

After pausing to celebrate fifteen years of growth, Ellis also plans for the company’s continued success. His plan builds on the strong relationships FS 360 has with long-

time business partners and how to continue fostering the growth of the company’s 35 employees to maximize their full potential. Ellis says FS 360 has an “awesome team of young, smart and ambitious builders.” He wants the company to pursue projects that challenge them to grow even further.

These projects include working with Turner Construction on three jobs for the Family Health Centers of Georgia. One of those projects is a level 1 trauma center at Grady Hospital that will add healthcare experience to the company’s resume. Another project is working on the Centennial Yards development during the early stages, aiming to perform more significant projects as the development progresses.

Ultimately, Ellis’ goal is to place FS 360 in a position to leave a legacy for the company’s employees and the communities where the employees reside. “I spend a lot of time thinking about what the company’s next iteration looks like. We want to continue impacting the community and employing folks from the community. Even if they don’t stay with us long-term, we want to know we left them as a better person than when they came in.”

FS 360 was also a member of the joint venture team completing the construction of canopies at Hartsfield-Jackson Atlanta International Airport as part of the ATL Next program. FS 360’s work on the project included means and methods of construction, safety, coordination, and scheduling of all work, closeout, and warranty. (Photo courtesy of HJAIA)

Federal Court Proceedings Signal the Latest Challenges to Equity and Inclusion in Contracting

Recent legal cases affecting affirmative action programs for businesses owned by minorities and women have raised concerns for stakeholders nationwide. The current political climate, the upcoming election cycle, and the makeup of the U.S. Supreme Court and the lower federal courts are significant threats to all civil rights and diversity and inclusion programs to increase opportunities for minority- and women-owned businesses. Although these programs have faced and withstood challenges for several decades, the current legal climate has proponents on high alert that the current challenges are the most significant in over a half-century.

While many diverse business owners are concerned about the current legal climate, their primary concern is executing contracts during the present economic expansion, managing inflation, and overcoming workforce challenges. However, these businesses recognize the potential storm clouds on the horizon. They must monitor the legal proceedings to adjust quickly if a court ruling substantially changes their business model.

Four legal actions lie at the core of business owners’ current concerns and indicate what may be ahead for their companies. The first

U.S. Supreme Court Building in Washington, D.C.

is the ruling by the Supreme Court against affirmative action programs in higher education. The second is a federal district court ruling in Tennessee requiring the U.S. Small Business Administration 8(a) Business Development program to end the rebuttable presumption of social disadvantage for minority-owned businesses in the application process. The third is a district court decision enjoining the U.S. Department of Commerce Minority Business Development Agency from providing services to MBEs. The most recent court proceeding is a complaint filed in Kentucky challenging the federal DBE Program. All four cases can potentially impact diverse business inclusion programs in government and private sector contracting.

U.S. Supreme Court Ruling Against Affirmative Action in College Admissions

In June 2023, the U.S. Supreme Court ended race-based affirmative action in higher education admissions. Directly overruling decades of settled law, the Court held that considering race in the admissions process

at Harvard University and the University of North Carolina violated the Equal Protection Clause in the Fourteenth Amendment and Title VI of the Civil Rights Act of 1964. This ruling has already led to challenges to affirmative action efforts in employment and contracting.

The Supreme Court’s ruling against affirmative action in college admissions has several implications that may eventually impact diverse business owners. First, the ruling against considering race in college admissions could lead to more challenges to considering race in diverse business program participation. The outcome of such challenges could lead to fewer business owners in the government and corporate contracting market and fewer opportunities for those businesses still participating.

Another implication of this decision is the potential impact on diversity, equity, and inclusion (DEI) programs by government entities and corporations to increase the employment and advancement of diverse individuals, creating a more inclusive

workforce and more inclusive initiatives in these organizations. Although the current ruling directly impacts college admissions, the fallout could lead to removing all DEI efforts by government and corporate entities.

SBA 8(a) Program Ruling in Tennessee

A second legal proceeding impacting minority- and woman-owned businesses is a June 2023 federal district court judge ruling in Tennessee. The judge ruled the U.S. Small Business Administration 8(a) Business Development Program’s use of rebuttable presumption of social disadvantage for minority business owners was unconstitutional. A “rebuttable presumption” means something is presumed true unless proven otherwise. The burden of proof lies with the party who wishes to dispute or disprove the presumption. In the SBA 8(a) Business Development program, minority-owned businesses are presumed to be socially disadvantaged, therefore qualifying for the program unless proven not to be.

The decision forced the SBA to suspend new applications for the 8(a) program and to require existing 8(a) participants previously admitted to the program because of the social disadvantage presumption to submit a social disadvantage narrative to establish that the participant is personally and socially disadvantaged. The long-term effect of this ruling could lead to the SBA revamping the 8(a) program to require business owners to show evidence of discrimination and require federal agencies to create goals for the program by analyzing the utilization of minority- and women-owned firms by different federal agencies and calculating contracting goals for the agency, instead of the current practice of setting-aside contracts for firms in the 8(a) program.  The plaintiff also challenges SBA’s ability to set aside any new contracts solely for 8(a) firms.  The case is pending.

— continued

MBDA Ruling In Texas

The Minority Business Development Agency’s supportive services and technical assistance to MBEs through its Dallas/ Fort Worth area, Orlando, and Wisconsin offices have been preliminarily enjoined.  The court held that MBDA lacked evidence of discrimination in the market for federal contracts; the groups included were both over- and under-inclusive, and there had been no serious efforts to utilize race-neutral approaches to achieve the desired results.  The case is pending.

DBE Program Complaint Filed in Kentucky

The latest legal proceeding, filed in a U.S. District Court in Eastern Kentucky, involves a challenge to the USDOT’s Disadvantaged Business Enterprise Program on its face.  The plaintiffs claim the DBE Program violates the U.S. Constitution’s Due Process Clause, which prohibits the federal and state governments’ deprivation of “life, liberty, or property” without due process of law.  They claim the program has “failed,” is not based on the federal government’s “compelling interest,” and that the program is not “narrowly tailored.” There is no state defendant.

In addition to these cases, challenges have been filed against various agencies for providing preferences on the basis of race in distributing various types of government business assistance. The City of Houston and a local agency have been sued over their M/ WBE programs for local funds. Numerous cases are pending against private-sector DEI initiatives, too.

As these legal proceedings progress in the coming months, minority and women entrepreneurs would be wise to keep abreast of these cases and potential changes to diverse business programs nationwide. Although changes often occur slowly, adverse decisions at the federal court level could also immediately impact business owners.

All in together

Inclusion Drives Innovation

In 2022, Messer Construction Co. spent $255M, 20% of our purchases, with certified M/WBE businesses across our regions in the Midwest and Southeast.

Dedicated resources for strategic partnerships

Excels in company purchases with diverse suppliers

Nationally recognized best practices

to Foster DBE Growth Center of Equity and Excellence in Aviation DENVER INTERNATIONAL AIRPORT’S

Denver International Airport (DEN) is establishing itself as a diversity, equity and inclusion leader in the transportation industry. The agency is demonstrating its leadership with the design and construction of the nation’s first airport facility wholly dedicated to the growth and development of businesses and workforce in the aviation industry.

DEN’s Center for Equity & Excellence in Aviation (CEEA) will accelerate economic and workforce development by increasing access for underserved communities and diverse businesses, with the goal of building generational wealth through opportunities in the industry.

The CEEA positions the Denver airport as a hub for businesses seeking aviation talent. The center’s programs include a Career Pathways program, a Business Development Training Academy, and a Research and Innovation Lab.

The Career Pathways program concentrates on workforce development, providing graduated entry points to create a robust aviation talent pipeline. Emphasizing inclusivity, CEEA seeks to deepen equity impacts for marginalized communities, showcasing benefits through leadership development and fostering innovation. So far, the impact in the Denver region is evident, introducing students to aviation careers via workshops, tours and

school partnerships; with further community collaborations planned in 2024.

The CEEA is an extension of Denver Airport CEO Phil Washington’s commitment to increase inclusion, leading the airport to be the first agency to sign the Equity in infrastructure Pledge in 2022. The pledge demonstrates the airport’s intention to increase wealth-building opportunities for Historically Underutilized Businesses (HUBs). Washington was a leader in the creation of the Equity in Infrastructure Project to encourage government agencies and private sector corporations to commit to offering more opportunities for minority- and womenowned firms to access prime contracts

Above: Architect’s rendering of the Denver Airport Center for Equity and Excellence in Aviation (Courtesy DEN).

Right: Phil Washington makes remarks at the kickoff ceremony for the construction of the Center of Equity and Excellence in Aviation at Denver International Airport. (Courtesy DEN)

on infrastructure projects, increasing the capacity of these firms and fostering wealthbuilding for diverse business owners.

The CEEA initiative also aligns with DEN’s Vision 100 strategic plan to prepare for and reach 100 million annual passengers. Diversity, equity, inclusion and accessibility are guiding principles of the agency’s actions to complete the strategic plan. The new facility provides a valuable resource for offering programs and services to business owners, employees and the community to achieve the vision.

Construction of the new facility will begin in early 2024. It will occupy most of the 66,000 square feet of unused space on a lower level of the Westin Hotel and Transit Center, which opened next to the terminal eight years ago The central part of the CEEA will be the Hall of Equity, a space that can accommodate 300 people. Adjacent lecture halls and training rooms will also be able to support 200 to 300 people. A lobby space will allow for a small cafe and an environment for networking or small meetings. The project is part of the ongoing $2.1 billion Great Hall terminal renovation project

DEN selected Sky Blue Builders as the general contractor for the center. Sky Blue Builders is an award-winning minority-owned contractor founded by President and CEO Mowa Haile

Haile grew up in Colorado after immigrating to the U.S. from Eritrea. He founded Sky Blue Builders in 2007 after a tenured career in the technology industry. After starting with just two employees, Haile has guided the company from $80K in revenue to a multimillion-dollar business, completing large projects for Fortune 500 companies and government agencies.

“We are extremely honored to be selected as the general contractor for such an iconic project that will serve our community for decades to come,” Haile said in a press release “DEN has been instrumental in Sky Blue’s success over the last ten years, and we are proud to be part of CEEA, which will continue to provide training opportunities for other MWBE firms to grow and succeed at DEN.”

Home of the Business Development Training Academy (BDTA)

CEEA will serve as the permanent home of the DEN Business Development Training Academy. The BDTA’s mission is to support Historically Underutilized Businesses (HUBs) during their business lifecycle at DEN by providing training at all transitional points of

the business. HUBs also include companies participating in the federal Disadvantaged B u s i n e ss En te r p r i s e ( D B E ) Pro g ra m a n d the Airport Concessions Disadvantaged Business Enterprise (ACDBE) Program. The training curriculum helps companies create a systematic approach to entering DEN as a subcontractor in construction, professional services, goods and services, and airport concessions.

The BDTA selects participants through an application process which indentifies firms seeking to learn how to do business at DEN. The program provides a learning experience that prepares businesses to bid successfully on competitive contract opportunities.

One of the goals of BDTA is to increase the pool of certified firms ready, willing, and able to do work and succeed at DEN. The program l aunched in 2022 and 57 business hav e graduated from the program so far. Seven of the graduating firms have successfully bid on more than $60 million in contracts as prime contractors on DEN projects. The ai rpo rt e xpec ts inte re st in th e BDTA to continue growing, with plans for additional co h o r t s , i n c l u d i n g a n e w BDTA t ra c k fo r airport concessions. “Businesses have the increased knowledge to competitively bid and are better able to market themselves to prime contractors and DEN, with the ultimate goal of increasing generational wealth,” DEN CEO Phil Washington said.

BDTA consists of a three-l e v el training program that moves participants from entrylevel contracting in the airport industry to an advanced level DEN launched the Concourse 100 series of courses to introduce new businesses to the airport industry Concourse 100 is a nine-week session with courses including Navigating DEN, DEN Procurement Process, DEN Contract Doc uments, and DEN Prime Partnerships. Once participants complete the Concourse 100 curriculum, they are eligible to select courses from the Concourse 200 and Concourse 300 series to advance their education in working at DEN.

Denver Airport CEO Phil Washington (front center) celebrates the graduation of participants in the Business Development Training Academy. (Courtesy DEN)

Creating Results

Denver International Airport (DEN) recently announced it made payments of $742.3 million to HUBs and Small Business Enterprises since 2021, an increase of 105% compared to the three years prior from 2018-2021.

Washington was appointed DEN CEO in July 2021 and has advocated for increasing opportunities for HUBs throughout his tenure. “We are proud of the work we have been doing to reduce barriers for small, women and minority-owned businesses,” Washington said. “The numbers show that our work is making a difference, and that DEN is providing opportunities for more businesses to share in our success while contributing to the economic health of our region.”

In the federal fiscal year 2022, DEN exceeded its DBE goal of 27.6%. Airport Concessions Disadvantaged Business Enterprises (ACDBE) achieved 31.95% of airport concession revenues. In addition, ACDBE concessions business revenue has reached its highest amount in six years, reaching more than $200 million in 2023.

The successful participation of HUB and DBE firms in DEN contracting is also creating exceptional results in the Great Hall terminal renovation project. The airport set significant goals for prime contractors and consultants working on the project and displays results on a project dashboard on DEN’s Great

Hall Program website. As of October 2023, the Great Hall design team Stantec has achieved 34% participation on its 35% goal. The LS|Gallegos project management team has reached 56% of its 56% MWBE goal. The Jacobs project management team has achieved 27% of its 20% MWBE goal, and the Hensel Phelps contracting team has reached 25% of its MWBE goal.

Washington is excited about the progress DEN is making to increase equity and expand opportunities for HUB firms and expects the new CEEA to create greater results. “At DEN, we value equity, diversity, inclusivity, accessibility and sustainability in all aspects of our business, including through contracting with the business community,” Washington added. “As such, it is critical to the success of the city, the airport and the business community that we not only promote the use of small businesses and historically marginalized groups of people, but also make impactful changes to our procedures that will increase access to city contracting opportunities for all businesses.”

Denver International Airport CEO Phil Washington congratulates business owner Pilar Guzman Zavala on the opening of a new Half Moon Empanadas in Concourse B of the airport in June 2023. (Courtesy DEN)

Denver International Airport Chief Executive Officer Philip A. Washington (Courtesy DEN)

C olette Holt & A ssociates provides legal counsel and consulting ser vices to governments and businesses.

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Gomes Retires from HMS Host, Leaving Legacy of Impact and Service

Ron Gomes never intended to spend the peak of his career creating partnership opportunities for Airport Concession Disadvantaged Business Enterprise (ACDBE) firms to join with HMS Host to pursue contracts with airports nationwide. His goal was to become an excellent business development professional, rising through the ranks of the HMS Host organization and

leading efforts to win lucrative contracts for the company as the leading food and beverage concession operator in America. However, leadership in the HMS organization noticed his strong interpersonal skills and business acumen, making him a great candidate to lead the company’s initiatives to attract ACDBE business partners to meet diversity and inclusion goals and help HMS Host compete for airport contracts.

Gomes was six years into his dream job as vice president of development when, after several requests, he agreed to accept the new role if they changed the title from vice president of government affairs to vice president of strategic partnerships. The role required Gomes to serve as the connection between the development and financial organizations of HMS Host and

Airport Minority Advisory Council President and CEO Eboni Winbush (left) and Airport Minority Advisory Council Chair Ricky Smith present Ron Gomes (center) with the AMAC Hall of Fame Award at the 2023 AMAC Airport Business Diversity Conference in San Antonio, Texas, in June 2023.

ACDBE business owners seeking airport concession opportunities. “I didn’t have any experience with government, but I did have a lot of experience with business deals, so that is where I wanted to focus,” Gomes said.

The new position required him to apply the engineering and construction experience gained earlier in his career and his six years of development experience to foster win-win partnerships with ACDBE firms nationwide. Although he didn’t recognize it immediately, the position was a perfect fit for Gomes because it capitalized on his strengths –integrity and authenticity.

As he prepared to retire from the position in early 2023, these were the attributes most highly praised by industry colleagues who worked with him during his 16 years in the role. Although peers throughout the industry recognized his expertise and analytical skills, his integrity and commitment to fairness led to exceptional performance. The job required all these skills to navigate effectively between his colleagues at HMS Host, ACDBE business owners, and airport executives. “You have to combine integrity with intelligence and knowledge because if you have integrity but don’t know what you are doing, it’s hard for integrity to ring through,” Gomes said.

Realizing His Superpower

Gomes’ ability to help ACDBEs find partnership opportunities with a high probability of success was a hallmark of his tenure. He believed his greatest superpower was analyzing a potential business deal to determine if it was good for HMS Host and ACDBE firms to enter a partnership. He focused on coaching ACDBEs through the process to ensure they had a clear understanding of the expectations of the partnership and to ensure the deal was a good fit for the current situation. “Some deals are capital intensive, and the ACDBE has to have the financial ability to do the deal. Other deals require more of a time commitment, so if they have other commitments, they may not have the time for this deal,” Gomes said.

One piece of advice Gomes always shared with potential business partners was the airport business is a long-term commitment. Hence, the business owner needs to be ready for the long haul. He stressed that ACDBE partners rarely made much profit during the early years of an airport contract lasting up to 10 years but that if they stayed the course,

the deal would turn out profitably in the later years of the agreement. “The biggest key to success is having patience and being financially astute. The owner must know that it’s a long haul, and they must have a laser beam focus on the dollars,” Gomes said.

JQ Enterprises Inc. President and CEO Sheldon Poole worked closely with Gomes. During these years, JQ Enterprises grew from partnering with HMS Host at the RaleighDurham International Airport to additional partnerships at the Cincinnati/Northern Kentucky International Airport, BirminghamShuttlesworth International Airport and the Bill and Hillary Clinton National Airport in Little Rock, Arkansas. Poole enjoyed working with Gomes and particularly remembers their conversations about business success, and also their discussions about life and family. He is grateful for the insight Gomes provided on potential business deals. “Ron is number one in my book. Although he worked for Host, he would always give you both sides of the story to make sure a deal is right for you, and I trusted his insight,” Poole said.

A Graceful Exit

Due to the sensitive nature of strategic partnerships between HMS Host, ACDBE business partners, and airport clients, Gomes recognized the need for a smooth transition

when he decided to retire in 2023. He aimed to ensure the partnerships he helped create maintained a solid connection through his transition, including the relationship with airport clients. One of his final initiatives was leading the search for a replacement to continue the work he spent years developing and with the capability to lead the program to greater achievements.

The national search led to the selection of Shelby Scales, a former president and CEO of the Airport Minority Advisory Council and former director of the U.S. Department of Transportation Office of Small Disadvantaged Business Utilization. Gomes believes Scales is a great fit to take the program forward due to her deep industry relationships and leadership abilities.

HMS Host President and CEO Steve Johnson echoed Gomes’s sentiment in a press release after Scales joined the company. “HMS Host has developed an awardwinning, industry-leading strategic alliances program that champions over 100 minority partners generating nearly $500 million in revenue annually, and I cannot think of a more qualified and accomplished leader

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Ron Gomes (3rd from left) is congratulated by Yasmin Sheriff (left), and fellow HMS Host colleagues Shelby Scales, April Mackoff, Paul Mammalian, and Devon Ray after receiving the AXN ICON Award in April, July 2023.

than Shelby Scales to take the helm of this important program,” he said.

Scales’ experience and expertise is important as the company moves to a new chapter in its history. HMS Host merged its U.S. operations with fellow airport concessionaire Hudson Group. The merger of Hudson Group’s parent company, Dufry, and HMS Host’s parent company, Autogrill, was finalized in February 2023, creating an integrated travel experience player serving 2.3 billion passengers in over 75 countries. The merger will unite two of the largest airport concession operators in the country. Gomes said the merger was rumored for some time but had yet to learn it was coming when he decided to retire. “Yeah, I didn’t see that coming, and I certainly would have given Shelby a heads-up before joining the company, but she’s the right person for the job,” he said.

Leaving with Honors

Several industry associations recognized Gomes’ impact on the industry during his tenure at HMS Host in 2023. The Airport Minority Advisory Council presented him with the Hall of Fame Award at the 2023 Airport Business Diversity Conference in San Antonio, Texas. AMAC also announced the creation of the Ronald J. Gomes Scholarship Fund (RJGSF) annual scholarship to provide funding to one

or more minority students demonstrating devotion to their communities, making an impact on the next generation through tutoring engagements or mentoring, and showing efforts to improve diversity and inclusion in their environments. Airports Council International honored him with its 2023 Leon C. Watkins Guardian Award for Excellence in Business Diversity. Airport Experience News selected Gomes as its AXN Icon for 2023.

“Ron Gomes has an exemplary record of encouraging and supporting business diversity in our industry, and his passion for helping underrepresented businesses succeed is clear in the outcomes his leadership has produced for those businesses and the people they support,” said ACI-NA President and CEO Kevin M. Burke in a press release. “Through his personal mentorship of ACDBEs, industry professionals, and small businesses, Ron has proven that this is not just a job — it’s a passion — and his work has made a meaningful difference in many lives.”

The outpouring of acknowledgments and awards from colleagues across the industry humbles Gomes. He says he plans to build things in his home workshop, cherish time with his wife and family, and give back to his community through volunteer engagements. He is also awed by the idea of having a

scholarship named in his honor that will impact lives for many years. He says it still gives him shivers, and he’s still digesting what it means.

He is also proud of his work for HMS Host and how he maintained his character throughout his tenure. Gomes said, “I came into this role; the table was set for me by some legends in the industry, and I didn’t break the dishes. I honored what they built, tried to build upon it, and did it respectfully, thoughtfully, and meaningfully. I’m proud that I can leave knowing I didn’t have to change who I was to do the job.”

Ronald J. Gomes

Les Cappetta, former CEO of SSP America, announces the creation of the AMAC Foundation Ronald J. Gomes Scholarship Fund alongside Ron and Maria Gomes at the 2022 Airport Business Diversity Conference. The fund will provide funding to one or more minority students who have demonstrated an incredible devotion to their communities, made an impact on the next generation through tutoring engagements or mentoring, and/or demonstrated efforts to improve diversity and inclusion in their environments.

Bryson Constructors Prepares Second Generation to Build on Solid Foundation

Succeeding in the footsteps of a leader whose accomplishments are celebrated by the community they serve can be a challenge for the next generation of leadership.

The challenge can be even greater when the next generation is the namesake of the company. Such is the case for Bryson Barnes, the son of Bryson Constructors founder Steve Barnes. Steve started the company in 1989, just after the birth of Bryson, and has steadily grown the company into a leading general contracting and construction management firm in the Greater Atlanta Area.

The company started primarily as a contractor in the residential housing industry and grew into the affordable housing market and aviation construction while former

Atlanta Mayor Maynard H. Jackson was in office. Over the years, the company grew in the commercial market with work in several industries including public transit, K-12 education, and corporate construction. “We do a lot of work as a prime contractor, but also partner with other firms of larger projects,” Steve Barnes said.

Steve serves as president of the company but has started the important transition of shifting leadership duties to Bryson, who joined the company as a full-time employee after graduating from Furman University in 2012. “I always wanted to do what my father did, and I have always said that if my father started a sanitation collection company, I would have learned the sanitation business and had a fleet of sanitation trucks too,” Bryson Barnes said.

Growing into a leadership role has always been the plan for Bryson, but Steve did not make it an easy journey for his son. Bryson’s first role in the company was as a construction laborer in the field. Over the years, he has progressed from field operations to executive

management through his proven abilities and skills in strategic leadership, business development, and continuous improvement. Learning alongside his father and a welldeveloped team enabled Bryson to fine-tune his skills as a construction professional and grow into a respected leader. “My father did not coddle me at all. He fired me a couple of times to make certain I understood that I was not entitled to anything,” Bryson Barnes said. “I quickly learned, and I am still learning. The work we do and the legacy my father created is more than a successful business, it is centered around transforming the lives of people and communities often overlooked.”

Bryson Constructors is an established contractor in the Atlanta construction market. The company’s extensive portfolio covers several industry markets including aviation, healthcare, sports entertainment, and multi-use developments. Throughout the company’s 32-year history, the firm has

— continued

Cindy Barnes, Steve Barnes, Bryson Barnes, and Asia Barnes (left to right) celebrate Bryson receiving the Rising Star Award from the National Association of Minority Contractors — Greater Atlanta Chapter in 2023.

completed several signature projects as a prime contractor or subcontractor including Mercedes-Benz Stadium, State Farm Arena, and Hartsfield-Jackson Atlanta International Airport. Most recently, Bryson Constructors was selected to perform as part of a team on the $1.4 billion Concourse D Expansion project at Hartsfield-Jackson Airport.

As a partner in the HolderMoody-Bryson-Sovereign Joint Venture (HMBS-JV) group, Bryson Constructors will collaboratively work to expand the central corridor of Concourse D to reduce traveler congestion, create more spacious amenities (restrooms, concessions, waiting areas, etc.), as well as modernize the terminal to provide an enhanced travelers’ experience. “We are excited to join Holder Construction and our other great partners on another monumental project at Hartsfield-Jackson. Not only is it one of the largest most complex projects to take place at Hartsfield-Jackson, but the project is also expected to provide more than 500 jobs for the local area,” Steve Barnes said.

One of the core values of Bryson Constructors is to “Lift as we Build,” meaning the company strives to enhance the lives of others as the company succeeds. One of the main strategies to lift others is providing meaningful employment and career opportunities for residents of the Greater Atlanta region, particularly in Southwest Atlanta where the company is headquartered in the city of East Point. “Providing career opportunities to underserved communities supports a pressing need to reduce the gap in skilled trades, but more importantly, it provides livable wages to individuals that positively impact their lives and the lives of their families,” Bryson Barnes said.

Bryson Constructors works closely with neighborhood-based workforce collaboratives like Westside Works and Construction Ready to provide career-building opportunities for individuals interested in joining the construction industry. “We enjoy working with organizations that expose the workforce to potentially high-earning careers in construction and the abundance of opportunities available within the industry to learn a skill and start their own companies,” Bryson Barnes said. “Westside Works

provided us with more than 100 individuals from Atlanta’s Westside community to work on the Mercedes-Benz Stadium project. The workers were credentialed, understood the fundamentals of construction knowledge, and adopted our safety culture as priority number one.”

Bryson serves on both the Board of Directors for Construction Ready and the National Association of Minority Contractors (Atlanta Chapter) and often speaks to the youth and disenfranchised individuals

about career opportunities and success in the construction industry. He recognizes the great achievements Bryson Constructors has accomplished for more than three decades and understands the importance of representation; however, Bryson is focusing on the future and what lies ahead. “The construction footprint in Atlanta is continuously growing as one of the largest tech hubs in the country with Electric Mobility infrastructure in the forefront. We also have the highest rate of black-owned businesses

Mercedes Benz Stadium during construction in August 2017. Bryson Contractors was the value-added process contractor for the project in Downtown Atlanta. The company provided crucial support services, including field supervisory support, safety and project management. (Photo: Atlanta Falcons)

Bryson Constructors performed as the general contractor for the renovation of the 104-year-old Fire Station #7 in the Historic West End Neighborhood of Atlanta, GA. (Courtesy of Bryson Constructors)

in the U.S.,” Bryson said. “Diversifying our portfolio to meet the accelerated demands of technology and being able to provide opportunities for minority and womenowned businesses is a critical component of our company’s future.”

Bryson continues to follow in the footsteps his father has created over the years.  Steve Barnes remains active in the greater community and the minority construction community, especially in Atlanta. He is a longstanding member of the National Association of Minority Contractors (NAMC) and in 2019, received the organization’s highest honor by being inducted into the NAMC National Hall of Fame for his leadership and enduring commitment to minority business success in the construction industry.

In 2023, Bryson Constructors received national recognition from Associated Builders and Contractors (ABC) as the recipient of the 2022 National Inclusion, Diversity, and Equity (IDE) Excellence Award for its exemplary IDE leadership within the company, workforce, supply chain, and community with bestin-class recruitment policies, retention practices, and training and mentoring.

As Steve continues to groom Bryson for his eventual retirement, he is confident the company’s best days are ahead. “Bryson still has a lot to learn, and that is what I’m here for, but he will take the company even further in the future,” Steve said. In the meantime, the company’s goals are strengthening the internal infrastructure of the company, nurturing its current business relationships, and initiating new associations that will expand the company’s footprint throughout the Southeast region. “My father has planted the seeds that have allowed Bryson Constructors to grow an abundant harvest of opportunities and relationships that have transformed and revitalized the city of Atlanta.” Bryson said. “I am humbled at the position my father has entrusted me to execute and I am excited about the unique set of challenges I face as I build my respect in the industry.”

Bryson Barnes and Steve Barnes (left to right) celebrate Bryson receiving the 2022 Award of Safety Excellence from the Associated Builders and Contractors of Georgia at the Excellence in Construction Awards in June 2022.

Below: Bryson Constructors is the prime contractor for the K9 Cargo Expansion project at Hartsfield-Jackson Atlanta International Airport. The project consists of site preparation to increase airport cargo operations and the new construction of a police K9 facility.

Superior Hospitality Leverages Industry Expertise in Partnership with Delaware North

Tyrone Nabbie’s extensive experience has taught him how to thrive in the airport concessions industry. His career spans good and bad times and includes terrific highs and devastating lows. However, it’s these experiences he draws upon to lead Superior Hospitality to its greatest success yet. Nabbie believes learning the lessons challenging times provide and the ability to persist when others may crumble are the traits of a successful entrepreneur. “You don’t become an entrepreneur until you have endured some hard times in business,” Nabbie said.

Nabbie launched Superior Hospitality Management in 1994 after an extensive

career in the hospitality industry in Florida and the Bahamas. He was born and raised in the Bahamas and came to the U.S. after graduating from The Bahamas Hotel Training College. He then began his career working for Trusthouse Forte in Nassau, working his way from the ground up in the food services industry. “I was a soldier. I did every job from dishwasher to busboy, waiter, host, and cook before I got into management,” Nabbie said.

His tenure with Trusthouse Forte gave him scholarship and job exchange opportunities, which he used to attend Florida International University to earn a bachelor’s degree in hospitality management. After graduation, he landed his first job in the airport concessions

Superior Hospitality President Tyrone Nabbie (4th from left), along with executives from Delaware North, Sweet Mango Hospitality and the Orlando International Airport celebrate the grand opening of Summer House International in Terminal C of the Orlando International Airport In September 2022.

industry as a concourse manager at Miami International Airport for Dobbs House. He then moved on to work at Concessions International, leading the opening of their operation at Orlando International Airport.

The next step in his career included returning to the Bahamas to serve as vice president of food & beverage at the Crystal Palace Hotel, one of the largest resorts in Nassau. He then returned to the U.S. to become the general manager of food services for the Orlando Convention Center. This experience led to his first opportunity to acquire an ownership interest in a concession operation. He launched Superior Hospital Management in 1997 when he entered a joint venture with Fine Host Corporation to operate food and beverage concessions at the Orlando Convention Center.

The successful partnership led to Superior Hospitality’s first airport concession when he acquired a minority interest with Fine Host to run the food and beverage operations in a terminal at the Orlando International Airport. Managing operations at one of the busiest airports in North America gave Nabbie extensive experience as an airport concession operator during the 13 years the joint venture maintained a contract at the Orlando Airport, ending in 2016.

During these years, Nabbie also began to launch a variety of streetside restaurants in Florida and the Bahamas with brands including Bennigan’s, Sbarrro, and a proprietary brand called Kafe Kalik. The Kafe Kalik brand offers guests “A Taste of the Caribbean” through an authentic Caribbean experience and cuisine. Nabbie says the brand gives customers “an hour and a half vacation” when they visit the restaurant.

Mastering His Craft

Nabbie’s career gives him a unique perspective on achieving business and entrepreneurial success. He believes the first and most crucial step is mastering the industry or trade the company is a part of. His 40-year career in the food and beverage industry gives him the confidence to know he has the experience and longevity to face new challenges as they arise. He also knows he is a valuable resource for business partners who rely on his expertise to move their combined interests forward.

operations at Buffalo International Airport, Tampa International Airport, Richmond International Airport, and, most recently, Orlando International Airport.

Nabbie maintains two considerations in mastering his craft – technical skill and technical knowledge. He attributes technical skills to developing the physical ability to successfully operate a food and beverage business, including food preparation, staffing and management, menu selection, customer service, and quality. He classifies technical knowledge as mastering the operation’s mental aspects, including understanding the strategy and reasoning behind all parts of the business. It also includes understanding cost accounting and financial management. “You have to understand why you do what you do, and how it all comes together to make the operation successful,” Nabbie said.

His industry expertise makes him a great business partner for a large concession operator looking for ACDBE partners. After his earlier experience partnering with Fine Host, Nabbie established his first joint venture with the Delaware North Corporation in 2011 in pursuit of a food and beverage concession at Fort Lauderdale International Airport for the four terminals in the facility. The team won the contract, and the successful partnership has developed into additional

“The relationship with Delaware North has been fruitful for both sides. They are a great partner to work with – their business affairs are transparent,” Nabbie said. He is delighted that Delaware North leadership works collaboratively with ACDBE partners by valuing their opinions, openly communicating, and operating with mutual respect. “We have an excellent partnership,” Nabbie said.

Mastering Relationships

Realizing the importance of relationshipbuilding at the interpersonal and political level is another component of success for Nabbie. While he built a successful career through developing expertise in the food and beverage industry, he recognizes that relationships are the key to having the opportunity to display his skill. “You can be the greatest operator in the world, but if the people making decisions don’t know you or don’t like you, you won’t have the opportunity to show how great you are,” Nabbie said. Nabbie categorizes relationships into two groups – external and internal. The external relationships include key decision-makers

— continued

Superior Hospitality Group President Tyrone Nabbie

at airports, government officials, or airport authority board members who influence decisions made by their organizations. He categorizes internal relationships as those with business partners, mentors, proteges, and the employees he works closely with daily. “These are the relationships you need to get to a yes decision in pursuing new opportunities,” Nabbie said.

He believes that one advantage Airport Concessions Disadvantaged Business Enterprises bring to larger concessionaires is local relationships that can help a team win a new opportunity. ACDBEs are frequently knowledgeable of the local decision-makers, political landscape, and critical community issues that can add value to a concessions team seeking to land an airport contract. He ensures Superior Hospitality strives to cultivate and build upon relationships built over the years and is always mindful to keep relationships active and fresh.

Mastering Community Involvement

The final key to success for Nabbie is community involvement. Like the relationship-building component, he views community involvement as a critical factor for ACDBEs. As airport leaders stress the importance of including ACDBEs in concessions contracts, Nabbie believes ACDBEs must, in turn, give back to the community to demonstrate the actual value of the program. Involvement in the community includes hiring employees from the local community, supporting local causes, and maintaining an active presence in the community. He says this type of engagement incentivizes local officials to continue advancing the ACDBE Program because of its positive impact on the community.

Nabbie also includes mentoring as a part of community engagement. As an experienced operator, he adds value to his joint venture teams by mentoring local ACDBEs at each airport where Superior Hospitality operates. Mentoring newer ACDBEs further increases joint venture teams’ strength while pursuing contracts and allows Nabbie to fulfill his greatest passion of helping others reach their full potential. “Sharing what I have learned drives me and allows me to be a foundation for the mentorship of new ACDBEs with my business partners,” Nabbie said.

He calls these three components “Nabbie’s Triangle” because they represent the three essential requirements of building a successful enterprise. However, he is quick to acknowledge that the different sides of the triangle sometimes take greater importance in the pursuit of success. For instance, he says the relationships and community involvement sides of the triangle often take greater significance because there is only an opportunity to show expertise once the team wins a contract.

Overcoming the ups and downs of business ownership and enduring challenging business cycles has given Nabbie wisdom and

confidence as he looks towards the future for Superior Hospitality. The pandemic years of 2020-2022 devastated the business, but he has rebounded and stayed the course. “We went through an opportunity of pain during those times, but I’ve learned that you’re not really an entrepreneur until you feel some pain and go through some rough times, and it has made me a better and more successful operator,” Nabbie said. He also expresses his satisfaction with Delaware North as a business partner. He says their patience and empathy during the turbulent years of the pandemic helped Superior Hospitality navigate its way through challenging times.

In the future, he plans to continue to grow his business partnership with Delaware North and one day become large enough to graduate from the ACDBE Program by increasing annual revenues beyond the federal size limit. He recognizes that working as an ACDBE joint venture partner with a larger concession operator may bring smaller opportunities, but several small opportunities can create a sizeable business. Nabbie said, “At this stage of my career, I’m looking at low-hanging fruit and bringing together several smaller opportunities because I’ve realized that a lot of breadcrumbs can make a loaf.”

Patrons enjoy a meal at the Kafe Kalik restaurant in Terminal 4 at Fort Lauderdale-Hollywood International Airport (FLL) in September 2023.

Mario Diaz

J’Maine Chubb

Liliana Rambo Management Officer

Director of Aviation

Jason McLemore Deputy Assistant Director

Rhonda Arnold Chief Community & Business Affairs Officer

Houston

Chief Financial Officer

Chief Terminal

This is the last interview Tommy Dortch granted before his death, February 15, 2023.

TRANSIT

The Dallas Area Rapid Transit (DART) Silver Line Regional Rail Project represents one of the largest transit projects in the history of the Dallas-Fort Worth metroplex. The $2.09 billion transit line adds 26-miles and 10 new stations to the DART rail system and extends from the northeast suburb of Plano through Richardson, Dallas, Addison, Carrollton, and Coppell to Dallas/Fort Worth International Airport. The project also includes an adjacent 26-mile bike and pedestrian trailway. The project began in 2018 and plans to open for business in 2026.

WSP, USA formed a joint venture with Arredondo, Zepeda & Brunz, LLC, a local small business and former DBE firm, to serve as DART’s Program Manager/Owner’s Representative (PMOR). The team provides oversight of the DART Silver Line to ensure it is built to specifications, within budget and provides safe and reliable in-revenue service.

Archer Western has partnered with Herzog to serve as the design/build team responsible for completing the project. DART has charged both entities with striving to maximize opportunities for Disadvantaged Business Enterprises to participate in this megaproject. The Silver Line is currently more than 50% complete, and both the PMOR and designbuild teams are ahead of DART’s goals for DBEs on the project.

Ruben Landa, Assistant Vice President for Communications and Public Involvement (CPI) for WSP, leads DBE outreach initiatives for WSP in Texas. His role includes connecting qualified professional services firms to the PMOR team, helping to create a talented and diverse team to complete the project. To date, the team includes ten diverse firms performing a wide range of critical services. “We are doing all that we can to maximize opportunities for DBE firms on both the engineering and construction sides of the project” Landa said.

Similarly, Archer Western’s Regional Diversity, Equity, Inclusion, and Compliance Officer Marvin Jackson leads inclusion efforts for the design/build team. Jackson’s role includes finding diverse companies with

WSP and Archer Western Fostering Inclusion on DART Silver Line

the experience and capacity to work on a significant infrastructure project and creating strategies to connect firms with contracting opportunities that fit within their existing capabilities. “This project has some specialized scopes of work that not many DBEs perform, but we have been successful in finding DBEs with the ability to help us complete the project,” Jackson said.

Community Engagement and Leadership

A primary reason for the project’s success in achieving D/M/WBE goals and maximizing opportunities is the extensive communication and outreach efforts of the PMOR and design-

Top: A new rail car for the DART Silver Line

Above left: WSP, USA AVP for Communications and Public Involvement Ruben Landa

Above right: Walsh/Archer Western Regional Diversity Officer Marvin Jackson

build teams in reaching out to the North Texas business community. These activities gave advance notice to the community about the project, and they also added a greater degree of credibility by demonstrating a sincere desire to make opportunities available to diverse firms.

Landa is a respected and well-known advocate for diversity and inclusion in the Dallas-Fort Worth metroplex, serving in leadership positions leading nonprofit agencies serving minority- and womenowned businesses. He is the current President of the Greater Dallas Planning Council and a former Chairman of the Regional Hispanic Contractor’s Association (RHCA) and President of the North Texas Chapter of the Conference of Minority Transportation Officials (COMTO). Landa’s engagement with these and other local organizations provides a platform to promote the Silver Line project while assuring DBE firms that they will have a true opportunity to work on it. “My involvement in community organizations certainly provides a different level of exposure for our work on the Silver Line,” Landa said.

Jackson has led extensive outreach efforts for the Silver Line and is active in the local business community. The Archer Western Herzog (AWH) team began outreach on the project early in the development stages while seeking to win the design-build contract. These outreach efforts continued after the team secured the contract and began design activities before the pandemic started in 2019. Jacobs is the lead designer for the AWH team and has assumed their share of responsibility for exceeding DART’s DBE goal. “We have over 80 contracts with DBE firms so far on the project, representing around 60 individual firms,” Jackson said.

Jackson’s community engagement also lends credibility to the AWH team’s outreach and recruitment efforts. He is the President of the North Texas Chapter of COMTO and a Board Member of the RHCA. He is also an active member of the Dallas Chapter of the National Association of Minority Contractors (NAMC). “It means a lot when people know you not only from the company you work for but also as a member of the community,” Jackson said.

Results Tell the Story

The WSP-Arredondo, Zepeda & Brunz, LLC (WSP|AZB) joint venture has assembled a comprehensive group of diverse firms to complete their team. These firms include Foster CM Group, Iconic Consulting Group, K Strategies Group, MasTek Engineering, McKissack & McKissack, Swayzer Engineering, Raul V. Bravo & Associates, and VIA Architects. This group of sub-consultants has resulted in 56% of revenues earned by the PMOR team going to diverse firms. “We have been intentional about not only working with diverse firms, but with firms that can provide critical services to help complete the project,” Landa said. As of September 2023, WSP|AZB is achieving a 51.8% participation.”

The design-build team is achieving similar success thus far. AWH is tracking ahead of the project’s DBE goal of 7% and the 23% goal for businesses owned by minorities or women. AWH has already engaged the services of numerous firms to work on the project, resulting in more than $100 million in payments to diverse companies. “We still have a ways to go, and we are still seeking firms to complete work as we get into the additional portions of the project,” Jackson said.

Landa and Jackson expect the completed Silver Line project to produce several diverse business success stories. The large size of the project allows DBE firms to expand capacity, leading to continued growth in the North Texas Market. One emerging success story is the Fort Worth-based Post L Construction Group. The company expanded from commercial construction into civil infrastructure services, including installing MSE retaining wall systems, sound walls, castin-place retaining walls, T-Panel retaining walls, cast-in-place coping, barrier rails, and moment slabs. Jackson believes more firms like Post L will expand their capabilities working on the Silver Line, leading to increased opportunities in the future.

Most diverse firms working on the Silver Line are based in North Texas. Landa says having local firms participate and increase their capacity is important to the continued growth of the North Texas Region. “We have more than a quarter trillion dollars in infrastructure projects coming to Texas over the next 10 years due to the federal infrastructure bill and other funding sources in the state and region, so we need firms with the capacity to help complete all these projects,” Landa said.

Marvin Jackson (center) is joined by other COMTO members at an outreach meeting at an outreach meeting in Dallas, Texas.

THE CITY OF COLUMBIA IS PROJECTED TO SPEND $68,883,680.00

TOWARD THE COLUMBIA DISADVANTAGED BUSINESS ENTERPRISE (CDBE) PROGRAM OVER THE NEXT YEAR.

The City of Columbia needs contractors & subcontractors in the following areas:

CIPP • Concrete Curb & Gutter/Sidewalks General Concrete • Horizontal Drilling

Manhole Rehabilitation & Lining • Water & Sewer Contractors

Grading • Electricians • Landscaping • Demolition

Local and non-local contractors are invited to participate in these opportunities.

Please contact Ayesha Driggers at 803.545.3955 or ayesha.driggers@columbiasc.gov to start the ebid registration process.

803.545.3950 • OBO@columbiasc.gov

www.columbiasc.gov/obo •

@columbiaobo

Progressive Design Build (PDB) contracts have become increasingly popular as infrastructure agencies pursue more complex projects while also seeking to maximize the use of federal and state funding. These projects offer opportunities for DBE firms ready to capitalize on this emerging contracting method. However, preparing for these opportunities requires the businesses to understand how the PDB process varies from traditional design-build or design-bid-build procurements.

The PDB delivery method increases cooperation and collaboration between project owners and the design-build team selected to complete a project. In a PDB agreement, the owner chooses a design and construction team using a qualificationsbased procurement process at the beginning of project development, and the two parties work together to complete the project. The owner makes the selection based on the expertise, experience, and overall qualifications of the design-build team without considering the project’s price.

The PDB method differs from a traditional design-build process, where design-build teams are shortlisted after an initial selection. The shortlisted teams then utilize partially developed project plans to propose a strategy to complete the project for a predetermined price. The owner typically selects a winning team based on the lowest price or best value, which includes pricing in the determination.

The PDB process brings the owner, architects, engineers and the construction contractor together at the beginning of the project to determine the optimal design based on input from all of the team members. This strategy expedites the project and is expected to create a better result. “Design-build projects save money, save time, and produce higher quality,” Lisa Washington, executive director and CEO of the Design-Build Institute of America, said. “The Progressive DesignBuild method creates greater collaboration

Progressive Design Build Gaining Traction in Highway Construction

Although PDB contracts have existed for several years, they are gaining traction in delivering highway transportation projects nationwide. PDB projects are under development in several states, including Ohio, Kentucky, Indiana, California and Virginia. For instance, the Ohio Department of Transportation (ODOT) and the Kentucky Transportation Cabinet (KYTC) are in partnership to complete the $3.6 billion Brent Spence Bridge Corridor Project. The project will improve approximately eight miles of Interstates 71 and 75 through Kentucky and Ohio, including the addition of a new companion bridge to the west of the existing Brent Spence Bridge, which connects Cincinnati, Ohio and Covington, Kentucky.

because the key players are at the table earlier in the process.”

Greater collaboration allows the owner and design team to work through design issues and address challenges efficiently because all parties involved in the project’s completion work together from the beginning and arrive at a final design and budget together.

“According to research, the design-build contracting method is 102% faster than a traditional design-bid-build process,” Washington said. She expects future research on PDB contracting to show an even greater increase in the speed of project delivery.

ODOT and KYTC selected a team led by Walsh Construction and Kokosing Construction to complete the project under a PDB contract. “The progressive design-build process is the right delivery approach based on the complexity of this project,” said KYTC Secretary Jim Gray. “Working in collaboration with the contractor during the design process will bring more innovative design ideas to the table and improve the project overall.”

PDB Benefits for DBEs

DBE firms, especially consulting firms, can benefit by participating in PDB projects. One benefit comes from the opportunity to become involved in the project from its earliest phases as a part of the designbuild team, including participation in the marketing, proposal writing and interviewing

Design-Build Institute of America CEO Lisa Washington

process to win the project since the entire team is comprised in the evaluation process by the owner. DBEs involved in winning the project gain valuable exposure and awareness of the owner’s procurement process and requirements, which is beneficial if the team successfully wins the contract.

Once a contracting team wins the project, DBE firms are at the table as a part of the design-build team, collaborating with the owner to develop the project plans from the initial stages. This opportunity allows the firm to build deeper relationships with its team members and the agency owner. It enables the DBE to learn about developing a significant infrastructure project.

The PDB method may also likely increase the contracts’ size for DBE firms because the contracting team typically carries the design and construction throughout the project. This opportunity provides an opportunity to increase capacity and experience on the

project and to acquire additional capabilities through close collaboration with the project owners and design-build team.

DBIA recognizes the opportunities for underutilized business enterprises on designbuild projects and strives to prepare more firms for these contracts. “Forty-two percent of all construction spending is completed using design-build, and this amount will grow to 46% by 2026,” Washington said. DBIA added 150 underutilized businesses to its membership last year. It launched a new Industry Match Portal to connect diverse companies with project owners and prime contractors pursuing designbuild opportunities. “We want to educate underutilized businesses so they can play a role in this growing industry.

DBE Challenges

Although the benefits of PDB opportunities outweigh the risks, there are some

considerations for DBEs when deciding to pursue contracts on a PDB project. The first consideration is marketing costs for the pursuit. DBEs asked to become a member of a PDB team will need to set aside time, energy, and budget for efforts to win the contract. The contract pursuit may take several months without assurance that the team will win the contract. Marketing efforts may include various activities, from participating in outreach/community meetings, working on the proposal document, practicing, and participating in interviews and other marketing activities.

Another risk may be the requirement for a DBE firm to dedicate itself to only one contracting team. DBEs can often submit proposals to several teams pursuing a contract. However, in a PDB procurement selection based on the best qualifications, DBEs may be required to commit to one particular team, especially if the DBE firm will participate in the marketing and proposal writing activities.

Traffic flows across the current Brent Spence Bridge between Cincinnati, Ohio and Covington, Kentucky. A new $3.6 billion progressive design build project will construct a new companion bridge and make additional improvements along the Interstate 71/75 corridor. (Photo courtesy of Ohio Department of Transportation)

Finally, a DBE firm may need the capacity and financial strength to ramp up to meet the team’s needs, including providing staffing wholly dedicated to the project if the team

wins the contract. This risk includes having the ability to attract and retain the talent required to perform contract requirements and having the financial resources to cover

payroll and other contract expenses while working with the project team. Although the lead companies in the project team may negotiate favorable contract terms with subconsultants, these considerations are not guaranteed. They should be a part of the DBE firm’s planning process.

WMATA Director of Real Estate Development Nia Rubin (2nd from left) and Jennifer Macks of Gilbane (3rd from left) celebrate winning the Meaningful DEI Practices award at the 2023 DBIA Awards Program. The awards were presented by 2023 DBIA National Board President Deb Sheehan (left), DBIA CEO Lisa Washington (2nd from right), and Barbara Jackson (right). (Photo courtesy of DBIA)

ADVERTISER LISTING

Page 34: Atlanta Business League

Page 17: Austin Commercial

Page 7: B2Gnow

Page 21: C&S

Page 2: CERM

Page 38: Charlotte Area Transit System (CATS)

Page 37: City of Columbia, South Carolina

Page 25: CKL Engineers, LLC

Page 21: Colette Holt & Associates

Page 26: GCAP Services

Page 15: Griffin & Strong

Page 33: Houston Airport System

Page 43: Ken Weeden & Associates

Page 11: Lane Construction

Page 16: Messer Construction

Page 3: Metropolitan Washington Airports Authority

Page 5: PR PROS, LLC

Page 41: South Atlantic SBTRC

Page 43: Virginia Department of Transportation

2024 Upcoming National Events

Women’s Business Enterprise National Council (WBENC) National Conference

Denver, Colorado; March 19-22, 2024

https://www.wbenc.org/

Conference of Minority Transportation Officials (COMTO) Celebrating Women Who Move the Nation Washington, D.C.; April 24, 2024

https://comto.org/programs-events

American Association of Airport Executives (AAAE)

96th Annual AAAE Conference & Exposition

Nashville, Tennessee, April 28-May 1, 2024

96th Annual AAAE Conference Home | #AAAEBNA

Conference of Minority Transportation Officials (COMTO) 53rd National Meeting and Training Conference Houston, Texas; July 9-12, 2024

https://comto.org/

Airport Minority Advisory Council (AMAC) Airport Business Diversity Conference Nashville, Tennessee, August 3-7, 2024

https://amac-org.com/annualconference/

National Institute of Minority Economic Development (NIMED) 2023 Executive Networking Conference Pinehurst, North Carolina; August 5-7, 2024

https://theinstitutenc.org/enc/

National Association of Women in Construction (NAWIC) 69th Annual Conference

Houston, Texas; August 14-17; 2024

https://www.nawic.org/annual_conference

American Public Transportation Association (APTA) TRANSform Conference & Expo Chicago, Illinois; October 4-7, 2024

https://www.aptaexpo.com

• DBE & ACDBE Program and Goal Methodologies

• Compliance Monitoring and Report Development

• DBE – ACDBE Certification Support

• Airport Concessions DBE Programs

• Joint Venture Agreements

• Disparity Studies – Anecdotal Data

• Staff Development and Training

• Training via the National DBE Institute

Clients Include:

• State Highway Departments

• State and Local Transit Agencies

• Airport Authorities and City Aviation Departments

www.kwaplanning.com

(888) 762-6296

P.O. Box 3113, Wilmington, NC 28406

kenneth-weeden@kwaplanning.com

WILMINGTON • RALEIGH • ATLANTA

Newly Assigned to DBE/ DBELO or Certification Duties?

NEED TRAINING?

For you, a year-round professional development training opportunity.

“Better Professionals equals Better Programs”

Topics Include:

• Functional Understanding of DBE/ACDBE Programs

• Requirements for Program Admin Staff

• Goal Setting Methodologies and Program Monitoring

• Understanding Joint Ventures in ACDBEs

• Developing Outreach Programs

Please see our website for schedules and locations

www.natdbe-ti.com

(888) 762-6296

nikki-Jefferies@kwaplanning.com