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December 2020 • www.ccr-mag.com

Above the fold How Canadian Tire’s diverse set of offerings continues to lead the retail pack

Deborah Delaney, AVP Design & Construction, Mark’s/SportChek

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Vol. 19, No. 10 | December 2020

22 FEATURES 22 Above the fold How Canadian Tire’s diverse set of offerings continues to lead the retail pack 48 Meet me at Five55 A sustainable workplace focused on employee comfort and well-being 52 Tower of Power Artistic façade highlights adaptive reuse project in Arkansas

Cover and feature photos by: Lori Andrews

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Vol. 19, No. 10 | December 2020 INDUSTRY SEGMENTS 32 Signage Firms

DEPARTMENTS 4

Editor’s Note

12 Industry News 86 Women in Construction 99 The Cannabis Operations 140 Commercial Construction & Renovation Data 142 Ad Index 144 Publisher’s Note

SPECIAL SECTIONS

Multi-Housing 59 Reviving ‘The Ben’ Discontinued cooling tower gives new hope for Ben Franklin Residence in Downtown Philadelphia Federal Construction 67 Tee shot Environmentally friendly golf clubhouse scores at US Army military base Commercial Kitchens 77 Destination Little Rock How Cypress Social is creating a ‘mustvisit’ restaurant—Arkansas style Commercial Construction in Healthcare 91 Texas big Slate of projects adding to wealth of the McGovern Medical School at UTHealth

Craft Brand and Marketing 107 Your time is now The Brewers Association’s Chief Economist Bart Watson on why marketing and branding are more important than ever

91 4

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

CIRCLE NO. 3

EDITOR’S NOTE

by Michael J. Pallerino

What I learned about 2020 (and why it matters)

kay, I get it. I really do. This past year has been, well, I am constrained by the decency of print to say what I really want to throw out there. On both a professional and personal level, 2020 has been a teaching moment. Sure, it might be the longest

minute in the history of minutes, but the lessons learned far outweigh everything else. > Binge watching rules > Classic sitcoms are the best (“Seinfeld,” “Everybody Loves Raymond,” “King of Queens,” “The Office”…) > I really miss concerts > I really don’t miss the crowds > Dogs really are man’s best friend > Kids are a blessing > Alone time is a salvation > Morning and evenings are equally best for working out > Long walks are a spiritual gift

I laughed. I cried. I winced. I screamed. I laughed some more. And with each emotion, each second of trying to decipher what the next step might bring, I learned that no matter what happens, I can stand my ground. If you think about it, you can say the same thing. Here we are on the cusp of another new adventure. A new year. New goals. New promises made. New promises broken. New ways of figuring out how to do what we do. The biggest lesson? Is that what you want to ask? Go ahead and ask. The biggest lesson(s) I learned include: > I really don’t know everything > No day is ever the same > Don’t take anything for granted > Time either flies by or drags, depending on how you approach the situation > There’s nothing you can’t do if you put your mind to it > Embrace every memory > Follow the science > Seek the truth > Be a leader, not a follower (that’s a big one right there) > Lies are the enemy of faith > Home-cooked meals are really cool

As for you, CCR Nation, I don’t think we could ask for a more spirited, committed, passionate bunch of people to have in our corner. Embracing the New Normal for us meant working with you to keep the industry’s vibe moving forward. Zoom roundtable discussions. Newsletters that helped share how each of you are handling this moment. An upcoming Virtual Summit bursting with excitement and promise. Thank you for allowing us to be a part of your journey in a year that none of us will forget anytime soon. When we are able to meet again (and that day is coming), the first round is on us. Okay 2020, now step off.

Michael J. Pallerino is the editor of Commercial Construction & Renovation. You can reach him at 678.513.2397 or via email at mikep@ccr-mag.com.

We want to hear from you At Commercial Construction & Renovation, we’re always looking to showcase the best of what our industry is doing. If you have a project profile or a fresh perspective on how to keep our industry positively moving forward, shoot me an email at mikep@ccr-mag.com. We’d love to take a look.

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EDITORIAL EDITOR: Michael J. Pallerino 678.513.2397 • mikep@ccr-mag.com SENIOR ART DIRECTOR/AD PRODUCTION MANAGER: Brent Cashman 404.402.0125 • bocdesign@me.com CONTRIBUTING WRITER: Ron Treister rlt@communicatorsintl.com • 561-203-2981

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F&J PUBLICATIONS, LLC Commercial Construction & Renovation is published monthly by F&J Publications, LLC. The opinions expressed by authors and contributors to Commercial Construction & Renovation are not necessarily those of the editors or publisher. Commercial Construction & Renovation is not responsible for unsolicited manuscripts, photographs or artwork. Articles/content appearing in Commercial Construction & Renovation cannot be reproduced in any way without the specific permission of the publisher or editor.

CIRCLE NO. 6

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

CIRCLE NO. 7

CCR EDITORIAL BOARD RETAILERS AARON ANCELLO TD Bank VP Regional Facilities Manager AVP New England DAVE CRAWFORD Vice President of Design & Construction Belk Inc. STEVE KOWAL VP Construction & Property Management Hibbett Sporting Goods

RON BIDINOST Vice President of Construction at Bubbakoo’s Burritos GREGG LOLLIS Sr. Director, Design Development Chick-fil-A DAVID SHOTWELL Construction Manager Atticus Franchise Group ISYOL E. CABRERA Director Design & Construction Edibles

BOB MEZA Senior Construction Project Manager Target

DEMETRIA PETERSON Project Director, Design and Construction at HMSHost

JOHN MIOLOGOS Director, Store Standards Store Design and Planning Walgreens Company

DAVID THOMPSON Construction Manager Scooter’s Coffee

JERRY SMITH Head of Construction Bluemercury LAURA GROSS Retail Facilities Manager American Signature Furniture ERRAN THOMAS ZINZER Senior Manager Real Estate Services, Construction & Design MIKE KLEIN, AIA, NCARB

Retail Consultant RON VOLSKE Construction Project Manager Orscheln Farm & Home DEDRICK KIRKEM Retail Facilities Consultant

HEALTHCARE CLINTON “BROOKS” HERMAN, PMP Senior Facilities Project Manager UTHealth Science Center at Houston

HOSPITALITY

RESTAURANTS

ROB ADKINS, LEED AP CDP Project Manager, Construction Starbucks Coffee Company

PUNIT R. SHAH Chief Executive Officer of Liberty Group+ Part-Owner of Miami Marlins LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality

GENERAL CONTRACTOR MATT SCHIMENTI

President Schimenti Construction

JOHN STALLMAN Marketing Manager Lakeview Construction

DEVELOPMENT/PROJECT MANAGEMENT KAY BARRETT NCIDQ, CDP

Senior Vice President, Cushman & Wakefield MEGAN HAGGERTY Founder Legacy Capital Investment

HOSPITALITY

MIKE KRAUS Principal Kraus-Manning

JOHN COOPER Principal Executive Vice President at Stormont Hospitality Group LLC GARY RALL Vice President of Design and Development, Holiday Inn Club Vacations ROBERT RAUCH CEO RAR Hospitality Faculty Assoc., Arizona State University JOE THOMAS Vice President Engineering Loews Hotels

JOHN LAPINS Project Management Consultant, Greystar JIM SHEUCHENKO

President Property Management Advisors LLC CHRIS VARNEY Principal, Executive Vice President EMG

RICK TAKACH Chairman Vesta Hospitality SAMUEL D. BUCKINGHAM, RS CMCA AMS President & Co-Founder Evergreen Financial Partners LLC

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

STEPHEN HEKMAN Executive VP Kingsmen Retail Services US KEN DEMSKE Vice President Jones Lang LaSalle BOB WITKEN Chief Operating Officer KCA Development

CONSULTANT GINA NODA Founder Connect Source Consulting Group, LLC.

ARCHITECTS/ENGINEERS NUNZIO DESANTIS, FAIA

CEO & Founder of Nunzio Marc DeSantis Architects TOMMY LINSTROTH

CEO at Green Badger, LLC JEFF ROARK Principal/Partner Little JEFFREY D. MAHLER Vice President L2M JIM STAPELTON Vice President Nelson FRED MARGULIES Director of Retail Architecture Onyx Creative STEVEN MCKAY Managing Principal, Global Design Leader at DLR Group BRIAN HAGEMEIER, P.E., LEED AP Practice Leader Federal/State/Housing, GPD Group STEVEN R. OLSON, AIA

President CESO, Inc.

ADA BRAD GASKINS Principal The McIntosh Group

ACADEMIA DR. MARK LEE LEVINE Professor Burns School/ Daniels College University of Denver

8 8 8 . 6 7 0 . 3 1 0 7 D 1 3 G r o u p . c o m

CIRCLE NO. 8

INDUSTRY NEWS

NEWS, NOTES & TRENDS...

AroundtheIndustry RESTAURANTS

Pete’s Place Noodle Bar With his eponymous Philadelphia restaurant closed due to pandemic restrictions, award-winning chef Peter Serpico is launching a new concept inspired by dishes from his Korean American upbringing. Serpico started Pete’s Place Noodle Bar in Philadelphia in October and will bring the concept to Washington, DC, as a delivery-only ghost kitchen.

McDonald’s McDonald’s has invested in wind and solar energy projects in the US that could generate the amount of power needed for 8,000 restaurants. Along with its investments made in 2019, three projects in 2020 will prevent about 2.5 million metric tons of greenhouse gases annually.

Food Lion Food Lion has completed a yearlong, $108 million project to revamp and rebrand its 52 locations in Maryland, an undertaking that also has added 1,100 new employees. The renovated stores feature new layouts and expanded product selections, including more prepared meals and grab-and-go options.

El Pollo Loco Fast-casual chicken chain El Pollo Loco is planning two new restaurant designs, one of which does not include a dining room. The brand’s “restaurant of the future” prototypes, starting in Q4 2020 and into next year, capitalize on the massive consumer shift to off-premise dining amid the pandemic.

Shake Shack New customer habits driven by the pandemic inspired Shake Shack to debut restaurant designs that resonate with suburban customers. The company is expanding its digital presence and providing walk-up and drive-thru pickup options to accommodate growing demand for off-premises dining. Starbird Chicken Starbird Chicken has raised $4 million in funding, the largest equity fundraising round from current investors and industry insiders. The self-proclaimed “super-premium fast food” chain plans to have nine locations open by the first quarter of 2021. Starbucks Starbucks looks to grow from about 33,000 units to 55,000 by 2030, mostly by opening additional smaller format stores and creating more drive-thru and curbside pickup options. Publix Publix, which has recently been experimenting with smaller stores under 30,000 square feet, has decided to go big for a new, two-story 48,000-square-foot store in Tampa, Florida. The prototype location features the grocer’s Aprons Cooking School kiosk, a free-standing deli department with hot and cold prepared foods, self-checkout stations and a large dining area on the second floor. ALDI ALDI is planning extensive remodeling of US stores under a $5 billion plan that also will add hundreds of locations. A store in Philadelphia that spans 15,000 square feet on the ground level of a mixed-use development is one of more than 70 store ALDI plans to open by the end of the year.

Southeastern Grocers/Winn-Dixie Southeastern Grocers is heading into 2021 with eight new Winn-Dixie locations in Florida and another 33 remodeled and upgraded stores throughout the Southeast. The company is following the strategic growth plan devised when it emerged from bankruptcy in 2018, and says the new and renovated stores have been designed to improve the overall shopping experience while catering to local communities’ preferences.

RETAIL

Dollar General Changing shopper behavior and demand driven by the pandemic have prompted Dollar General to speed up new store openings and renovations of existing stores. The retailer plans to add 1,050 new locations in 2021. It also plans to renovate 1,750 stores and relocate 100 more. Rue21 Fashion retailer Rue21 has refinanced to increase its credit line and decrease its debt to support a growth plan that includes opening 15 new stores next year. Authentic Brands Group/Barneys Authentic Brands Group, new owner of Barneys New York, plans to bring back the luxury banner in the US with new branded boutiques scheduled to open in New York City and Connecticut early next year. Barney’s will have an in-store location at Saks Fifth Avenue’s Manhattan flagship and a standalone location in Greenwich, Connecticut.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

Target Stores Target has continued its move into the New York City market with its 11th lease in 14 months, this one at 600 Broadway in Manhattan’s Soho neighborhood. The retail giant, which has had a record year despite the pandemic, is in the late planning stage to open stores at Times Square, Yonkers, Chelsea and Washington Heights.

Melia Hotels International Mexico, Malta, Italy, Spain, China, Vietnam and Qatar are among locations in the pipeline announced by Melia Hotels International. Highlighted debuts for 2021 include the 498-room Paradisus Playa Mujeres near the Caribbean Sea in Mexico and the Gran Melia Cam Ranh Bay in Vietnam, featuring 201 rooms and 92 villas.

IKEA IKEA opened a store in India at Navi Mumbai in December. The store is the second for IKEA there after Hyderabad, where it had opened in August 2018.

Bulgari Hotels & Resorts Miami Beach, Florida’s South Beach will be the site of the first US property for Italian luxury hotelier Bulgari Hotels & Resorts. An iconic mid-century modernist building that played host to Hollywood stars decades ago will feature the 100-room hotel, scheduled to open in 2024.

Lego Group Lego Group is one year into a two-year plan to more than double the number of shops it has in China to 300. The brand uses the shops to give parents and children a hands-on experience with toys. The strategy will expand further in three years when the company opens a Legoland theme park in the Sichuan province. Laderach’s Swiss chocolate retailer Laderach opened its third US store on Fifth Avenue in New York City. The 2,500-square-foot shop—the brand’s biggest international flagship—aims to be an experiential space with room for classes and chocolate demonstrations. Bed Bath & Beyond Bed Bath & Beyond will streamline its store operations and inventories to free up cash and make the most of its capital. The retailer, which plans to close 200 locations over the next two years, will unveil a new store format that will demand less inventory. Lowe’s Lowe’s will open a nearly 650,000-square-foot warehouse in Denton, Texas, next year to create a fulfillment center aimed at speeding up delivery times of e-commerce orders. The new facility is part of a threeyear, $1.7 billion investment plan by the home improvement retailer.

HOSPITALITY

Sonesta International Hotels Sonesta International Hotels has undergone the largest expansion of its 80-year existence, also adding a new extended-stay brand. Sonesta Simply Suites will arrive at approximately 60 US locations as the company’s portfolio grows by 102 properties across eight nations. Breaking Ground Breaking Ground purchased New York City hotels and transformed them into supportive and affordable housing complexes for the city’s formerly homeless residents. Hotels are ideal for such projects because they can be repurposed quickly and affordably.

Hall of Fame Resort & Entertainment Co. The Hall of Fame Resort & Entertainment Co. will start talking to construction lenders for a loan of up to $220 million to build its proposed football-themed resort in Canton, Ohio. Plans for the resort include an indoor water park, an on-campus hotel, a center for performance and additional youth fields. Hyatt Hotels Hyatt Hotels says it will add 12 US hotels and one in El Salvador in 2021 to a portfolio that comprises approximately 90 hotels in North America. In its pursuit of a long-range expansion strategy for the continent, Hyatt also plans to open 20 new hotels in Europe. Nine hotels have opened so far this year and many in the pipeline will be in cities new to the Hyatt brand. Caesars Entertainment/Harrah’s New Orleans Caesars Entertainment has proposed adding a 340-room hotel to Harrah’s New Orleans as part of a $325 million renovation of the casino. The project needs approval from the city-run New Orleans Building Corp. Preferred Hotels & Resorts says Preferred Hotels & Resorts plans to open 15 new properties next year, including an Art Deco hotel in Chicago’s Loop and an environmentally friendly upscale resort in Italy. London and New York City debuts also are planned by the world’s largest independent hotel brand. Hyatt Regency Hyatt Hotels plans to build a 400-room Hyatt Regency at Resorts World Casino near New York’s John F. Kennedy International Airport, with an opening early next year. Hyatt is partnering with the casino’s owner, Kuala Lumpur-based Genting Group. The Cottonwood Hotel The historic Blackstone Hotel reopened as The Cottonwood Hotel after a $75 million facelift, part of a revitalization of the Blackstone business district in downtown Omaha, Nebraska. Built in 1916, the Blackstone was the city’s social center in its early days and is credited with creating the Reuben sandwich.

DECEMBER 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

INDUSTRY NEWS

NEWS, NOTES & TRENDS...

Fall delivers rise in hotel profitability

n a time when you take good news anywhere you can get it, the gross operating profit margin for US hotels increased to 11.9% in September and 17.9% in October despite flat occupancy, according to data from STR. Gross operating profit per room in October was nearly three times higher than September's for airport hotels, while interstate hotels approached pre-pandemic figures. Interestingly, October typically is a strong month for conferences and events, but without those factors driving demand the numbers met with favorability.

Just passing thru… Fast casual chains are making the move toward drive-thru experiences

he surge in demand for off-premises dining during the pandemic has spurred quickserve chains like Burger King, Del Taco and A&W to create formats that downsize or eliminate dining rooms, and beef up the drive-thru experience. To note, even before the pandemic, drive-thrus were growing in popularity. Chains including McDonald’s and Chick-fil-A have been on the forefront investing in high-tech features, while Starbucks announced mid-year it planned to close 400 or so US locations to make way for takeout-focused Starbucks Pickup stores in urban areas. In addition, a new prototype by Burger King features a much smaller dining room, or no dining room at all, along with two or three drive-thru lanes, walk-up windows and curbside lanes. Some of the options allow for the complete removal of indoor seating. Industry insiders say that as more restaurants close due to the current landscape, more real estate will become available to design flexible prototypes to take advantage of the opportunity.

The numbers game

The percent that drive-thru traffic increased in April, May and June, according to the NPD Group. Restaurant chains like Shake Shack, Taco Bell and Burger King are unveiling new store formats to meet demand for off-premises dining. All three now feature additional drive-thru windows.

The percent of planned hotels coming from Marriott International, Hilton Hotels and InterContinental Hotels Group (IHG) alone in the global pipeline, according to Lodging Econometrics. The analytics firm projects 202 more openings by the trio by the end of 2020 and 655 in 2021.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

55.5

The amount, in billions, that New York City will spend on construction in 2020, according to a report by the New York Building Congress. While spending overall is down, the organization remains optimistic the total would match 2017 numbers.

They said it “The shift away from dine-in business across the restaurant industry was something no brand had experienced before the pandemic. Fortunately as a fast-casual concept, our business model incorporated operational procedures for carryout business prior to the pandemic. And while the dine-in part of our business was initially impacted, we were able to quickly mobilize a more convenience-based ordering model to meet the new needs of our guests and sustain business for our franchisees.”

“McDonald’s as a community anchor has been a reality in a lot of African-American communities because they’re often the place where people can get first jobs.” — Author Marcia Chatelain on how the fast-casual giant continues to carve out a role in Black communities

“We have this go-to-market strategy of being the best local grocer who’s easy, exciting, friendly and safe.” — Albertsons COO Susan Morris on the brand’s initiative to bolster its reputation as the “best local grocer

— Michael Lapid, chief information and digital officer of Tropical Smoothie Cafe, on how much of the business was dine-in before the pandemic

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DECEMBER 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

INDUSTRY NEWS

NEWS, NOTES & TRENDS...

Now up— automated dining models

t’s the return of the automats. As a result of restaurants struggling to sell food during the pandemic in places like New York City, automats—which sell food similar to a vending machine without any human interaction—are making a comeback. Rising in popularity following the end of the Spanish Flu in the 1900s, the style disappeared as the McDonald’s and Wendy’s of the world rose in stature. Thanks to a flair for delivering comfort food to weary customers, the game may be back on.

Target + Ulta = Convenience N ext year will see a unique partnership designed to give pandemic-era shoppers more options. Target and Ulta Beauty are teaming on 100-plus in-store shops next to the beauty departments. The 1,000-square-foot shops will sell a rotating set of products from more than 40 fragrance, beauty and skin care brands. To help complement the program,

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

Ulta will train Target employees as beauty consultants. The partnership is expected to be a boon for both, as both companies will gain a larger consumer base. Together, the retailers boast more than 100 million active loyalty program members across Target Circle and Ultamate Rewards—with more than 33 million coming from Ulta.

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INDUSTRY NEWS

PERSPECTIVE

It’s a tech thing Leveraging virtual technology for design/build customer service & support By Dijam Panigrahi

utomation solutions and virtual technologies such as Augmented Reality (AR) and Virtual Reality (VR) are completely changing the way organizations and manufacturers are interacting with customers. Much of this shift is to drive more efficiencies and

enhance the overall customer experience. But as the pandemic continues and cases of the virus return in large numbers, this type of technology also is helping companies interact with customers—albeit from a distance. AR/VR technologies offer the ability to virtually present or overlay and share physical objects, spaces and images on a user’s view of the actual world. And with increased and expanded mobile device capability, organizations have tremendous potential to interact three-dimensionally with their customers through these devices. Customers now can experience their products virtually and digitally, but almost lifelike in a fully-immersive interactive journey.

With this capability, the relationship between brand, manufacturer and customer has the chance to become stronger, with enhanced value added along the customer journey through research, design, production, and now post-sales in customer support. A recent survey reported in TechRepublic found that 56% of businesses have implemented some form of mobile AR/VR technology, and another 35% are considering doing so. Furthermore, a quarter of those surveyed said they have fully deployed solutions and are looking to scale up AR/VR use, especially given the challenges posed by the COVID-19 pandemic.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

Virtually demonstrating value before the sale

Even before becoming a customer, virtual technologies can help build the right relationship today. The pre-sale phase involves initiating contact with a prospective customer, identifying their unique needs, formulating an offer, overcoming any objections and closing the sale. For example, an architect or specifications company now can offer virtual designs and blueprints to a facility owner or developer who wants to see the finished product ahead of time. It is important to engage with the prospect at this time to build rapport, offer proof points and develop confidence to foster a stronger customer journey.

Today, it is not just about getting the customer the answer they need— it is about doing it efficiently and remotely to minimize human touch points as much as possible.

'Try before you buy' visualizations

AR/VR can be effective in helping customers not only visualize the blueprints or designs, but more specifically they can get a glimpse of how those specific designs will fit perfectly into their world. Virtual overlays can demonstrate how a particular home or office design will fit perfectly into a specific development or community.

Virtual customer support post-sales

After the sale is made, the relationship with a customer becomes even more important. Everything from warranties, upgrades and repairs, additional installation and other troubleshooting often is required by the customer—no matter the product or industry. This is where customer loyalty is formulated and cemented as a long-term relationship. Companies and their manufacturing partners now are developing virtual and AR-enabled self-service tutorials and guides that help customers find everything they need right at their fingertips. Enhanced technologies like Artificial Intelligence (AI)-driven solutions are also being utilized. Through smartphone devices, customers can quickly access an entire product center with AI-enabled FAQs, manuals, training materials and detailed videos where AR overlays are used. For example, facility managers can address post-build HVAC designs for questions when implementing smart devices throughout a building. Today, it is not just about getting the customers the answer they need—it is

about doing it efficiently and remotely to minimize human touch points as much as possible. Virtual support enables customers to hold up their mobile device to a product and each part can be scanned and identified in real time by a computer on the other end. Agents and chatbots immediately can identify either the malfunction and solution or can easily identify each component that needs to be replaced, enabling a seamless resolution. The critical component in all of this is cloud technology, which enables manufacturers to access product designs in real-time, or allowing customers to access virtual FAQs, manuals and videos quickly. This easy access is not possible when manufacturers keep all data and records stored at their location (on-premise) since this type of legacy technology is either too slow to handle real-time interactions or there is not enough space to house all necessary data. Customer relationships with brands are quickly evolving, and CX is today’s differentiator. Brands have recognized the game-changing abilities of introducing AR into their pre-sales, point-of-sale and post-sale support operations for the ultimate customer journey. With this type of advanced technology, organizations will develop stronger, more successful long-term relationships with their customers in a pandemic-safe environment. CCR

Dijam Panigrahi is Co-founder and COO of Grid Raster Inc., a leading provider of cloud-based AR/VR platforms that power compelling high quality AR/VR experiences on mobile devices for enterprises. For more information, visit www.gridraster.com.

DECEMBER 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

INDUSTRY NEWS

PERSPECTIVE

Culture warriors Why being intentional and intimate with your clients and employees matters

ulture plays a massive role in both the workplace and the field, especially during global chaos. In some of the most unsteady times, customers and clients seek stability, so companies must understand the merits of being intentional and personally involved. Keeping your finger on the pulse of your business helps ensure that everyone’s needs are heard and served appropriately. Being an intentional leader means deciding in advance how you want to be perceived by those you lead. One of the best ways to attain a positive perception is by establishing a positive corporate culture. Culture is not merely a framed vision statement in the office's entryway. Culture is the underlying norms, beliefs and values that drive employee behavior in an organization—how your employees live out each day. Employees are more likely to enjoy their job and perform their duties better if their values and needs align with their employers. Still, just as culture enhances productivity, intimacy also goes a long way. Of course, "intimacy" is not a term you often hear around the workplace, but in this case, it means practicing reciprocity and being compassionate, empathetic and present with one another. It is human nature to seek comfort and familiarity, especially in a workplace environment, where many people spend a large portion of their daily lives. Leading a company in the construction industry is no exception. Not only is it vital to maintain a healthy and communicative environment for employees working diligently in-office, but it is just as imperative that these values extend out to those completing on-site projects. When an organization effectively practices these traits, both internally and out in the field, it creates positive impressions for customers and prospective clients. In short, the importance of company culture and intimacy cannot be overstated.

Corporate culture is crucial

Culture is vital to a construction company because of the unique makeup of office and field staff. The proximity of the job sites combined with staffing requirements sometimes can require over half of a company's team members to work remotely. A hybrid workplace often poses challenges to connect as a team daily. A strong culture helps overcome the challenges of a geographically diverse workforce.

By Tom Harrison

Maintain a positive corporate culture

A positive corporate culture always starts with the right people. You hire for talent, but it is equally important to seek out candidates compatible with the culture. Characteristics to look for include authenticity, grace, humor, a teamwork mentality and humility. An intentional employee is just as crucial as an intentional leader to a company's success. Once hired, the company can foster the culture in various ways like family-based events or one-off gifts of gratitude. Culture is something a company should continue to nurture daily.

How to cultivate strong relationships with both on-site and off-site employees

Having a strong culture-focused team is paramount to forming great relationships. They are crucial to the process behind a strong culture and understand the business enough to promote the work internally. A great way to cultivate strong relationships is by having internal teams with job site visit goals. For example, team members will have a set number of projects that they would like to visit in-person. Never do so empty-handed—small gestures go a long way to building strong relationships. Visiting your on-site team and trade partners with a genuine interest in the job is vital. Gestures of gratitude get noticed and get people talking. These gestures incentivize people to perform their best and reassure them of their value to the company. Develop your company's vision and values early on. Engage every employee on how to live out these commitments in their day-to-day work. Evaluate regularly to get a pulse-check on current culture and overall interaction. An intimate and intentional leader can never communicate too much. Acknowledge and reward, relate and reflect, share recognition from clients and be authentic. As any company would utilize a set of internal measures like KPIs to measure success. Use the same approach to build a positive and proactive culture. Actions you take to ease customer and employee worries during this time of crisis will be remembered. Express your gratitude, display your values, and reconnect with your purpose. Culture has always been influential, but it is how your company responds to crises that will have a lasting impact on current and future stakeholders. CCR

Tom Harrison is the VP and Managing Partner of Johnson Carlier. He has more than 25 years of commercial construction expertise in Arizona. Over the years, Harrison has managed more than $1.2 billion of projects within a variety of delivery methods, including Construction Manager at Risk (CMAR) and Design-Build.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

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CIRCLE NO. 11

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

Above the fold How Canadian Tire’s diverse set of offerings continues to lead the retail pack By Michael J. Pallerino

n 1922, brothers John William (J.W.) and Alfred Jackson (A.J.) Billes purchased the Hamilton Tire and Garage Ltd. in Toronto’s Riv-

erdale neighborhood for $1,800. With Canada’s automotive market booming, the Billes Brothers were looking to get in on the action, eventually calling their company Canadian Tire Corporation (CTC) because the name “sounded big.”

Initially offering one-year guarantees on tires in a time when blowouts were common, the Canadian Tire name started to grow in the stature they envisioned. You can fast-forward the company’s steady and ominous rise to include going public in 1944, expanding beyond automotive parts into camping and outdoor leisure items, ownership disputes and myriad subsidiaries that define the extensive reach it has today. Today, the Canadian Tire family of companies operates some 1,700 retail locations, including its namesake banner Canadian Tire Retail (CTR), which features Living, Fixing, Playing, Automotive and

DECEMBER 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

ABOVE THE FOLD Seasonal divisions; PartSource, Roadside Assistance and Gas+, key elements of CTR’s automotive business. It also includes Mark’s/L’Équipeur, a leading source for casual and industrial wear; SportChek, Sports Experts, Hockey Experts, National Sports and Atmosphere, which offer the best activewear brands; Pro Hockey Life, a hockey specialty store catering to elite players; and Helly Hansen, a global sports and workwear brand. In 2019, CTC acquired Party City’s Canadian business, adding Canada’s No. 1 party supply and celebration destination to its growing retail roster. We sat down with Deborah Delaney, AVP Design & Construction at Mark’s/SportChek, to get her insights into what to expect for the company—and industry—moving ahead.

Tell us about yourself.

In the face of adversity, there is always opportunity. As we navigate through everchanging consumer behaviors, we are constantly learning and growing to become better.

As Associate Vice President of Design and Construction for Mark’s and SportChek, I am in charge of leading all design, construction

and procurement for one of the largest sporting goods and work/casual apparel brands across Canada. For the past 20 years, I have had the pleasure of working within the fast paced multi-faceted design, build and construction industry. I have been able to manage local,regional and international projects, successfully developing and contributing to a succession of more demanding positions. Before finding my love of everything retail, I worked within a wide range of design disciplines, projects and roles around the world. I was able to work in places like Dubai, China and Europe. I have also been able to be a mentor to other women in the industry, serving as an advocate for our continued leadership development. Today, I live in Calgary, Alberta, where volunteerism is a passion and right of passage for me. I stay involved in myriad fundraising and board participation, and support various military charities that help bring communities and people together.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

CIRCLE NO.12

ABOVE THE FOLD How have you seen brands come together to share information and navigate the pandemic?

One of the silver linings of COVID has been the collaboration it has fostered, within the company and within the industry as a whole. I have had the opportunity to join my colleagues in design at a number of round-table Zoom meetings that included 70-plus major North American retail executives. The purpose of these calls is to share and exchange ideas as a collective with those experiencing the same retail challenges. From touchless technology to wayfinding and messaging, store preparations and best practices, we have developed a real sense of comradery as we navigate these challenging times in retail, together.

Give us a rundown of your market’s layout.

Across CTC, we operate approximately 1,700 retail locations. Of those, I oversee four banners—Mark’s, L’Equipeur (our Quebec/French Mark’s stores), SportChek and Atmosphere—which make up a total of nearly 600 stores in most provinces and territories. These banners are located in a variety of market types—from small rural locations, to sprawling suburban, to large, dense urban markets. These banners are also found in a variety of formats: from enclosed malls, to standalone stores, to power centers.

Is there a location that really shows how the brand interacts with the community and customers? One of your favorites?

In a little over a year, we have designed and launched new concepts for both SportChek and Mark’s banners, and much like with children, I can’t choose one over the other as my favorite. The Mark’s store in Calgary, Alberta was special because we were able to partner with local clothing designers to offer their products as part of our curated product assortment. This was a really special initiative that spoke to our history (Mark’s originated in Calgary back in 1977) and showcased our strong integration within the Calgary community. We changed the entire in-store experience from being a self-service

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

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ABOVE THE FOLD model to a full-service retailer; we changed our assortment and curated it to speak to a specific audience; we changed the entire look and feel of the store and how we visually spoke to the customer through graphics and signage—we literally changed everything. The SportChek store in St Catherines, Ontario is one that stands out to me. This store was designed with a simplified, elevated shopping experience in mind, with a focus on the female shopper. We made the store brighter, allowing the product to be the highlight which creates opportunities throughout the store for creative merchandising and storytelling. The overall fitting room experience was elevated through lighting, mirrors, customer call buttons and an aesthetically pleasing seating area. The store was designed around a central community hub highlighting a locally commissioned piece of art. This hub is where customers can easily access the BOPIS (Buy Online Pick Up in Store) lockers which became a beautiful central eye-catching focal point. This is also the first store where we showcased our service shop like never before, by introducing “Retail Theatre” where customers can see through the glass walls and watch technicians fix bikes, sharpen skates, etc.

Take us through your approach to executing your construction and design strategy

With design being the creator and construction being the builder, they are closely integrated processes within our team and the company as a whole. We begin by working to ensure our design supports and aligns to the banner value proposition and desired target customer experience. Although each store falls under the same family of companies, the experiences for each one is very different. It is essential that we facilitate a seamless experience across banners and channels, while addressing retail trends and a constantly evolving customer mindset. Our design must support modular implementation and have maximum flexibility to enable constant change. And, we need to ensure our design is economically viable in all applications and types of retail environments, including malls, power centers, stand-alone stores and strip malls.

As a company, we aim to continuously improve the energy efficiency of our buildings by incorporating innovative technologies into our store prototypes. The build and construction of the store network encompasses varying types of projects. From new store builds, relocations, expansions, turn-key, shell and store revitalization. Our overall strategy is to align our networks so the customer experience is the same across the country.

Tell me about some of the challenges you face regarding construction in particular?

One of the primary challenges we are currently facing during the pandemic is in managing the stop/start nature of changing restrictions from a cost, planning and delivery perspective. We are also feeling the brunt of inventory and material delays due to challenges being experienced throughout the supply chains. Lastly, the inability to travel has been a significant challenge in trying to oversee projects that are underway.

Talk about sustainability. What are you doing?

CTC is committed to operating as a sustainable Canadian brand. We recognize that climate change poses a serious risk to the health of our planet and, as a company, we have made it a top priority to be more energy efficient, use fewer resources, produce less waste, and provide our customers with more options to reduce their own impact on the environment. As a company, we aim to continuously improve the energy efficiency of our buildings by incorporating innovative technologies into our store prototypes. Since 2003, we have continuously worked to improve our store design by making it more energy and water efficient, to the extent that we have reduced the energy use intensity of new stores by half.

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ABOVE THE FOLD We have introduced features such as low-flow faucets and energy recovery ventilation, which have become standard in all new projects. Existing stores’ performance is improved by large scale retrofit programs where, for example, stores receive the latest lighting technology. In this way, we keep evolving our stores for optimized environmental performance. For example, emissions from our SportChek stores decreased 9% year-over-year in 2019.

What trends are you seeing and what opportunities do you see ahead?

We are continuing to look for opportunities to improve and evaluate how we design; construct and even how we work. COVID-19 has and will continue to change the way we go about our lives. As we are continually learning about this, we are seeing new trends around health, safety and cleanliness. These are now at the forefront of everything we do moving forward to keep our customers and our employees safe. There is a new expectation from customers around seamless integration of online channels and technology. In-store technology that explains products by scanning QR codes, screens and AR will become standard in many customer interactions. With customer behaviors shifting, stores need to have the flexibility to adapt and support change through fixtures, visuals and/or

audio messaging. Stores are also becoming micro—distribution hubs to accommodate the online and in store pickup demand. We are noticing the use of Antimicrobial Materials. These are being used on high touch and transmission surfaces. More retailers are looking at incorporating materials that are both functional, practical and esthetically pleasing. In the face of adversity, there is always opportunity. As we navigate through everchanging consumer behaviors, we are constantly learning and growing to become better. It’s important that we continuously evaluate our internal processes and adapt to new technologies that will improve our customer journey. I always say it’s important to identify our strengths, but it’s just as important to know our weaknesses.

What’s the biggest item on your to-do list right now?

One of my main priorities is ensuring that my team is engaged, motivated and healthy, all while identifying opportunities to come out of this pandemic stronger than before. As a leader, I want to ensure that my team not only has the resources and tools they need to continue to perform at their job, but that they feel supported emotionally on a day-to-day basis. CCR

ONE-ON-ONE WITH... Deborah Delaney, AVP Design & Construction

What’s the most rewarding part of your job? The opportunity to hire and mentor an all-female management team in an industry that is historically predominantly male. We are a niche team within the Canadian Tire family of companies and act as a bifurcated group supporting both the Mark’s and SportChek banners. Seeing each project from beginning to end, with

oversight of everything from planning to design, construction, fixture procurement and development, gives me and the team a strong sense of collective accomplishment.

What was the best advice you ever received? That it’s essential to create and foster a learning culture within your team.

Name the three strongest traits any leader should have and why. 1. Integrity: a gateway for trust, loyalty and openness.

What’s the best thing a client ever said to you? The best thing a client ever said to me is that I have never under promised or under delivered.

2. Self-awareness: understanding the characteristics and perspective of servant leadership.

How do you like to spend your down time? COVID-19 has taught me that I don’t need to get on a plane and “get away from it all” to find peace. It has taught me to find balance in my daily schedule and enjoy every day simple pleasures in my own backyard.

3. A bility to successfully create a learning culture: it’s important to understand our weaknesses and grow.

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SPECIAL REPORT

SIGNAGE FIRMS

Leading sign firms take spotlight in December listing

erhaps no category has been as vital in today’s new landscape than signage. To help you set your direction for 2021, our annual listing features the commercial construction industry’s leading sign firms in the retail, restaurant, hospitality, healthcare, and other sectors. The listing

also provides the contact information and contact person at each company. If you did not make the

South Water Signs....................................... $24,000,000.00 Anchor Sign, Inc........................................... $22,000,000.00 Yunker Industries......................................... $17,000,000.00

HOSPITALITY

Blair Image Elements................................... $11,000,000.00

Cummings Resources.................................. $25,000,000.00 Persona, Inc................................................. $22,000,000.00 Entera Branding........................................... $18,000,000.00 Blair Image Elements................................... $11,000,000.00 Anchor Sign, Inc........................................... $10,000,000.00

DMA............................................................ $11,000,000.00

Philadelphia Sign Company.......................... $6,400,000.00

Persona, Inc................................................. $10,500,000.00

DMA............................................................ $6,000,000.00

Cummings Resources.................................. $10,000,000.00

South Water Signs....................................... $4,500,000.00

Entera Branding........................................... $8,000,000.00

SMI Sign Systems, Inc................................. $725,000.00

SMI Sign Systems, Inc................................. $1,200,000.00

Core Image Solutions................................... $700,000.00

Persona, Inc................................................. $34,000,000.00 Entera Branding........................................... $12,000,000.00 DMA............................................................ $8,500,000.00 Cummings Resources.................................. $8,000,000.00 Anchor Sign, Inc........................................... $3,000,000.00 South Water Signs....................................... $3,000,000.00

RESTAURANT

Philadelphia Sign Company.......................... $53,910,000.00

TOTAL BILLINGS

RETAIL

list, contact Publisher David Corson at davidc@ccr-mag.com.

Philadelphia Sign Company..........................$75,610,000.00 Persona, Inc.................................................$68,000,000.00 Cummings Resources..................................$66,000,000.00 Blair Image Elements...................................$64,000,000.00 Entera Branding...........................................$44,000,000.00 DMA............................................................$40,400,000.00

Blair Image Elements................................... $2,000,000.00

South Water Signs.......................................$39,000,000.00

Philadelphia Sign Company.......................... $1,100,000.00

Anchor Sign, Inc...........................................$36,000,000.00

SMI Sign Systems, Inc................................. $650,000.00

Yunker Industries.........................................$17,500,000.00

Pulp Art Surfaces......................................... $8,097.00

Georgia PrintCo., Inc....................................$5,000,000.00

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

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SPECIAL REPORT

SIGNAGE FIRMS 22Miles Anchor Sign, Inc. Tomer Mann, EVP, VP of Sales 1595 McCarthy Blvd. Milpitas, CA 95035 (408) 780-9717 www.22miles.com sales@22miles.com Year Established: 2007, No. of Employees: 48 Signage Clients as of 11/2020: 250-300, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A

ADART Corey Perez, SVP 700 Parker Sq. Flower Mound, TX 75028 (469) 322-1909 www.adart.com corey@adart.com Year Established: 1958, No. of Employees: 22 Signage Clients as of 11/2020: 128, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting, Retro-fits, Rebates, Leading Clients: N/A

Advance Sign Group Andy Wasserstrom, VP, Sales & Marketing 5150 Walcutt Ct. Columbus, OH43228 (614) 429-2111 www.advancesigngroup.com andyw@advancesigngroup.com Year Established: 1994, No. of Employees: 163 Signage Clients as of 11/2020: 54, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A Total Billings: N/A, Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting, Leading Clients: N/A

Cade Thompson, VP of Operations 2200 Discher Ave. Charleston, SC 29405 (843) 747-5901, Fax: (843) 747-5907 www.anchorsign.com cthompson@anchorsign.com Year Established: 1991, No. of Employees: 167 Signage Clients as of 11/2020: 88, Retail Billings: $22,000,000.00 Hospitality Billings: $3,000,000.00, Restaurant Billings: $10,000,000.00 Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: $1,000,000.00, Federal Billings: N/A Total Billings: $36,000,000.00

Blair Image Elements Scott Rizzo, Vice President 5107 Kissell Ave. Altoona, PA 16601 (610) 368-5037 www.blairimage.com srizzo@blairimage.com Year Established: 1974, No. of Employees: 342 Signage Clients as of 11/2020: 36, Retail Billings: $19,000,000.00, Hospitality Billings: $2,000,000.00 Restaurant Billings: $11,000,000.00, Healthcare Billings: N/A Multi-Family Billings: N/A, Other Billings: $32,000,000.00 Federal Billings: N/A, Total Billings: $64,000,000.00 Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting, Value Engineering, Leading Clients: GM, Porsche, Audi, FedEx, UPS, T-Mobile, Bank of America, Domino’s, Pret A Manager, Hertz, Sheetz, Wawa, BP, Gulf, Party City, Giant Eagle

CAB Signs Chris Bayer, President 38 Livonia Ave. Brooklyn, NY 11212 (800) 394-1690, Fax: (718) 385-1187 www.cabsignsinc.com sales@cabsignsinc.com Year Established: 1977, No. of Employees: 26 Signage Clients as of 11/2020: 2200+, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A Total Billings: $2,650,000.00

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

CIRCLE NO. 17

SPECIAL REPORT

SIGNAGE FIRMS Core Image Solutions Elro Signs Michelle Murdock, Chief Development Officer 1000 Peachtree Industrial Blvd. Suwanee, GA 30096 (833) GET-CORE www.coreimagesolutions.com michelle@core.green Year Established: 2009, No. of Employees: 10 Signage Clients as of 11/2020: 128, Retail Billings: $200,000.00 Hospitality Billings: N/A, Restaurant Billings: $700,000.00 Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: $100,000.00, Federal Billings: N/A Total Billings: $1,000,000.00

Frank Rhodes, VP 1640-A Sands Pl. Marietta, GA 30067 (770) 579-8555, Fax: (770) 951-1110 www.elrosigns.com frankrhodes@elrosigns.com Year Established: 1947, No. of Employees: 75 Signage Clients as of 11/2020: 50, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A

Cummings Resources Entera Branding Dan Belling, EVP 15 Century Blvd. # 200 Nashville, TN 37214 (615) 872-5471 www.cummingssigns.com dan.belling@cummingssigns.com Year Established: 1946, No. of Employees: 175 Signage Clients as of 11/2020: 27, Retail Billings: $10,000,000.00 Hospitality Billings: $8,000,000.00, Restaurant Billings: $25,000,000.00 Healthcare Billings: $1,000,000.00 Multi-Family Billings: N/A, Other Billings: $22,000,000.00 Federal Billings: N/A, Total Billings: $65,000,000.00

DMA - Davis Marketing Associates, Inc. Kevin Rourke, National Specifications 75 Van Doren Ave. Chatham, NJ 07928 (973) 727-6595 www.davismarketinginc.com kevin@davismarketinginc.com Year Established: 1980, No. of Employees: 25 Signage Clients as of 11/2020: 18, Retail Billings: $11,000,000.00 Hospitality Billings: $8,500,000.00, Restaurant Billings: $6,000,000.00, Healthcare Billings: $5,500,000.00, Multi-Family Billings: N/A, Other Billings: $5,100,000.00 Federal Billings: $4,300,000.00, Total Billings: $40,400,000.00

Doug McGhee, Vice President 5900 Venture Crossings Blvd. Panama City, FL 32409 (714) 864-0480 www.enterabranding.com doug.mcghee@enterabranding.com Year Established: 1990, No. of Employees: 200 Signage Clients as of 11/2020: 55, Retail Billings: $8,000,000.00 Hospitality Billings: $12,000,000.00, Restaurant Billings: $18,000,000.00, Healthcare Billings: $4,000,000.00 Multi-Family Billings: N/A, Other Billings: $2,000,000.00 Federal Billings: N/A, Total Billings: $44,000,000.00

Federal Heath Tim Smith, Dir. of Sales & Marketing 2300 State Hwy. 121 Euless, TX 76039 (903) 589-2160, Fax: (903) 589-2101 www.federalheath.com timsmith@federalheath.com Year Established: 1901, No. of Employees: 566 Signage Clients as of 11/2020: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

CIRCLE NO. 18

SPECIAL REPORT

SIGNAGE FIRMS Flash Right Displays IdentiCom 6210 Browns Bridge Rd. Cumming, GA 30041 (678) 455-9121 www.flashrightdisplays.com pete@flashrightdisplays.com Year Established: 2009, No. of Employees: 4 Signage Clients as of 11/2020: 200, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: $300,000.00 Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: $300,000.00 Types of Signage: Manufacturing Leading Clients: Various QSR

Georgia PrintCo., LLC Drew Barry, Director of Marketing 90 S Oak St. Lakeland, GA 31635 (866) 572-0146, Fax: (866) 245-0867 www.georgiaprintco.com drew@georgiaprintco.com Year Established: 2002, No. of Employees: 40 Signage Clients as of 11/2020: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: $5,000,000.00, Total Billings: $5,000,000.00 Types of Signage: Printer for all POP, POI and Advertising materials Leading Clients: Innerworkings, Webb Mason, Proforma

John DiNunzio, President 24657 Halsted Rd. Farmington Hills, MI 48335 (248) 344-9590, Fax: (248) 946-4198 www.identicomsigns.com info@identicomsigns.com Year Established: 2009, No. of Employees: 25 Signage Clients as of 11/2020: 30, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting Leading Clients: N/A

Indie Signage Jose Villanueva, President 20118 N 67th Ave., Ste. 300-218 Glendale, AZ 85308 (623) 302-4545, Fax: (623) 594-9221 www.indiesignage.com jose@indiesignage.com Year Established: 2018, No. of Employees: N/A Signage Clients as of 11/2020: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A Total Billings: N/A

Green Dot Sign Jones Sign Co., Inc. Simon Nussbaum, General Manager

Executive Assistant

324 Stonebridge Blvd.

1711 Scheuring Rd.

St Paul, MN 55105

De Pere, WI 54115

(651) 447-3046

(920) 983-6700

www.greendotsign.com

www.jonessign.com

info@greendotsign.com

marketing@jonessign.com

Year Established: 2019, No. of Employees: 16 Signage Clients as of 11/2020: 193, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Total Billings: N/A

Katie Kufalk,

Year Established: 1910, No. of Employees: 500+ Signage Clients as of 11/2020: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

INNOVATIVE THERMOPLASTIC SOLUTIONS

PLASKOLITE.COM 800-848-9124 CIRCLE NO. 19

SPECIAL REPORT

SIGNAGE FIRMS Kieffer | Starlite Persona, Inc. Kelly David, Marketing Executive 7923 E McKinney St. Denton, TX 76208 (800) 659-2493 www.kiefferstarlite.com marketing@kiefferstarlite.com Year Established: 1956, No. of Employees: 186 Signage Clients as of 11/2020: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A

National Sign Team Michael Morelli, President National (727) 226-7180 www.nationalsignteam.com mike@nationalsignteam.com Year Established: 2020, No. of Employees: N/A Signage Clients as of 11/2020: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A

Mike Peterson, President 700 21st St. SW Watertown, SD 57201 (605) 882-2244, Fax: (605) 882-3521 www.personasigns.com mpeterson@personasigns.com Year Established: 1980, No. of Employees: 325 Signage Clients as of 11/2020: 200 Corporate Brands + Subsidiaries Retail Billings: $10,500,000.00, Hospitality Billings: $34,000,000.00 Restaurant Billings: $22,000,000.00, Healthcare Billings: N/A Multi-Family Billings: N/A, Other Billings: $1,500,000.00 Federal Billings: N/A, Total Billings: $68,000,000.00

Philadelphia Sign Company Bob Mehmet, President/CEO 707 W Spring Garden St. Palmyra, NJ 08065 (856) 829-1460, Fax: (856) 829-8549 www.philadelphiasign.com rmehmet@philadelphiasign.com Year Established: 1905, No. of Employees: 428 Signage Clients as of 11/2020: 66, Retail Billings: $53,910,000.00 Hospitality Billings: $1,100,000.00, Restaurant Billings: $6,400,000.00, Healthcare Billings: $8,100,000.00, Multi-Family Billings: N/A, Other Billings: $6,100,000.00 Federal Billings: N/A, Total Billings: $75,610,000.00

Priority Inc. North American Signs Andy Dykstra, President Daniel Guajardo, Senior Marketing Director 3601 Lathrop St. South Bend, IN 46628 (574) 234-5252 www.northamericansigns.com dlg@northamericansigns.com Year Established: 1934, No. of Employees: 100-150 Signage Clients as of 11/2020: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A

837 Riverfront Dr. Sheboygan, WI 53081 (920) 254-4987 www.prioritysign.com ad@prioritysign.com Year Established: 1997, No. of Employees: 105 Signage Clients as of 11/2020: 86, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting, Branded Environments (Graphics, Displays, Fixtures, Lighting) Leading Clients: AT&T, Club Pilates, Red Robin, Panda Express, Massage Envy, Sprint, Encompass Health, United Health Group

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

CIRCLE NO. 20

SPECIAL REPORT

SIGNAGE FIRMS Pulp Art Surfaces Signs of Tampa Bay Danielle Hoon 4021 Radford Ave. Studio City, CA 91604 (818) 821-3103 www.pulpartsurfaces.com danielle@pulpartsurfaces.com Year Established: 2009, No. of Employees: 6 Signage Clients as of 11/2020: 5, Retail Billings: $178,000.00 Hospitality Billings: $8,097.00, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A Total Billings: $186,097.00, Types of Signage: Design, Manufacturing Leading Clients: Schnucks, TJX, Art Van

Ron Hunter, V.P. of Sales 1917 Passero Ave. Lutz, FL 33559 (727) 809-1251 www.signsoftampabay.com rhunter@signsoftampabay.com Year Established: 2010, No. of Employees: 38 Signage Clients as of 11/2020: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A

SloanLED Daniel Bunch, Director of Sales, National Accounts

Serigraphics Sign 5725 Olivas Park Dr. Adam Halverson, President 2401 Nevada Ave. N Minneapolis, MN 55427 (800) 373-9019, Fax: (763) 277-7775 www.serigraphicssign.com adamh@serigraphicssign.com Year Established: 1976, No. of Employees: 30 Signage Clients as of 11/2020: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A

Ventura, CA 93003 (336) 999-4081 www.sloanled.com dbunch@sloanled.com Year Established: 1957, No. of Employees: 120+ Signage Clients as of 11/2020: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A

SMI Sign Systems, Inc. Mark Ludwig, Vice President

Signage Solutions Chris De Ruyter, President 2231 S. Dupont Drive Anaheim, CA 92806 (714) 491-0299, Fax: (714) 491-0439 www.signage-solutions.com chrisd@signage-solutioins.com Year Established: 1990, No. of Employees: 45 Signage Clients as of 11/2020: 65, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A

of Sales and Marketing 3903 Cornell Pl. Frederick, MD 21703 (301) 468-1132, Fax: (301) 230-9048 www.smisigns.com sales@smisigns.com Year Established: 1989, No. of Employees: 56 Signage Clients as of 11/2020: 93, Retail Billings: $1,200,000.00 Hospitality Billings: $650,000.00, Restaurant Billings: $725,000.00 Healthcare Billings: $2,200,000.00, Multi-Family Billings: $1,100,000.00 Other Billings: $325,000.00, Federal Billings: $1,400,000.00 Total Billings: $7,600,000.00

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

CIRCLE NO. 21

SPECIAL REPORT

SIGNAGE FIRMS South Water Signs US LED Noah Pettit, VP of Sales 934 N Church Rd. Elmhurst, IL 60126 (630) 607-6297 Fax: (630) 333-4915 www.southwatersigns.com npettit@southwatersigns.com Year Established: 1999, No. of Employees: 110 Signage Clients as of 11/2020: N/A Retail Billings: $24,000,000.00, Hospitality Billings: $3,000,000.00 Restaurant Billings: $4,500,000.00, Healthcare Billings: $3,000,000.00, Multi-Family Billings: $1,000,000.00, Other Billings: $2,500,000.00 Federal Billings: $1,000,000.00, Total Billings: $39,000,000.00 Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting Leading Clients: Edward Jones, Chicago Cubs, United Airlines

Christina Farmer, Director of Sales Support 6807 Portwest Dr. Houston, TX 77024 (866) 972-9191 Fax: (713) 972-9393 Year Established: 2001, No. of Employees: 44 Signage Clients as of 11/2020: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: $ N/A Other Billings: N/A, Federal Billings: N/A Total Billings: N/A, Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Leading Clients: N/A

Warner Bros. Design Studio Stratus Craig McNabb, Director

Ryan Goldberg, Executive Vice President, Sales 8959 Tyler Blvd. Mentor, OH 44060 (888) 503-1569, Fax: (440) 209-6277 www.stratusunlimited.com ryan.goldberg@stratusunlimited.com Year Established: 1953, No. of Employees: 650 Signage Clients as of 11/2020: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A

Sign, Lighting & Graphics Company

Burbank, CA 91522 (818) 954-1815 Fax: (818) 954-2806 Year Established: 1920, No. of Employees: N/A Signage Clients as of 11/2020: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A, Types of Signage: Design, Manufacturing, Installation Leading Clients: N/A

Urban Neon - Sign, Lighting Yunker Industries & Graphics Company Nadine Seitz, Marketing Manager

Jim Malin, Sales Associate 500 Pine St., Suite 3A Holmes, PA 19043 (610) 804-0437 Fax: (610) 461-5566 www.urbanneon.com jmalin@urbanneon.com Year Established: 1993, No. of Employees: 25 Signage Clients as of 11/2020: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Other Billings: N/A, Total Billings: N/A Types of Signage: N/A, Leading Clients: N/A

4000 Warner Blvd., Bldg. 44

310 O’Connor Dr. Elkhorn, WI 53121 (262) 741-5048, Fax: (262) 723-3340 www.yunker.com nseitz@yunker.com Year Established: 1948, No. of Employees: 105 Signage Clients as of 11/2020: 42, Retail Billings: $17,000,000.00 Hospitality Billings: N/A, Restaurant Billings: $500,000.00 Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: $17,500,000.00

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

CIRCLE NO. 22

CONSTRUCTION CONSTRUCTION&&RENOVATION RENOVATION

EEXPERTS XPERTS 100% 100%EMPLOYEE EMPLOYEEOWNED OWNED

WWW.IMMELCONSTRUCTION.COM WWW.IMMELCONSTRUCTION.COM

KNOWN THROUGHOUT THE COUNTRY FOR KNOWN THROUGHOUT THE COUNTRY FOR PROVIDING CONSTRUCTION SERVICES TO SOME PROVIDING CONSTRUCTION SERVICES TO SOME OF THE NATION’S LARGEST RETAILERS OF THE NATION’S LARGEST RETAILERS

GENERAL GENERAL CONTRACTOR CONTRACTOR

CONSTRUCTION PRE-CONSTRUCTION CONSTRUCTION PRE-CONSTRUCTION SERVICES MANAGEMENT SERVICES MANAGEMENT

COST COST ESTIMATING ESTIMATING

CIRCLE NO. 23

PRE-ENGINEERED PRE-ENGINEERED BUILDINGS BUILDINGS

INDUSTRIAL/ INDUSTRIAL/ MILLWRIGHT MILLWRIGHT

Meet me at Five55 Former racquetball club becomes COVID-friendly Phoenix co-workspace

e are creatures of habit. We still need a place to gather and build culture. So, while the world continues to fall in love with the new “work

from culture,” there are still places that invite the sense of community we crave. Take Five55 Melrose, the former fitness center and racquetball club that served midtown Phoenix for 30 years. Today, it has been transformed into a COVID-friendly co-workspace. And just in case you are wondering, it still has remnants of the club, including courts that have become office and lounge areas to the center walkway, which is now a gathering point for presentations and networking. The cutting-edge design, the third of its kind in the Phoenix area, is the brainchild of leading workplace solution provider Faciliteq and its sister company, BWIQ (Build With IQ). By respecting the history of the original building, the companies brought the space into the future, including Underfloor Air Distribution (UFAD), which helps improve air circulation throughout each workers’ space; 16 private office suites that allow for personal privacy for each team, while still maintaining an energetic, community atmosphere; moveable walls with modular power; and data and bleacher seating in the center of the communal workspace. BWIQ Development President John Shinners gives us the inside track on the secret to creating workplace communities in today's ever-changing landscape.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

DECEMBER 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

MEET ME AT FIVE55 Give us a snapshot of the Five55 Melrose brand.

Our development brand’s goal is to become a part of vibrant, creative communities and become known for our unique modular interiors. For Melrose, we’ve designed easily configurable space for growing firms; and delivered healthier under-floor air that allow the tenant to adapt to their own work style and layout.

What type of consumers are you targeting?

Small- to medium-sized creative and tech-focused companies.

How does the overall design cater to what today’s consumers are looking for?

People still need a place to gather and build culture. We bring a sense of community, but with an element of personal privacy within an open floor plan.

What kind of adjustments have you made to cater to your customers in this new landscape?

It is already designed: The entire floor plate sits atop a raised access floor, which allows for limitless movement of air and power distribution. Work where you want in your own space.

What kind of conversations about the “new normal” are you having with your employees? Customers?

We think the “new-normal” requires buildings to be flexible for new technology, ease of access to connect devices and adaptable for the long-term. People desire connection, but want privacy through-out their day. We offer both.

What’s your long- and short-term strategies?

Deliver a fun work environment in a very cool space that accommodates a variety of tenants. As for the long-term, we want to become a community destination for presentations and community events, after-hours mixing and build the phrase, “I’ll see you at the Five55.”

What’s the best piece of advice you can offer other brands on how to deal with what’s happening now?

Future proof your space, by becoming flexible.

Is there a location that really shows how the brand interacts with the community and customers? One of your favorites?

Our Melrose building is a great example of how we can bring community and business together—both with flexible interiors and an investment for a community presentation space.

Walk us through how and why your locations are designed the way they are?

They are designed through the same flexible adaptability with underfloor air. Why? We believe this is the right approach for a healthier and comfortable working layout.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

Take us through your construction and design strategy.

We seek to build interiors without fixed walls, which allows us to provide the most adaptable interior. Future reconfiguration involves little to no “tear down.” Mechanically, we used underfloor air distribution for a healthier and less expensive airflow distribution during our new norm.

companies. The new normal for today’s business industry is hybrid hours. Working from home for a few days allows shifted work hours in the office that stagger with your teammates and coworkers.

What’s the secret to creating a “must visit” location in today’s competitive landscape?

The secret is a trendy and cool new building, something to show off, post and share the new space with friends, family and the community.

What’s the biggest issue today related to the construction side of the business? The lack of skilled labor. By utilizing materially objects in a factor we can deliver and install in a shorter period, bypassing numerous trades used in conventional construction. Which, in conclusion, is a result of saving both time and money.

What’s today’s consumer looking for?

Clean and efficient space. Consumers are looking for a space that adapts to technology and easy to personalize in their day to day.

Talk about sustainability. What are you doing?

What’s the biggest item on your to-do list right now?

By utilizing digital modular construction, we eliminate construction waste by 80%.

To continue to keep everyone healthy, but marketing toward developers and construction firms the benefit of our approach.

What type of opportunities do you see moving ahead?

We believe a flexible modular office and utilizing a healthier air delivery will attract customers focused on employer health and flexible to grow.

What trends are you seeing/expecting?

We’re expecting smaller offices or offices that are shared by multiple

Tell us what makes your brand so unique?

Not only do we just do development and modular projects, but the bottom line is we are a part of the Q Companies. We can fully furnish an entire building with furniture, floors, walls, etc. We are a kit of parts and a one-stop shop for your new office space. CCR

One-on-One with... John Shinners, President, BWIQ Development schedules, design decisions and reviewing the work. Lastly, I look for the next opportunities or partners to continue the development journey. It’s a mixed skill set.

Describe a typical day. There is no “typical day.” As part of an evolving group, I mix my days with presenting and “storytelling” about our development approach. When we are in construction; there are the challenges of

What’s the best advice you ever received? It’s all about the people you work with; take time to acknowledge your team.

What’s the best thing a client ever said to you? “You exceeded our expectations.”

What’s the most rewarding part of your job? Being proud of a finished product that is an elegant design statement, an asset for the community and knowing I was part of a talented team of people— something that will always be there. Something that sets a new standard for work-community balance.

How do you like to spend your down time? Hiking, road biking, drawing and weekend handyman stuff.

DECEMBER 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

Tower of Power Artistic façade highlights adaptive reuse project in Arkansas By Thomas Renner

The Momentary by Wheeler Kearns Architects. Photo by Tom Harris Architectural Photography.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

hen The Momentary opened in February in Bentonville, Arkansas, directors of the contemporary art space chose to showcase a vertical dance troupe that performed on the building’s 80-foot tall projectable glass rainscreen facade. The underlying messages—both in terms of artistic highlights and building architecture— could not have been clearer. The Momentary brings a unique array of cultural opportunities to the burgeoning community. The design of this contemporary satellite to the nearby Crystal Bridges Museum of American Art, including the innovative glass rainscreen by Bendheim, marries new materials while maintaining the integrity of the former cheese factory. Wheeler Kearns Architects led the space transformation, delicately balancing old and new into one community jewel. “The Momentary will be an intersection of art and everyday life,” says Lieven Bertels, director of The Momentary. “Perhaps some of the original elements and industrial fixtures will inspire artists and the communities to think about their own evolution and this moment in time.”

DECEMBER 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

TOWER OF POWER

A visionary beacon

The Momentary’s 70-foot tower serves as a beacon in the picturesque complex, inviting visitors to check out the space. The building is the first to use Bendheim’s glass rainscreen system as a projection surface. The custom-imprinted glass screen features the company’s new LumiFrit™ surface #1 fritted glass. The 6,000 square foot cladding is used as a scrim around a new concrete stair and elevator tower. Patented clip attachments allow each glass panel to be installed and replaced independently to facilitate maintenance and accelerate installation. “This unique quality pushed the owner and us in the direction,” project architect Calli Verkamp says. The glass was installed by Advantage Glass of Tulsa. The front surface of Bendheim’s LumiFrit glass is optimal for reflecting light and can be customized in a wide range of decorative patterns. At night, the white frit pattern bounces front-projected light to create a sharp image. On the back of the glass, the company’s SatinTech® etched finish acts as a dispersion filter for LED back-lighting, turning the façade into a beacon of light. The architects say the façade is designed to “activate the public space.” A façade that doubles as a digital art canvas is particularly valuable in today’s architectural environment, as outdoor venues are becoming a necessity to promote culture in a safer and healthier environment. For The Momentary opening, the vertical dance troupe BANDALOOP staged a breathtaking performance on top of the glass. “This

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

CIRCLE NO. 24

TOWER OF POWER cutting-edge installation heralds a more positive and creative future,” says Robert Jayson, President of Bendheim. “We are pleased to see Bendheim glass used in such an unusual and captivating way.” The BANDALOOP dancers were not the only group to take advantage of the creative possibilities provided by the innovative façade. The glass tower announced a recent blood drive, spearheaded by the Community Blood Center of the Ozarks and The Momentary, through its bright red back-lighting. “At The Momentary, every surface is considered a potential canvas for art,” Verkamp says. “The Bendheim rainscreen is no different. Not only does the glass have art printed on to it via the frit pattern, but we also wanted to be able to use it as a projection surface for video art. The location and size of the rainscreen make it the perfect backdrop for the project. It’s visible from a long distance given that it is one of the tallest buildings in Bentonville.”

One of the dining options at The Momentary is The Breakroom, which was a work break space for workers at the cheese factory. Hydration Column and Culture Column also give clues to the former identity of the space. The inaugural exhibition of The Momentary took place in the 24,000 square foot space known as “The Galleries,” the oldest part of the original building. There are also artist-in-resident studios, outdoor spaces with sculptures and a multidisciplinary performance space called The RØDE House, which formerly was the cheese factory’s milk intake room. The space can seat approximately 350 people and includes a bar, projection screens and a retractable roof for open-air performances. The Momentary also throws back to a time earlier than the cheese factory, which occupied the site between 1947 and 2012. The area used to be Osage Nation hunting grounds, and graphic artist Addie Roanhorse designed the fritted glass motif on the new building with inspiration from traditional Osage clothing.

The overarching goal in the adaptive reuse project was to incorporate the existing building into the design of the new structure.

The Bentonville Arts Boom

A New Beginning

The overarching goal in the adaptive reuse project was to incorporate the existing building into the design of the new structure. “We’re maintaining the use of all the materials that were used to construct the building in the first place,” Verkamp says. “Instead of tearing down and starting from scratch, being able to reuse all of those materials and extend their life is a sustainable practice.” Traces of the cheese factory can be found throughout The Momentary. The Wheeler Kearns team adjusted the industrial quarry tile floors for accessibility and safety, but kept them in place for the most part. They also kept the existing walls, flooring and ceiling in several rooms, and covered over in-place masonry with white drywall. Other areas are not so subtle. Fermentation Hall, the former fermentation room for the cheese factory, takes advantage of the precast concrete’s acoustic isolation. It now is a state-of-the-art black box theater, featuring a variable acoustic system, high ceilings and retractable back seating for more than 100 people.

Bentonville is widely known as the headquarters for Walmart, but there is much more to the community than the retailing behemoth. “Art is a central part of Bentonville’s appeal,” VisitBetonville.com says on its website. “Bentonville’s art scene has become a must-do experience for 2020.” Crystal Bridges and The Momentary are just part of the arts and museum landscape in Bentonville. The Arend Arts Center, 21c Museum and yes, Walmart Museum, also are city linchpins. The Museum of Native American History houses more than 10,000 Native American artifacts. The Peel Mansion and Heritage Gardens is a Civil War era home available for tours and events. The cultural explosion is occurring as the Northwest Arkansas community sees its population surge. It is ranked as the fifth fastest-growing US city, according to talkbusiness.net, and the population has reached nearly 55,000. In 1970, Bentonville’s population was just 5,508 residents. Nearly 20,000 have flocked to the city in the past decade. Walmart, and relatives of company founder Sam Walton, still drive the economic boom in Bentonville. The Momentary was founded by the Walton family, and the founding chairperson, Olivia Walton, is the wife of Tom, grandson of the Walmart founders. The Momentary is based on the vision of Olivia, Tom and Steuert Walton. While Bentonville will never be confused with New York, Paris or other high-profile cultural destinations, the city is finding its niche as a cultural haven for middle America. The Momentary is just one more piece to an evolving, diverse and beautiful cultural landscape. “Artists are at the center of everything you see here,” Bertels says. “They create the work, they influence our design, they make The Momentary what it is. We are delighted to have this opportunity to spotlight today, the work they are producing, and the role they play in our everyday lives.” CCR

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

ONE SOURCE FOR POWERFUL, ON-SITE BRANDING Federal Heath has been working in the restaurant construction industry for over 20 years. Our top priority when working with our clients is to ensure that the project accurately reflects their vision. We pride ourselves on being able to implement fast-track projects with our on-site project managers, keeping projects on-time and within budget. Our team has experience with all aspects of restaurant construction, inside and out, and are knowledgeable of all of the regulations restaurants are required to meet. Learn more at federalheath.com/specialty-contracting

CIRCLE NO. 25

The GENERAL CONTRACTORS’

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December 2020

Reviving ‘The Ben’ Discontinued cooling tower gives new hope for Ben Franklin Residence in Downtown Philadelphia

Andy Anderson, Project Manager (left) and Mike McCauley, Sales Engineer, Elliott-Lewis Corp.

Reviving ‘The Ben’ Discontinued cooling tower gives new hope for Ben Franklin Residence in Downtown Philadelphia

From left to right at the completed cooling tower are Mike McCauley, Sales Engineer, Elliot-Lewis Corp.; Tim Moss, Manager of Mr. Goodtower Service Group for the manufacturer’s rep firm, Energy Transfer Solutions; Mike Medrow, Manager of Marketing and Business Development for Energy Transfer Solutions; and Andy Anderson, Project Manager Elliott-Lewis Corp.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

By John Vastyan

or nearly one hundred years, the Ben Franklin Building in Philadelphia has housed society’s elite, standing as a famous historical building in a famous historical city. Earlier, the site was the location of the Continental Hotel, built in 1860. Guests like King Edward VII

and Charles Dickens graced its halls. Abraham Lincoln even gave his famous pre-inaugural address there in 1861, adding to the site’s rich history.

In 1923, a larger building replaced the Continental Hotel at 822-824 Chestnut Street, which was named for the founding father and Philadelphia native. The Ben Franklin Hotel carried on the reputation as a luxury hotel. Standing the test of time, it survived a slow period in the 1970s, eventually being converted to a mixed residence and retail building in the 1980s. Today, the Ben Franklin House, also called The Franklin Residences, offers both luxury apartments for professionals and short-term rental suites for visitors to the city. And for a building of such high standard, keeping it running in top shape is a priority for the current owners, Korman Communities.

An Elliott-Lewis electrician checks out power circuitry.

Luxury cooling

Hidden from most visitors to “The Ben” are the many components of the building’s substantial mechanical system. Of course, there can be no luxury without the right indoor conditions. Keeping tenants and guests comfortable during increasingly warm and humid summers takes the right systems and equipment working with minimal or no downtime. A key component of the cooling system is the cooling tower that serves a water-sourced heat pump loop in the building. For many years, this loop served most, but not all of the building’s cooling needs. Several suites still use Packaged Terminal Air Conditioner (PTAC) units, but many tenants have requested the switch to heat pumps. This, coupled with the expansion of the retail space from one floor to two, has increased demand from the heat pump loop.

Mike McCauley, from mechanical contractor Elliott-Lewis Corp., says yet another reason for the demand increase. “Some equipment loses efficiency as it gets older. Back when it was built, the system was designed to meet certain demands. Well, those demands have changed. We have warmer summers now, and that’s taxing on older equipment. You can have the best maintenance in the world and [the system] still won’t be as efficient as it once was.” Unfortunately, this increased demand did not come with increased floor space available for a second cooling tower, or even a new larger one. The owners were faced with a disconcerting challenge: How to get more cooling capacity, yet using the same footprint?

Fortunately, the timing of this key question coincided with “end-of-life questions” for the existing cooling tower—serving the hotel since 1984. “Our company maintains the cooling tower on this site,” McCauley says. “We realized that the equipment was at its end of life and told the owners that if they didn’t replace it soon, they’d be spending lots of money refurbishing it.”

An updated version

In the days when the older cooling tower was built, there were no certifications. There were no ASHRAE 90.1 requirements, and codes were different, too. Replacing the cooling tower with a new one that met these requirements, yet had the same footprint and a greater capacity, rose to the top

DECEMBER 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

Andy Anderson, Project Manager (left) and Mike McCauley, Sales Engineer, Elliott-Lewis Corp., the installing mechanical contractor, examine the completed installation.

Tim Moss, Manager of Mr. Goodtower Service Group for Energy Transfer Solutions, inspects a system heat exchanger while documenting performance.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

of challenges faced by facility managers at the hotel. Managers of Korman Communities were able to get engineers on board to ensure they were provided the best options and also to assure that all project bidders would be on the same page. “Since the dynamics of the building had changed and they anticipated more changes in the future, the owners wanted to put it into the hands of professional designers who could take everything into account and come up with the best solution,” McCauley says. Holstein White Inc., a Pennsylvania-based consulting firm, was chosen to do the design. Elliott-Lewis was chosen to handle installation work, trusted as a member of the Mechanical Contractors’ Association of America (MCAA) and serving Philadelphia for a century. The original cooling tower was a discontinued EVAPCO unit, a PMTQ cooling tower. But that didn’t stop EVAPCO from retrieving the design from their archives and building one to meet all the requirements for the new project with an ability to meet a sharply increased cooling demand, yet with the same footprint. In addition, the new tower needed to meet or exceed current codes for thermal and acoustic performance. Ultimately, Ben Franklin building owners were able to increase the system’s cooling capacity on the heat pump loop from about 565 tons up to 675 tons, without sacrificing space. “One unique feature of the new unit is the use of EVAPCO’s super low sound fan,” says Casey Younkins, Director of Sales for Energy Transfer Solutions, representative for EVAPCO for this project. “It’s not the typical centrifugals you’d see on a forced draft. This building is right in the middle of a densely-populated part of Philadelphia with office buildings and residences around it, so there are noise concerns because of property lines. We needed to specify the quietest fan available to make sure we didn’t draw the attention of neighboring professionals or facility managers.”

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The unit is built with four fans drawing a total of 60 horsepower, up from the original unit’s 40 horsepower. Despite this increase, which achieves a greater capacity, the unit’s performance is set to be more energy efficient at part loads. Each fan is driven by a variable frequency drive (VFD) that is controlled to run at part loads— rather than cycling them on and off when the demand decreases. “Since we have VFDs on the fans, they’ll run all four fans at, say 30%, rather than run one fan at 100%, which is much more efficient,” Younkins says. “They are saving energy in that regard by only using the energy needed at any given load.” As an added bonus, stainless steel construction replaced the original galvanized material, ensuring durability and a long lifespan—a concern raised by the building’s owners. The addition of a custom fiber acoustic base for the tower ensured that the new unit was fully up to code.

Tim Moss, Manager of Mr. Goodtower Service Group for Energy Transfer Solutions, checks electrical circuitry at a VFD panel to confirm proper operation.

Other parts of the system

Another critical aspect of this upgrade was the heat exchanger. Originally designed for the lower demand, it would not serve the upgraded cooling tower to provide extra cooling to the building. But rather than replace the heat exchanger, the owners chose to modify the existing piece of equipment. “They cleaned and expanded the existing heat exchanger,” Younkins says. “They kept the original one in place because, fortunately, there was room to add additional plates to increase capacity.” Also, replacement of the old cooling tower with a modernized version allowed for minimal pipework. “There were some piping changes,” McCauley says. “Old pipe was replaced because of its age, but other than that there was only some rerouting of pipes to accommodate the new tower dimensions.”

Controlling the cooling tower required integration of the unit’s VFD controllers into the building’s BMS. This proved to be a challenge at first, but since its startup, the unit has been able to meet its required performance with no complaints from the owners. “Because EVAPCO was able to recreate

their discontinued model to meet the exact requirements of this project, the installation went smoothly,” Younkins says. With sturdy equipment and supportive professionals, the Ben Franklin Residence building is sure to maintain its reputation for luxury for many years to come. MH

John Vastyan is president of Common Ground and a senior contributor for Commercial Construction & Renovation magazine.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

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Hard Rock Hotel, Daytona Beach, FL • Architect: Foda Design, Decatur, GA • General Contractor: ARCO Murray Construction Company, Tampa, FL Owner: Summit Hospitality Management Group, Daytona Beach, FL • Photographer: Brad Hedges CIRCLE NO. 28

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A L S O C O V E R I N G L O C A L , S TAT E & R E G I O N A L P R O J E C T S A N D FA C I L I T I E S

Tee shot

Environmentally friendly golf clubhouse scores at US Army military base (L-R) Jeff Green, Business Manager/Superintendent, and Matthew Hoffman, Assistant Business Manager/Head Golf Professional, at the US Army’s Carlisle Barracks Golf Course.

By Joe Mark

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

Tee shot Environmentally friendly golf clubhouse scores at US Army military base

hey came. They saw. They golfed. They relaxed. That’s kind of the postgolf vibe happening with military and civilian golfers at the US Army’s Carlisle Barracks Golf Course in Cumberland County, Pennsylvania. Part

of the experience now includes the $5.6 million clubhouse—a green building built without using any taxpayer funds at military installation, which is not only the country’s oldest active base, but also home to the US Army War College.

The new 9,766-square-foot clubhouse replaces a structure that served the community for at least 40 years. The building now offers a restaurant and bar with a dining area and commercial kitchen, a vast improvement over the former grab-and-go snack stand. A pro shop, locker room, offices and golf club storage areas also were added in the new construction. Adjacent to the single-story clubhouse, visitors are privy to a practice putting green and extra parking with added lighting. The project is the work of Stellar, the Jacksonville, Florida-based firm construction management at-risk, design-build and general contracting service provider. The company started the project in spring 2019 after winning a design-build contract from the US Army Installation Management Command (IMCOM), which handles the day-to-day operations of Army bases around the world. Rather than relying on tax dollars, IMCOM used non-appropriated funds to pay for the job, with money coming from service members and other users of military recreation facilities.

Contract in hand, Stellar leveraged its vast experience with both military and golf course-related projects to develop a design that would fall within IMCOM’s budget, be environmentally friendly and provide Carlisle Barracks with a modern clubhouse that operates in a cost-effective manner.

Building Green (and Silver)

From the outset, LEED Silver certification was the target for the project. With this in mind, the first task was to demolish the existing two-story clubhouse to make way for a more eco-friendly structure. Crews crushed the old concrete slabs and reused the material as part of the aggregate base for the new building. “By recycling the crushed concrete, we kept the waste from ending up in a landfill,” says project manager Bill Richardson. “The reuse of previous materials onsite helped us get extra credits to go toward the project’s LEED Silver certification.” The construction team also focused on the new clubhouse’s geothermal HVAC system as part of its

DECEMBER 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

environmentally sustainable construction plan. The old building had a geothermal system, but it was inadequate for the new facility. Keeping budget in mind, the company created an efficient system for the new structure by expanding the existing geothermal well field. Builders knew the building had to be modern, not only in terms of architecture, but also from a maintenance standpoint. With a state-of-the-art utilities infrastructure installed, and an electrical system complimented by the use of LED lighting, the structure is more efficient, will last longer and costs less to maintain.

Construction challenges

Every project has its challenges, and the Carlisle Barracks job was no exception. The construction team encountered typical obstacles such as boulders and bedrock when

The Carlisle Barracks has a helipad that military officials fly in and out of every day. The flight path, which was parallel to the access road and adjacent to the construction site, had to be top of mind at all times.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

excavating the site, yet also faced challenges that could only arise on a busy military base with an active golf course. The Carlisle Barracks has a helipad that military officials fly in and out of every day. The flight path, which was parallel to the access road and adjacent to the construction site, had to be top of mind at all times. The company redirected trucks and kept workers out of the flight path when helicopters arrived and departed. Additionally, Stellar made sure its work did not interfere with ongoing golf games and tournaments during the construction period. “We set up a temporary modular pro shop to make sure the project didn’t interfere with club operations,” Richardson says. “By keeping an open and consistent line of communication with club management, we were able to keep crews out of the way of golfers and employees.”

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The team also maintained the integrity of the golf course grounds by performing directional boring for a gas line running to the job site. This choice was made after determining that trenching for the line would pose a public safety risk and impact the fairways and tees.

Design details within budget

When it came time to build the clubhouse, Stellar worked with IMCOM to design interior and exterior features that would fall within the budget, while adding a much needed fresh and modern appearance. “The rustic board-and-batten facade with a stonework base is not only inviting and beautiful, it’s also more cost-effective than traditional brick and stone construction,” Richardson says.

“By recycling the crushed concrete, we kept the waste from ending up in a landfill. The reuse of previous materials onsite helped us get extra credits to go toward the project’s LEED Silver certification.” — Bill Richardson, Project Manager, Stellar

Rustic themes indoors were implemented, too. The team gave the clubhouse’s ceiling old-world charm by using decorative faux wood beams. The beams, which look like they were carved by a chainsaw, actually are made of high-density urethane foam. By choosing this innovative material, Stellar was able to stay true to both the budget and IMCOM’s vision for the project. Stellar also saved IMCOM money when it installed epoxy floors in the clubhouse. The flooring’s sheen carries the elegant, up-to-date theme throughout the building. “By choosing to go with epoxy flooring, the Carlisle Barracks was able to save a considerable amount of money without compromising on beauty, durability or functionality,” Richardson says.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

The pro shop also benefited from cost-effective design and construction. The golfers needed a shop with more space for merchandise and the team delivered. The new shop features impressive custom millwork and both recessed and track lighting to compliment all of the equipment and clothing the golf club now is able to offer.

Hole-in-one

The clubhouse was completed in December 2019—less than a year from its start date. The local subcontractor base understood what needed to be done and knuckled down to help the company meet its budgetary and timeline goals. As soon as the clubhouse keys were turned over to officials at the Carlisle Barracks, enthusiastic golfers began lining up in the pro shop and enjoying the perks of The 19th Hole Snack Bar, where wait staff take orders as guests dine under gleaming, bronze chandeliers. Although the clubhouse is open, the job is not over. As a final step, the company is pursuing LEED Silver certification, a key objective for the project and another step toward the ideal of a more environmentally conscious construction industry. FC

Joe Mark is the Operations Manager for Federal and Commercial projects at Stellar, a Jacksonville, Florida-based firm that provides construction management at-risk, design-build and general contracting services for a range of commercial and public sector markets. You can reach him at jmark@stellar.net or (904) 260-2900.

DECEMBER 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

SAVE THE DATE JANUARY 13-14TH, 2021

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January 14th • Laura Kozelouzek: The Ever Changing Future Of Workspaces Laura Kozelouzek, Founder & CEO of Quest Workspaces, is a recognized leader and veteran of the serviced office space and co-working industry. She is viewed as a visionary, business builder and well respected for her ability to create “high energy” results oriented workplace cultures.

End-Users (retailers, hoteliers, restaurateurs, etc.) will receive complimentary registration in exchange for full schedule participation that includes a $300-$500 per diem or charity donation.

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Destination Little Rock How Cypress Social is creating a ‘must-visit’ restaurant—Arkansas style

A special supplement to:

Destination Little Rock How Cypress Social is creating a ‘must-visit’ restaurant— Arkansas style By Michael J. Pallerino

f the vibe, flow, and stylistic touches and finishes of the reclaimed cypress wood along the walls that give Cypress Social its name don’t grab your attention, the food will.

The sister restaurant to the JTJ Restaurant Group’s Petit & Keet is what diners call a destination restaurant.

Inviting dining room area. Welcoming bar and three-tier outdoor deck, complete with lake and fountain. A parlor room. Even the pandemic couldn’t stop the coming of Little Rock, Arkansas’ latest next big thing. The 330-seat restaurant takes diners on a trip through some of the South’s biggest food staples, including the “Starters” section, highlighted by chargrilled oysters, fried green tomatoes, Delta-style hot tamales, and peppadew cheese dip, to the “Mains,” featuring a classic mix of shrimp & grits, fried catfish, Duroc pork chop, and the famed Butcher’s Steak, a grilled, 8-ounce teres major cut. We sat down with Jake Keet, VP of Operations for JTJ Restaurant, to get his thoughts on today’s restaurant landscape heading into 2021 and beyond, as well as what makes Cypress Social the place to be.

Give us a snapshot of the Cypress Social brand.

Cypress Social is the second in a series of unique destination restaurants from the Keet family, Louis Petit, and Brent and Tyler

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

DECEMBER 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

DESTINATION LITTLE ROCK

COMMERCIAL KITCHENS

Lenners. Located at 7103 Cock of the Walk Lane in North Little Rock, Arkansas, the restaurant and event center provides an eclectic mix of one-of-a-kind fare with a Southern-inspired backbone, innovative bar menu and best in class service.

What type of consumer are you targeting?

Cypress Social is an approachable restaurant that appeals to a broad demographic. Whether you’re celebrating a birthday or anniversary, or dinner on a Tuesday evening, we have a space and menu that can accommodate your needs.

How does the design of restaurants cater to what today’s consumers are looking for?

With this restaurant, our construction company—Keet O’Gary Construction—had a real challenge because it was a true floor to roof remodeling effort of an iconic restaurant space. Working with Garry Mertins and RPPY, we managed to create a space that is as beautiful as it is traditional. The buildout was able to repurpose 60% of the Cypress wood that was on the inside of the building, and with other finishes that utilized knotty pine, the restaurant looks first class and truly unique.

Is there a location that shows how the brand interacts with the community and customers? One of your favorites?

In the room that can be rented for VIP guests, there is a beautiful painting by Barry Thomas of Cypress trees that was created specifically for the restaurant. Barry is a well-known artist who resides in the state. This tied in well to the local community aspect of the design.

What are some of the adjustments you made surrounding the recent state of events?

We have followed every mandate handed down from the Governor to the fullest extent possible. We were a bit lucky that our restaurant is large enough that social distancing was not as difficult as some restaurants have faced. We spent a tremendous amount of funds on PPE to keep our crew safe, and have gone above and beyond to keep our guests safe and comfortable.

What kind of conversations are you having with your customers?

We spend a lot of time asking how their meal was and thanking them for dining with us. We understand that each guest who

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

CIRCLE NO. 33

DESTINATION LITTLE ROCK

COMMERCIAL KITCHENS walks into our restaurant is making a conscious choice to choose us over the many other options. We are grateful to have them in our place of business.

Walk us through how and why the restaurants are designed the way they are?

Jim Keet and Garry Mertens spent a tremendous amount of time walking the space and finding ways to maximize the utility of the space. We have a bar that stretches over 30%. It was constructed on site and is a site to behold. One of our private dining areas has a secret room that holds a restroom for bridal parties. We do what we can to make each element of the design feel unique and show care for the guests while also maximizing functionality.

Give us a rundown of your market’s layout.

For Cypress Social, we’re only a mile and a half from the interstate that connects North Little Rock, Maumelle and Little Rock. Just up the road are Conway and Mayflower. With the unique offerings on display and setting that cannot be found elsewhere in the state, we have been able to capitalize on all sectors of the community. About half of our customers are currently from Maumelle, but we see a lot of faces from Little Rock, North Little Rock and Conway.

What’s the biggest issue today related to the construction side of the business? Every year the price of playing poker goes up. With a worldwide pandemic, there has been a steady increase in the cost of materials that had already increased substantially in the last decade. Some materials have been severely shortened this year causing delays. Real estate in our area has also been on the rise in recent years.

Talk about sustainability. What are you doing?

Our sister restaurant Petit and Keet has worked with ACE Glass to be a leader in the glass recycling community for our city. We are proud of that.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

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DESTINATION LITTLE ROCK

COMMERCIAL KITCHENS

In today’s complicated landscape, what type of opportunities do you see moving ahead?

We see opportunity in doing what we know best—surpassing guests’ expectations. Whenever another restaurant fails to care about food quality or guests, they create an opportunity for our brands to differentiate themselves. We care a tremendous amount about the quality of experience our guests receive.

Kindness is on a surge for those who must work. We have also seen that late night business is probably going to take a while to fully recover. Menus need to reflect a variety of price points in order to capture the largest audience, which is why we have options ranging from Delta Style Tamales and frog legs, to Redfish Pontchartrain and filet mignon.

Are you optimistic about how the marketplace has responded?

What’s the secret to creating a “must visit” restaurant environment in today’s competitive landscape?

What’s your growth plan?

What’s today’s consumer looking for in a restaurant?

We are very optimistic and humbled. The response we have received for this restaurant has exceeded what we thought would be possible in this landscape. We will grow organically and only expand as we find opportunities that we know we can execute with excellence. We try to focus on what we’re doing one restaurant at a time and not get too far ahead of ourselves.

What trends are you seeing?

People over the course of the year have seemed far more willing to tip servers well to thank them for working during this time.

We are still trying to figure that out every day. For us, the secret to our success has been imbedding ourselves in the community and doing everything possible to help advance the restaurant scene in our area.

They want a nice ambience, great food, great service and a unique experience that makes them feel better about whatever the price is they pay. We try to deliver all of that with a smile and a thank you.

Tell us what makes your brand so unique?

We strive every day to become better than we were yesterday. We love our people and they love our guests. CK

ONE-ON-ONE WITH... Tyler Lenners, GM, Cypress Social Describe a typical day. There is no such thing. We all have our specific duties and everyday tasks to accomplish, but the most important thing about approaching each day is to have a clear head, a good center and a positive attitude. Every shift brings different challenges and joys, but the one constant is checking in with staff to be sure they’re happy, healthy and set up for success. Also, lots of emails. What’s the biggest item on your to-do list right now? To roll with the punches. Keeping everyone safe and working is our No. 1 priority. Finding new and creative ways to offer delicious food and exceptional service while being flexible and accommodating in a safe and controlled environment— whether our guests are dining in or picking up to go, is on the top of the list.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

What’s the most rewarding part of your job? Being able to provide an emotionally healthy and financially stable work space for a group of fantastic people who feel passionately about not only food and drinks, but standards and quality. We also love to make our guests feel special and don’t miss opportunities to celebrate. What’s the best advice you ever received? Occasionally, the food and beverage industry feels impossibly difficult. At the end of the day, people go out to eat for the experience—for the fun. And while the margins are small and the challenges are mighty, “We’re just serving food and drinks.” Take a second, look at the bigger picture, make the guest happy and move on to rock another day. What’s the best thing a customer ever said to you. “You all are my family.”

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INDUSTRY

WOMEN IN CONSTRUCTION

A seat at the table Our conversation with Jenn Sussman, Director of National Accounts, Powerhouse

Jenn Sussman, Powerhouse

nergy. Boundless, uncanny and spirited energy. If you were to try put a label on what Jenn Sussman brings to the commercial construction table, you’ll want to start there. As the Director of National Accounts for Powerhouse, she is part of a company that places a premium on the instrumental contributions that women bring to the game. Known for the genuine and sincere approach she fosters in every relationship she creates, Sussman currently has submerged herself into the continually fast-paced world of construction, roll outs, and facilities and maintenance. We sat down with her to get her thoughts on today’s commercial construction business and why women continue to help bring a strong foundation to the industry’s future.

to transform the digital experience by elevating and expanding drive-thru capabilities, implementing buy-online-pick-up-in-store (BOPIS) and contactless and/or curbside options, and employing state-of-the-art safety measures like upgraded air filtration systems to reduce airborne contaminants. Also, due to an increase in permanent store and restaurant closures, there are more opportunities than ever to retrofit available spaces for new purposes. The obvious trend right now, and most likely for the foreseeable future, is the reinvestment into existing properties through remodels and refreshes, however at a slower pace than previous years given the current circumstances.

Give us a snapshot of the construction market today? What are you seeing out there?

My entire employment history would require a double issue, so I will only subject your readers to the abbreviated version. Unlike those who had a clear-cut path professionally, I guess you could say I took the scenic route. If one found himself wallowing over a receding hairline, I provided him with a new mane.

Like most industries, construction faced a year of unprecedented trials and tribulations. Nevertheless, the trailblazers found a way to swivel when adversity struck. This pandemic hastened the need

How did you get started in the industry? What’s your story?

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

ES T

2010

CIRCLE NO. 36

INDUSTRY

WOMEN IN CONSTRUCTION For those unlucky in love, I assisted in their soulmate search as a Director of Matchmaking in Manhattan. Private jet, LEED certified modular home, Maid of Honor speech, you name it, I sold it. I was a jack of all trades, but a master of none. After discovering the field of architecture and design, my snaked and encumbered trail found unobstructed alignment. I spent eight magnificent years becoming well-versed in an industry I loved, and formed a tremendous network of superb clients and friends. What I did not realize at the time is that my true calling still eluded me. Until now. I am presently deep in the throes of the dynamic, fast-paced world of construction, roll outs, facilities and maintenance, and I am loving every minute of it. Sometimes it takes several wrong turns to find the right direction.

What are some of the biggest changes you’ve seen over the past few years?

Revolutionary developments in high-definition/360 degree photography, 3D survey scanning, Augmented Reality, Building Information Technology and cloud based/mobile, real-time construction management software has dramatically increased productivity, improved collaboration, supported turnkey data collection and allowed companies to seamlessly tackle complex, high-velocity projects.

Any company that devalues a female’s capabilities purely based on the fact that she is a woman will not only miss out on superlative hires, they will also cease to evolve and ultimately be left behind. Additionally, although guidelines pertaining to the optimization of energy efficiency and reducing environmental impact have been in place for decades, these procedures are becoming more stringent as time progresses. We should all seek to drive innovation in sustainability.

Name some of the opportunities available for women in the industry?

Women have made incredible strides both individually and collectively. Although the glass ceiling still exists on varying levels, I’m ecstatic to witness the commitments progressive organizations have made to empowering women. It is that allegiance that continues to fracture the figurative “glass” barrier holding us back. I’m elated to be part of a company where the majority of the senior leadership team is women. This is certainly rare in the

construction industry. Powerhouse truly recognizes and promotes the instrumental contributions that women bring to the table. As far as I’m concerned, all opportunities in construction are available to women through grit, tenacity and assiduousness. Any company that devalues a female’s capabilities purely based on the fact that she is a woman will not only miss out on superlative hires, they will also cease to evolve and ultimately be left behind.

What challenges remain?

I think one of the biggest challenges is being genuinely respected in a male-dominated industry. We habitually encounter the antiquated posture that women are not sufficiently qualified to assume conventionally male positions. Rather than battle every naysayer, demand reverence by proving them wrong. Lucretia Mott, an early feminist activist and strong advocate for ending slavery, once said, “Any great change must expect opposition, because it shakes the very foundation of privilege.” We continue to chip away at the archaic mindsets hindering our advancement in order to foster future generations of fearless young women.

What’s the best piece of advice you have ever received?

Self-doubt is the real killer of dreams, not failure. We tend to be crippled by the fear of the unknown, but the only way to live outside the confines of an ordinary existence is to be courageous and take risks.

What advice would you share with women just coming up in the industry?

Be a voracious learner. Seek out a mentor. Go on site whenever possible to learn in the field. Knowledge unleashes unremitting power.

What’s the biggest lesson the past few months have taught you?

This ongoing pandemic has imparted crucial clarity that had long evaded me. I was so engrossed in the daily demands of work that I often failed to appreciate the invaluable entities right in front of me. When I stopped grumbling about being confined and concentrated on spending more time with family, I realized that the little things in life are actually the big things. I replaced my grievances with gratitude and transformed my overall outlook.

What’s the biggest item on your to-do list?

My to do list is more like a colossal scroll, but other than making it past the end of my driveway without a mask, I’m anxious to meet my phenomenal new colleagues in person.

What’s the first thing you’re going to do when everything gets back to normal?

We’ve all but replaced human interaction with digital communication because our only option is to adapt to the current landscape. That being said, when this is all behind us, I’m going to host a sensational celebration in NYC with friends to commemorate the start of new beginnings. CCR

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

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December 2020

Texas big Slate of projects adding to wealth of McGovern Medical School at UTHealth

Clinton “Brooks” Herman CEFP, PMP

By Michael J. Pallerino

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

Texas big Slate of projects adding to wealth of McGovern Medical School at UTHealth

he first class of 19 students entered what is now known as McGovern Medical School at The University of Texas Health Science Center at Houston (UTHealth) in 1970. Located in the heart of the Texas Medical Center, the school was established by the Texas Legislature in 1969 to address the shortages of physicians and the then-untapped resources for medical education in Houston. get an in depth look at where they stand, we sat down with Clinton “Brooks” Herman, CEFP, PMP at UTHealth.

Give us a snapshot of one of your current projects.

There are many research lab projects going on, from a bio-safety cabinet swap, replacement of tunnel wash/autoclaves, integration of emergency power for an electron microscope, and starting the programming/design work for several large lab projects. All of these are for our McGovern Medical School at UTHealth, housed in our largest building on campus, which covers one million square feet.

Butterfly gardens, located at a research facility utilized with McGovern Medical School.

What were the goals of the project? How did they change when the pandemic hit?

Growing from a facility with no buildings to one of the nation’s outstanding centers of academic medicine, the McGovern Medical School at UTHealth continues to be devoted to medical education, research, quality patient care and community outreach—clocking in as one of the largest and most diverse medical schools in the United States. Students, who along with access to the latest technology, are taught with an emphasis on humanities, ethics, patient quality and safety. Affiliated with several inpatient hospitals and outpatient facilities, the McGovern Medical School at UTHealth provides a broad range of clinical services, including its primary teaching hospital, Memorial Hermann-Texas Medical Center, which recently was named the second top teaching hospital in the country. Today, there are various construction projects happening at the McGovern Medical School at UTHealth. To

Each of the projects are for world-renowned researchers seeking out breakthrough medical advances to share with the world. These projects were not affected by the pandemic directly, but it took a little more time to coordinate with the revised schedules our researchers/ staff/contractors working to maintain social distancing and safety for all. Pre-bid walks have also changed due to the current pandemic. To help reduce the number of people participating in pre-bid walks, our Procurement Team no longer attends. We also have asked contractors to limit the numbers of employees they are inviting to the pre-bid walk.

Tell us about the immediacy of the construction deadline. How did that factor into the planning?

The projects’ requirement for urgency is predicated on the fact that the researcher will likely not able to continue

DECEMBER 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

their research, or may be hindered in the meantime. Our tunnel wash is still active and able to be used, but is approaching the end of useful life, and will continue to become more difficult to keep operating until replacement. Our autoclave is currently down due to it reaching end of useful life, and therefore the lab is having to utilize a nearby autoclave outside of their existing space. Our electron microscope is very sensitive to power fluctuations, so we are adding on UPS battery backup along with

an automatic transfer switch to reduce any blips caused when the system moves to the house generator. This project also is part of a larger building-wide electrical maintenance program to ensure our system are functioning properly.

What goes into enacting a design and construction plan at that pace?

Following up and setting specific deadlines for all parties, including myself,

help to keep the pace moving forward. If it is necessary for an above normal turnaround for plan or submittal review, it should be discussed beforehand with the architect/engineer, and any UTHealth stakeholders, so all parties are on board and are headed in the same direction/ pace as the project requires.

What special precautions (protocols) were put into place?

All typical protocols that it takes to maintain existing lab equipment and allow research to continue around the projects were put into place. This could include special containment for dust control with negative air in the construction space, or as minor as draping plastic containments over bench work and removing the debris for the drape.

Were there any challenges?

All projects have their challenges. It is about how you approach and manage each challenge. It is possible to miss scope in the project; we have a contingency in place. Or if the lab has an added request due to the ever-changing research world, we step back and try to see how to accommodate each issue. Recently one lab added scope for a Millipore water filter. Fortunately, each mechanical chase already has reverse osmosis nearby, but this adjustment had to be made quickly, as the project was nearing completion.

How does the overall design of the lab cater to what the facility managers were looking for?

Our teams are currently working on adding new energy conservation measures, including in our labs. We are working on implementing our newest lab casework specification inside McGovern Medical School. In a building that size, it is important to standardize fixtures and finishes for routine maintenance as well as for the potential unforeseen emergencies like water leaks. As a team, the project management group has worked with both the school and the maintenance team to identify and standardize

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

items. This allows us to keep routine items in stock, which limits down times when unplanned events happen.

What kind of conversations are you having about the “new normal?”

All contractors are required to agree to our university COVID-19 procedures. In addition, we discuss site specific COVID-19 plans, which include topics such as phasing lunch breaks, limiting the numbers of workers in confined areas, routine cleaning of high touch areas and reporting of COVID-19 positive incidents. During owner/architect/contractor meetings, there is continued review all reports and procedures, including wearing masks and keeping up with cleaning high-touch surfaces.

With everything going on today, what’s your short-term strategy? Long-term?

Short-term – Masks are required by all contractors, max elevator capacities, added sanitation dispensers around campus, high touch surfaces wiped down often, online OAC meetings versus in person. Long-term – This is still in development, but it is likely that the sanitation dispensers will become routine fixtures on campus, along with increased wiping of high touch surfaces.

What’s the best piece of advice you can offer on how to deal with what’s happening right now? It is best to see what your local jurisdiction is doing, and at least follow these standards for a minimum. If it is feasible to make additional adjustments, that is in the best interest of your employees and business.

Give us a rundown of what you’re seeing out there.

We have noticed a slowdown in some requests for projects, but we are working on bringing our UTHealth footprint back on campus with less lease space. This is due to many employees now working remotely.

Today, there are various construction projects happening around the UTHealth campus.

Lab research projects continue to come up, which means our researchers are continuing to receive grants and need to adjust their spaces with the changing times in research, or their new project has different needs than before.

What’s the biggest issue today related to the construction side of the business?

We have noticed a slowdown in some materials that are coming from overseas due

to COVID-19, but this has not had a great impact on most of our projects to date.

Talk about the continued importance of sustainability today. What are you doing?

UTHealth Facilities, Planning & Engineering has established an Energy Conservation Opportunity team. This team meets monthly to review and discuss energy savings opportunities on campus. We have implemented measures such as zone presence sensors

DECEMBER 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

for chemical fume hoods, occupancy sensors, LED retrofits, condensation recovery and retro commissioning. In addition, we have taken opportunities to replace aging equipment that is more efficient, along with our teams working to program the buildings to help gain in on energy conservation opportunities. With COVID-19, we are able to reduce runtimes for the air in our administrative buildings, but still work to make sure lab/research facilities maintain the necessary temperatures.

What type of opportunities do you see moving ahead?

Solar is making large strides, just recently they made a breakthrough with the material

used for the panels (perovskite) that has a potential of +60% efficiency versus conventional silicon panels ~14%. This would assist in the size of your “solar farm” necessary to power your buildings, and may allow roofs to be more useful.

What are some of the things you expect to see, if and when, we get back to any type of normalcy? For ongoing safety, I expect people will continue to avoid large gatherings. In the office, we are noticing more productive meetings by utilizing web conferencing versus face to face. Face to face interactions will still have their place, as they are still pertinent to see the construction site in person.

From what you are seeing out there now? How would you say the industry is handling construction in this new landscape? The industry is handling it the best they can, facemasks have become an essential piece of PPE, which already had a place in some facets of the business anyway.

What should we expect to see six, 12 months down the road? Hopefully, we continue to see construction growth. I suspect distribution centers will grow in numbers as more and more are shopping online versus going in store. And online and big-box retailers will continue to offer quicker delivery times. HC

One-on-One with... Clinton “Brooks” Herman, CEFP, PMP Describe a typical day. Other than the obligatory cup or two of coffee, a typical work day starts with a review of emails. Second, reviewing all email flags that were set for the day and sending out requests/follow ups to the flags. Then, a review of what actions needed for any active projects and checking off the tasks one by one. After hopefully starting this way, the day becomes very open ended, maybe a random phone call for an issue to resolve, a new project just landed on your desk and you need to schedule a meeting with the client, or an unfortunate leak comes up and needs immediate attention. The day in the life of a project manager is usually never the same. Unpredictability is what we strive to settle.

What’s the biggest item on your to-do list right now? Continuing my MBA course load with the normal work day, and prepping for becoming a father.

What’s the most rewarding part of your job? Every project is rewarding just by seeing the finished product and plan come to fruition of how you intended it at the beginning. It

is always best to hear words of encouragement from your clients that the project met their needs or exceeded their expectations.

What was the best advice you ever received? Take a step back and enjoy the fruits of your labor every once in a while. We can all get lost in the weeds of our day to day lives and forget why we are working on each task.

What’s the best thing a client ever said to you? The satisfaction that the project was completed ahead of schedule and under budget, and completely met or exceeded their expectations.

How do you like to spend your down time? My wife, Briana, and I enjoy spending time with our two dogs, Ollie and Stella. Ollie is a full miniature Australian Shepherd full of energy, while Stella is our baby, a mutt with maybe some greyhound, as she can outrun most dogs. We are preparing to have our first child—a boy in early 2021. This has provided some new meaning to down time and utilizing it to the fullest. Otherwise, right now, you will find me studying my MBA courses with an expected end of 2021 completion.

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

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CIRCLE NO. 40

December 2020 • Issue 6

Learn. Relax. Dispense. How THC’s spa-like persona is helping transform Illinois’ cannabis market Nicholas Mandera, co-general manager and Michael Mandera, general manager

THE CANNABIS OPERATIONS

LEARN. RELAX. DISPENSE.

T Learn. Relax. Dispense. How THC’s spa-like persona is helping transform Illinois’ cannabis market 100

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

he large LED screens lining the walls of The Herbal Care Center’s (THC) dispensary’s showroom in downtown Chicago signal the options customers have to choose from in the city’s cannabis shop. When Illinois became the 11th state to legalize and regulate adult-use cannabis last December, THC was one of the retail shops that opened its arms up to the waiting public. Boasting the state’s largest cannabis product inventory, THC’s state-of-the-art facility promises patrons a clean, safe environment for their product selection. Led by GM Michael Mandera, the THC Patient Care Specialists are well versed in providing the knowledge needed to assist with questions about product, medical purposes, etc. We sat down with Michael Mandera, GM of The Herbal Care Center, to get his take on

where the cannabis market is heading and how THC is making carving its niche.

GIVE US A SNAPSHOT OF YOUR BRAND. The Herbal Care Center (THC) is a licensed dual operator dispensary serving both medical and recreational customers near downtown Chicago. THC offers the most cannabis products under one roof in Illinois. Our commitment to providing world-class customer service has made us Chicago’s top-rated dispensary. We are proudly veteran owned and continue to hire from the local community.

WHAT TYPE OF CONSUMERS ARE YOU TARGETING? THC targets anybody 21 or over looking for a cleaner, safer alternative form of relief through cannabis. We tend to serve people interested in combating their daily stress, sleep problems or pain relief, to name a few. Being veteran owned and our close proximity to the Veteran Affairs (VA), we serve a large number of veterans as well. Our commitment to service will never change.

HOW DOES THE OVERALL DESIGN OF YOUR SHOP CATER TO WHAT TODAY’S CONSUMERS ARE LOOKING FOR?

throughout the building, a temperature scanner before entering our showroom, routine wipe downs of surfaces, and masks and gloves for employees. Our commitment to health and safety will always be our priority.

WAS YOUR OPERATION DEEMED ESSENTIAL DURING THE LOCKDOWN? HOW DOES THAT HELP THE CATEGORY’S STANDING IN THE MARKETPLACE? We were fortunate enough to be deemed an essential business for both medical and recreational sales. Being one of the few

Being one of the few essential businesses has shined a light on the cannabis industry and garnered curiosity among people.

essential businesses has shined a light on the cannabis industry and garnered curiosity among people. Cannabis has become a staple commodity in people’s lives.

WHAT TYPE OF AREAS DO YOU LOOK FOR WHEN SEEKING STORE LOCATIONS? We look for properties that have ample enough space to safely service our customers, parking and curbside access for rideshare, and areas with a high volume of foot or car traffic. Our goal is to work in a neighborhood that is open to welcoming a cannabis dispensary, and in return reinvesting that support back into the community.

WHAT’S YOUR SHORT-TERM STRATEGY? LONG-TERM? Our short-term strategy is to continue to build our base of loyal medical patients, while transitioning to the opening of our second location, which will be recreational customers only. A medical patient benefits from not paying the high tax percentage on recreational customers, priority in line, and access to all products we offer. Our longterm strategy is to develop into a lifestyle brand that people can rely on. Our hope is to one day get involved on the growth side of the business as well.

Our state-of-the-art facility promises a clean, safe environment. You feel like you are at a spa or wellness center, rather than a cannabis dispensary. Our goal is to make sure our customers leave feeling comfortable with their experience purchasing cannabis. THC is Illinois’ largest dispensary servicing medical patients. Carrying the state’s largest inventory, there is something for everyone here.

WHAT KIND OF ADJUSTMENTS HAVE YOU MADE TO TODAY’S SHOPPING LANDSCAPE? We have continued to adapt throughout these unforeseen times by taking safety measures such as installing plexiglass at each POS station, social distance stickers

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WHAT ADVICE CAN YOU OFFER OTHER BRANDS ON WHAT’S HAPPENING RIGHT NOW IN THE MARKETPLACE? The cannabis marketplace has been one that has steadily increased throughout the pandemic. Like any business, you have to stay grounded and be prepared for the financial highs and lows. You never know when demand may shift. Our goal is to stay consistent with our operation and continue to provide world-class customer service.

WHAT MAKES YOUR LOCATION ENGAGING TO TODAY’S CANNABIS CUSTOMER? The space we have allows our staff to have a genuine dialogue with our customers and find out exactly what they’re looking for. Nobody is rushed in and out without proper consultation. The spa-like atmosphere creates a comfortable experience purchasing cannabis. Our menus are all on

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With how rapidly this industry is evolving, opportunities will continue to present themselves. A good opportunity for us once COVID settles down is a classroom-style education session with our customers. digital menu boards, iPads, and standalone kiosks for ordering and more privacy, and online pre-ordering for our guests.

separate lines in the showroom. This helps the staff identify our two customer bases so we can prioritize our medical patients.

WALK US THROUGH THE DESIGN?

TALK ABOUT SUSTAINABILITY. WHAT ARE YOU DOING?

Our shop was originally chosen because of its size and capacity. This has served us well during the pandemic because it has allowed us to keep our operations primarily the same. Upon walking in, you’re welcomed by a spacious and attractive lobby with two separate lines for medical and recreational. We continue these

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

Sustainability is something that is obviously very important to us. I think a key way that we sustain our relevance is by continuing to give people a reason to come here. Whether it’s our weekly specials, constantly updated menus or our world-class service, we go the

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THE CANNABIS OPERATIONS

LEARN. RELAX. DISPENSE.

extra mile to make each and every person’s visit pleasant and different from what they would get elsewhere. We truly try to make it an experience, opposed to being just another shop.

WHAT TYPE OF OPPORTUNITIES DO YOU SEE MOVING AHEAD? With how rapidly this industry is evolving, opportunities will continue to present themselves. A good opportunity for us once COVID settles down is a classroom-style education session with our customers. This is something we hope to do because we feel that helping educate the consumer will in return help our business. A better educated customer will know more about our products and feel more comfortable trying things they once never looked at.

WHAT’S TODAY’S CONSUMER LOOKING FOR?

TELL US WHAT MAKES YOUR BRAND SO UNIQUE?

Relief and convenience. No matter what the issue might be, the consumer wants some type of relief to help handle it. Everyone has their own goals or objectives when walking in, but they still want some relief from any barriers that might be holding them back from getting there. They want a convenient process for this and maybe even the product to be convenient for their lifestyle and usage.

The experience we provide. We go out of our way to help ensure our customers are happy and taken care of. We try to make our customers feel like they’re part of something special here at THC. I think this helps separate us from what their experiences might be elsewhere. Along with this, we give our customers the largest variety of products to choose from. Paired with professionalism and world-class service, you get a unique brand and destination.

ONE-ON-ONE WITH... Michael Mandera, GM, The Herbal Care Center

WHAT TRENDS ARE YOU SEEING/EXPECTING? With the pandemic and everything going on, we’ve definitely seen an increase in first-time users. Working from home has given people the opportunity to take on new hobbies and interests, one of which being cannabis. We expect the curiosity around this industry to continue to grow. As consumer knowledge and awareness grows, we see there being an increase in demand for products such as capsules, topicals and oils.

WHAT’S THE SECRET TO CREATING A “MUST VISIT” LOCATION IN TODAY’S COMPETITIVE LANDSCAPE? I don’t know if there’s necessarily a secret or set formula, rather having something that is attractive and approachable is one of the first steps toward creating a “must visit” location. Our big storefront on the busy corner of Western and Ogden definitely catches some eyes driving by. Once entering our building, you receive a warm welcome by our lobby and staff, and even more so in the showroom. Besides the physical space, creating an experience that is effortless for the customer from start to finish is key. We try to create an atmosphere that is fun, but professional, which makes everyone comfortable. Doing this contributes to an experience that you remember and appreciate.

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What’s the most rewarding part of your job? The most rewarding part is sharing my knowledge of the amazing cannabis plant and seeing firsthand the relief it brings people. It has truly changed people’s lives and brought them relief they never thought was possible. Also, that I am blessed to work every day with my family and amazing staff.

Describe a typical day. No day is ever the same in the cannabis industry. Every day presents a new customer, new products, new challenges of getting customers through the door. Every week for me consists of keeping an eye on our various

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

financials, managing the flow on our sales floor, ensuring our staff provides a world-class customer service experience, and making sure my staff and managers are supported in any way possible. In addition, the Illinois market is heavily regulated, so making sure we are compliant is key to continued success.

What was the best advice you ever received? My father continues to tell me, “There are three types of people in this world, those who make it happen, those who watch it happen, and those who ask, ‘What happened?’” Stay humble and grounded with your success. We continue to try and make

it happen for our customers and staff each and every day.

What’s the best thing a client ever said to you? It is humbling to hear when customers say we are the best dispensary they have been to. When customers feel comfortable shopping with us, we feel we are contributing to removing the stigma behind consuming cannabis. THC wants to create an experience rather than just a transaction.

How do you like to spend your down time? I enjoy working out, watching my favorite sports teams, and getting together with family on Sundays.

forward thinking NPSG Development is poised to bring our knowledge and expertise to even more locations in 2021. Over the last several years NPSG Development has proven their ability to anticipate future needs, think fast and act quickly, responding to ever-changing demands in the marketplace. Currently working in markets ranging from Seattle to New York, NPSG Development continues to grow its relationships throughout the US.

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DECEMBER 2020 • VOL 4 • ISSUE 9

The Voice of Craft Brands

Your time is now The Brewers Association’s Chief Economist Bart Watson on why marketing and branding are more important than ever

Cypress Brewing: Charles Backmann, Bill Lutz and Jason Kijowski

The Voice of Craft Brands

Your time is now The Brewers Association’s Chief Economist Bart Watson on why marketing and branding are more important than ever

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DECEMBER 2020

CBAM-MAG.COM

By Thomas Glare

Bart Watson’s findings on recent craft business are stirring up the market of microbreweries. How shall you compete with the global giants? Which aspects of branding should you focus on? Should you venture out beyond local fairs? How can you advertise cheaply? With more beer consumers being conscious of their purchases, Watson, the Brewers Association’s Chief Economist, says the competition is soaring. So, how do you address the changing demands of today’s customers? You can start by adding some interesting moves by giving presents for some actions like sending photos for a specific topic or mentioning your product on social channels with posts, etc. Or, you could try partnering with some production companies and offer presents for buying their product, i.e., “buy some food and get a bottle of beer for free.” It works like a welcome bonus in the online casino and attracts users or customers to your brand. Here are five marketing strategies that your craft brand can use to cut a path in the new year:

No. 1 — Local events are your field Breweries must compete with people who invite consumers to their breweries. How can you manage to promote your beer with comparatively lesser resources? Does your club host beer-drinking events? Why not advertise your product there? You can sponsor a local sports club that is popular, and offer discounts and merchandise to those who attend the games. Does your brand have a seasonal or limited release policy? Don’t wait. Approach the organizers for a booth or about sponsoring any of the attractions.

No. 2 — Be honest about your craft branding Do you know why Budweiser achieved the No. 1 ranking among top beer brands in 2019? It is because they have been open about the consistency of their beer and always maintained a unique air. But then, craft beer has taken up almost as much as 14% of the beer industry. How did this happen? First, the craft market focused on locally-sourced ingredients. Don’t be afraid to tell your audience about your brewery. Be vocal about how committed you are to quality and promise your consumers the local taste. That’s why they have chosen your ale over some multinational conglomerate.

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Brewers Association

No. 3 — Find a partner Looking for a partner? Here’s a hint: While beer customers and casino fans might seem widely different in their tastes, the trend is to bring them together and inspire sales. Mobile casino games are on the rise as gamblers are rejecting glam attires and luxurious casinos in favor of mobile gambling. They continue to look for something they can enjoy in the comfort of their own homes. After all, who wouldn’t like to sip on a refreshing beer while earning free 20 pounds in blackjack? You can place the promo codes for bonuses on your beer bottles.

No. 4 — Social media networking is more useful than you think

Don’t be afraid to tell your audience about your brewery. Be vocal about how committed you are to quality and promise your consumers the local taste.

Social media is the least expensive, yet most accessible platform for your craft brand marketing. By reaching out to your target audience on social media, you can easily get the hang of the latest trends in consumer demands and technology. Be as innovative as you can with your brand’s social media promotion. Don’t just post the latest beer varieties or new sales hours, tell them a story. Tell them how your brand

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emerged and succeeded in reaching the place where you are.

No. 5 — Your customers are your loyal friends

Honestly speaking, every brand thrives on the goodwill of its consumers. However, craft business operations are even more dependent on a loyal fanbase. Why? The reason is that local breweries do not have the necessary capital to invest in print media and telemarketing. Word-of-mouth is a consistent and proven method to increase your sales. Millennials are more eager to visit taprooms to get the experience of drinking craft beer. Here’s where you will capitalize on that. Engage with these enthusiastic beer-lovers who are interested in your craft. The chances are high that your customer will be well-versed in beer making. Hence, you should communicate with them, honestly and openly. Following these craft brewery marketing tips will help you stay relevant and put forward a unique label to quench the customers’ thirst. So, what are you waiting for? Advertise your craft beer brand in the local fair and let us know how you fared.

CBAM-MAG.COM

CIRCLE NO. 44

Brewers Association

More from Bart 5 craft spirit areas to watch in 2021 Brewers Association Chief Economist Bart Watson dishes on five areas craft spirit should keep an eye on in 2021. For more insights from Watson, as well as news across the industry, visit www.brewersassociation.org.

Growth Models are showing growth of 6% to 7% over 2020, but with production levels that will fall below 2019. That means it will take craft until 2022 to recover to its previous levels, and longer to fully return to the growth trend it had been following of 3% to 4% per year.

On-Premise The on-premise has borne the brunt of the pandemic’s market disruptions. According to analysis from Nielsen CGA data, around one-fifth of on-premise consumers are waiting for a vaccine or treatment before they return to the on-premise. That means there will not be any significant recovery until late Q2 at the earliest.

Openings Openings had been declining for around a year before the pandemic hit. As much as two-thirds of it is related to that longer-term trend rather than the impact of COVID-19. Next year may see a further decline, as fewer breweries plan to enter the pipeline and other structural factors such as lending make it more difficult to do so until the pandemic passes.

Closings Next year will see closing numbers match the current market reality more closely, as closings rise sharply. Market conditions returning to normal may accelerate closings, both as breweries take stock of the hole COVID-19 has made in their finances, and as other players, such as landlords, end extensions or forgiveness on rent.

Demographics Craft has been growing its consumer base steadily over the past decade. Nielsen Harris data shows that the percentage of the 21 and over-plus population who drink craft has risen from 35% in 2015 to 44% in 2020. These demographics are likely to continue improving in 2021—and for the next several years—as an aging millennial population stays in or moves into the core craft age range.

E-Commerce If on-premise was the loser of 2020, e-commerce was the winner. Prior to the pandemic, estimates were that 2% or less of beverage alcohol volume flowed through e-commerce. Beer was a small portion of that. E-commerce sales for both beer and all beverage alcohol remain far beyond where they were a year ago. Thomas Glare is renowned for his marketing strategies among the best of the brands. He shares his tips and suggestions through blogs. Also, he attends business seminars to provide valuable information on how to market a business right. He believes in helping people to grow and live. People do trust his tips and get great results. CIRCLE NO. 45

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CBAM-MAG.COM

CIRCLE NO. 46

Based in Dallas, TX a nationwide company with more than 30 years of experience in: > Brokerage - We will find the right properties to lease or buy for you – guarantee to find hidden opportunities and off market sites.

> Consulting - We will manage the entire development process –land acquisition, entitlements, zoning, and leasing.

> Development – Ground up and redevelopment specializing in single tenant net leased. What clients are saying: “Pam’s expertise in commercial real estate brokerage and development is strong. Recommending Pam to anybody is easy especially after seeing her aggressiveness in evaluating a market and securing the best opportunities within days not months.” “Pam is a detail-oriented person who is able to bring projects in on time and under budget while maintaining excellent customer service. Additionally, Pam is a skillful negotiator.”

MEMBER DIRECTORY 2020 EDITION

Your Source for Quality Retail Contractors The Retail Contractors Association is a national organization of high caliber retail contractors united to provide a solid foundation of ethics, safety, quality and professionalism within the retail construction industry.

retailcontractors.org • 800-847-5085

IS YOUR SUPERINTENDENT CERTIFIED? Ask your GC if they have a Certified Retail

Being a retail superintendent requires a unique set of skills different from other market segments. While all construction superintendents have responsibilities for schedule, productivity, safety, and quality on the project site, the challenges and constraints of the retail environment mean that a special training focus is needed. Superintendents must learn how to think like a retailer and a contractor throughout these projects. RCA’s Retail Superintendent Training Program addresses this need. Certified Retail Superintendents have: • At least three years of experience in retail construction • Completed OSHA 30-hour certification

Superintendent

• Completed RCA's two-day workshop, which includes in-depth training on retail-focused customer service

on your project.

• Passed the Certified Retail Superintendent exam

Learn more about the program & view a list of participating companies: retailcontractors.org/superintendent-training-program Toll Free: 800-847-5085 | Phone: 703-683-5637 | retailcontractors.org

ADVISORY BOARD Isyol Cabrera - Edible Arrangements

Jason Miller - JCPenney Company

Mike Clancy - FMI

Jeff Montang - JLM Retail

Randy Danielson - Shakopee

Steven R. Olson, AIA - CESO, Inc.

Jason Kraus - Kohl’s

Seritage Growth Properties

Jeffrey D. Mahler, AIA - L2M, Inc.

Brad Sanders - CBRE | Skye Group

Mdewankaton Sioux Community

Charles Ross -

COMMITTEE CHAIRS LEGISLATIVE/REGULATORY

SAFETY

MEMBER BENEFITS

SCHOLARSHIP

Andy Bohon legislative@retailcontractors.org

David Martin memberbenefits@retailcontractors.org

MEMBERSHIP

Hunter Weekes membership@retailcontractors.org

RECRUITMENT

Jay Dorsey recruitment@retailcontractors.org

Eric Berg safety@retailcontractors.org Mike McBride Justin Elder scholarship@retailcontractors.org

SPONSORSHIP

Phil Eckinger sponsorship@retailcontractors.org

TRAINING

Eric Berg Carolyn Shames training@retailcontractors.org

OFFICERS President - Steve Bachman

Secretary/Treasurer - Eric Handley

Vice President - Ray Catlin

Immediate Past President - Rick Winkel

Retail Construction Services, Inc. Peinado Construction

William A. Randolph, Inc.

Winkel Construction, Inc.

BOARD OF DIRECTORS 2023 Steve Bachman

2022 Eric Handley

2022 Eric Berg

2021 David Martin

2022 Ray Catlin

2021 Mike McBride

2021 Jay Dorsey

2021 Carolyn Shames

2021 Phil Eckinger

2021 Hunter Weekes

2023 Justin Elder

2023 Rick Winkel

2021 Jack Grothe

2023 Andy Bohon

Retail Construction Services, Inc. Gray

Peinado Construction Triad Retail Construction, Inc. Eckinger Construction Co. Elder-Jones, Inc. JG Construction

William A. Randolph, Inc. H.J. Martin & Son, Inc. Westwood Contractors Shames Construction Weekes Construction, Inc. Winkel Construction, Inc. Westwood Contractors

PAST PRESIDENTS David Weekes 1990-1992 W. L. Winkel 1993 Robert D. Benda 1994 John S. Elder 1995 Ronald M. Martinez 1996 Jack E. Sims 1997 Michael H. Ratner 1998 Barry Shames 1999 Win Johnson 2000 Dean Olivieri 2001

Thomas Eckinger 2002 James Healy 2003 Robert D. Benda 2004-2006 K. Eugene Colley 2006-2008 Matthew Schimenti 2008-2012 Art Rectenwald 2012-2014 Mike Wolff 2014-2016 Robert Moore 2016-2017 Brad Bogart 2017-2018 Rick Winkel 2018-2019

About the Retail Contractors Association (RCA) RCA’s mission is to promote professionalism and integrity in retail construction through industry leadership in education, information exchange, and jobsite safety. As part of the RCA membership process, we vet contractors with a thorough review. Qualifications for membership include: • General contractor with significant business operations in retail construction, for a minimum of five years. • Excellent reputation in the industry; at least three retailer references are required. • Properly licensed in all states where the contractor conducts business. • Insured in accordance with industry standards. • Favorable EMR rating. • Able to provide Performance and Material Payment Bonds from an AM Best carrier rated A- or better. • Submission of an AIA 305 qualification statement. These rigorous requirements are reviewed regularly. For more information and the most up-to-date membership list, visit retailcontractors.org – click on Find a Contractor.

MEMBER DIRECTORY • 2020 EDITION

117

2020 Retail Contractors Association Members RCA Members (as of November 30, 2020)

Acme Enterprises, Inc.

Bogart Construction, Inc.

Commercial Contractors, Inc.

Jeff Lomber, President/CEO Roseville, MI 586-771-4800 jlomber@acme-enterprises.com acme-enterprises.com

Brad Bogart, President Irvine, CA 949-453-1400 brad@bogartconstruction.com bogartconstruction.com

Ken R. Sharkey, Vice President Grand Haven, MI 616-842-4540 Ken.r.sharkey@teamcci.net teamcci.net

Atlas Building Group

Buildrite Construction Corp

Commonwealth Building, Inc.

Brad Harris, Vice President, Operations St. Charles, MO 636-724-0000 bharris@abgbuilds.com abgbuilds.com

Bryan Alexander, Owner Kennesaw, GA 770-971-0787 bryan@buildriteconstruction.com buildriteconstruction.com

Chris Fontaine, President Quincy, MA 617-770-0050 cfontaine@combuild.com combuild.com

Beam Team Construction, Inc.

Comet Construction

Construction One, Inc.

Tim Hill, VP, Business Development Alpharetta, GA 770-442-2534 timhill@thebeamteam.com thebeamteam.com

Bernard Danzansky, Manager Boca Raton, FL 561-212-7563 barney@danzansky.com cometconst.com

William Moberger, Principal Columbus, OH 614-235-0057 wmoberger@constructionone.com constructionone.com

Your project deserves the best team in construction:

Remodels  Ground Up  Renovation  Tenant Improvement

118

MEMBER DIRECTORY • 2020 EDITION

BUILDING RETAIL DESTINATIONS

Waterside District, Norfolk, VA

The SoNo Collection Mall, Norwalk, CT

Main Event Entertainment, Columbia, MD

WWW.KBEBUILDING.COM

DESIGN-BUILDER / CONSTRUCTION MANAGER / GENERAL CONTRACTOR FARMINGTON, CT // NORWALK, CT // SCOTTSDALE, AZ // COLUMBIA, MD

MEMBER DIRECTORY • 2020 EDITION

119

2020 Retail Contractors Association Members

120

Corstone Contractors LLC

Desco Professional Builders, Inc.

E.C. Provini Co., Inc.

Mark Tapert, CEO & Owner Snohomish, WA 360-862-8316 Mark@corstonellc.com corstonellc.com

Bob Anderson, President Ellington, CT 860-870-7070 banderson@descopro.com descopro.com

Joseph Lembo, President

David A. Nice Builders, Inc.

Diamond Contractors, Inc.

Brian Bacon, Corporate Relations Director Williamsburg, VA 757-566-3032 bbacon@davidnicebuilders.com davidnicebuilders.com

Lori Perry, President Lee’s Summit, MO 816-650-9200 loriperry@diamondcontractors.com diamondcontractors.com

DeJager Construction, Inc.

DLP Construction Company, Inc.

EDC

Daniel DeJager, President Grand Rapids, MI 616-530-0060 dandj@dejagerci.com dejagerconstruction.com

Dennis Pigg, Jr., President Alpharetta, GA 770-887-3573 dpigg@dlpconstruction.com dlpconstruction.com

Christopher Johnson, President

MEMBER DIRECTORY • 2020 EDITION

Hazlet, NJ 732-739-8884 jlembo@ecprovini.com

Eckinger Construction Company Phil Eckinger, President Canton, OH 330-453-2566 phil@eckinger.com eckinger.com

Midlothian, VA 804-897-0900 cjohnson@edcweb.com edcweb.com

MEMBER DIRECTORY • 2020 EDITION

121

2020 Retail Contractors Association Members ELAN General Contracting Inc.

ESI Construiction

Fortney & Weygandt, Inc.

Adrian Johnson, Founder and President San Diego, CA 619-284-4174 ajohnson@elangc.com elangc.com

Mike Magill, VP of Business Development and Strategic Planning Meridian, ID 208-362-3040 mikemagill@esiconstruction.com esiconstruction.com

Mitch Lapin, President North Olmsted, OH 440-716-4000 Mlapin@fortneyweygandt.com fortneyweygandt.com

Elder-Jones, Inc.

Fi Companies

Justin Elder, President Bloomington, MN 952-345-6069 justin@elderjones.com elderjones.com

Encore Construction, Inc. Joe McCafferty, President Annapolis, MD 443-214-5379 joe@encoreconstruction.net encoreconstruction.net

Kevin Bakalian, Vice President of Operations Old Bridge, NJ 7327278100 kbakalian@ficompanies.com ficompanies.com

Fred Olivieri Construction Company Dean Olivieri, President North Canton, OH 330-494-1007 dean@fredolivieri.com fredolivieri.com

Fiorilli Construction, Inc.

Fulcrum Construction, LLC

Jeff Troxell, Executive Vice President Medina, OH 216-696-5845 jtroxell@fio-con.com fio-con.com

Mike Arasin, President Atlanta, GA 770-612-8005 marasin@fulcrumconstruction.com fulcrumconstruction.com

National General Contractors specializing in Commercial Construction > Established in 1991 > Licensed in all 50 states > Tenant Improvements and Ground Up Construction > Pre Construction & Development Services > Construction Management

WWW.HARDESTYASSOCIATES.COM INFO@HARDESTYASSOCIATES.COM • (949) 723-2230 EXT. 208

122

MEMBER DIRECTORY • 2020 EDITION

www.r e t a i l c o n s t r u c t i o n .com

A General Contractor who knows how to turn your virtuality to reality

T-Mobile Flagship

Retail Rolls-Outs | Tenant Improvements | Big Box | Flagships | Commercial Development

MEMBER DIRECTORY • 2020 EDITION

123

2020 Retail Contractors Association Members GGC National Contractors

Hanna Design Group Inc

Hays Construction Company, Inc.

Anthony Wincko, Vice President Pittsburgh, PA 412-367-5870 anthony@ggc-pgh.com ggc-pgh.com

Jason Mick, President Schaumburg, IL 8477190370 jmick@hannadesigngroup.com hannadesigngroup.com

Roy Hays, President Littleton, CO 303-794-5469 r.hays@haysco.biz haysco.biz

Gray

Hardesty & Associates

Healy Construction Services, Inc.

Scott Hardesty, Vice President Costa Mesa, CA 949-723-2230 scott@hardestyassociates.com hardestyassociates.com

Kathy Healy, President & Founder Crestwood, IL 708-396-0440 khealy@ healyconstructionservices.com healyconstructionservices.com

Robert Moore, President, West Region Anaheim, CA 714-491-1317 ramoore@gray.com gray.com

H.J. Martin and Son, Inc. David Martin, Executive Green Bay, WI 920-494-3461 david@hjmartin.com hjmartin.com

124

Harmon Construction, Inc. William Harmon, CEO/Owner North Vernon, IN 812-346-2048 ardell.mitchell@ harmonconstruction.com harmonconstruction.com

MEMBER DIRECTORY • 2020 EDITION

Immel Construction Paul Martzke, President Green Bay, WI 920-406-0137 paulma@immel-builds.com immelconstruction.com

Based in Greenville, SC

864-233-0061

www.weekesconstruction.com MEMBER DIRECTORY • 2020 EDITION

125

2020 Retail Contractors Association Members International Contractors, Inc.

JG Construction

Lakeview Construction, Inc.

Bruce Bronge, President Elmhurst, IL 630-834-8043 bbronge@iciinc.com iciinc.com

Mike Schmitt, President Chino, CA 909-993-9393 MikeS@JGConstruction.com jgconstruction.com

Kent Moon, President and CEO Pleasant Prairie, WI 262-857-3336 kent@lvconstruction.com lvconstruction.com

JA Carpentry Inc. James Agresta, President Hackensack, NJ 201-498-1477 jim.agresta@jacarpentryinc.com jacarpentryinc.com

JAG Building Group Inc. Matthew Allen, Director of Business Development Cape Coral, FL 239-540-2700 Gerry@JAGbuilding.com JAGbuilding.com

KBE Building Corporation Michael Kolakowski, President & CEO Farmington, CT 860-284-7110 mkolakowski@kbebuilding.com kbebuilding.com

Kerricook Construction, Inc. Ann Smith, Owner Litchfield, OH 440-647-4200 ann@kerricook.com kerricook.com

M. Cary, Inc. Bill Tucker, President Farmingdale, NY 631-501-0024 btucker@mcaryinc.com mcaryinc.com

Management Resource Systems, Inc. Douglas Marion, Vice President/Principal High Point, NC 336.861.1960 dmarion@mrs1977.com mgmtresource.com

INNOVATION HARD WORK INTEGRITY A nationwide full-service general contractor, specializing in retail, restaurant and commercial construction. Design and contracting services all under one roof.

Triad = Trusted General Contractor > Experienced onsite supervision > Responsive communications > Clean presentable construction sites > 100% OSHA compliance > Nationwide warranties 2206 O’ Day Ro a d, Pearland, TX 77581 • 281.485.4700 • TRIADRC.COM

126

MEMBER DIRECTORY • 2020 EDITION

Excellence in General Contracng Services Client-Centered. Service Driven.

Our team truly understands that the quality of the built environment is a reﬂecon of your brand. We take great care to meet your schedule, budget and quality speciﬁcaons – so you can focus on your customers. • • • • • •

Naonwide experience Full range of pre-construcon services Shell and interior construcon Chain-wide rollout & rebranding programs Refresh and remodel programs Retail, specialty healthcare, premium oﬃce environments, hospitality, warehouse/fulﬁllment

951 West 7th Street | Fort Worth, TX 76102 | 817.877.3800 | www.westwoodcontractors.com |………….. Addional oﬃces in Phoenix, AZ and Charleston, SC.

MEMBER DIRECTORY • 2020 EDITION

127

2020 Retail Contractors Association Members Marco Contractors, Inc.

Peinado Construction

PWI Construction, Inc.

Martin Smith, President Warrendale, PA 724-553-3823 marty@marcocontractors.com marcocontractors.com

Ray Catlin, President Frisco, TX 972-972-4020 ray@fapeinado.com fapeinado.com

Jeff Price, President Las Vegas, NV 702-942-8400 meneou@pwiconstruction.com pwiconstruction.com

Market Contractors

Pinnacle Commercial Development, Inc.

R.E. Crawford Construction LLC

Kerry Lobbestael Portland, OR 503-517-6711 Jeffn@marketcontractors.com marketcontractors.com

National Contractors, Inc. Michael Dudley, Vice President Excelsior, MN 952-881-6123 mdudley@ncigc.com ncigc.com

128

Dennis Rome, Vice President Point Pleasant, NJ 732-528-0080 dennis@pinnaclecommercial.us pinnaclecommercial.us

Jeffrey T. Smith, President Sarasota, FL 941-907-0010 jeffs@recrawford.com recrawford.com

Prime Retail Services, Inc.

Rectenwald Brothers Construction, Inc.

Donald Bloom, President & CEO Flower Branch, GA 866-504-3511 dbloom@primeretailservices.com primeretailservices.com

Art Rectenwald, President Cranberry Township, PA 724-772-8282 art@rectenwald.com rectenwald.com

MEMBER DIRECTORY • 2020 EDITION

Established in 1979 Commonwealth Building has a great reputation in the construction industry built on trust and long-lasting relationships Contact: Chris Fontaine President & CEO 617-592-3876

Commonwealth Building, Inc | 265 Willard Street | Quincy MA 02169 | 617-770-0050 | www.combuild.com

BUILD WITH A RETAIL EXPERT. Tri-North is a full service construction management company licensed to do business in all 50 states. Our goal, today and for the past 40 years, is to be a true partner in your success. When you work with our team, you are working with experts in construction who are skilled at safely providing all of the below services while maintaining your schedule and budget. Give us a call and find out what we can do to help you achieve success! OUR SERVICES

» » » »

Program Management Interior Build-Outs Ground-Up Rollouts

» » » »

Design-Build Constructability reviews Space Planning Environmental Graphics

» » » »

Wayfinding Sustainability Consulting Pre-Construction Services Fixturing

Dave Brown, President of Retail Construction dbrown@tri-north.com | 608.204.7227

tri-north.com | 608.271.8717

MEMBER DIRECTORY • 2020 EDITION

129

2020 Retail Contractors Association Members Retail Construction Services, Inc.

Russco, Inc.

Schimenti Construction Company

Stephen Bachman, President Lake Elmo, MN 651-704-9000 sbachman@retailconstruction.com retailconstruction.com

Matthew Pichette, Vice President Fall River, MA 508-674-5280 mattp@russcoinc.com russcoinc.com

Matthew Schimenti, President Ridgefield, CT 914-244-9100 mschimenti@schimenti.com schimenti.com

Retail Contractors of Puerto Rico, Inc.

Sachse Construction and Development Corp.

Shames Construction Company, Ltd.

Sean Pfent, President Ira Township, MI 586-725-4400 spfent@rcofusa.com rcofpr.com

Jeff Katkowsky, VP, Chief Estimator Detroit, MI 313-481-8200 jeff@sachse.net sachseconstruction.com

Rockford Construction Company

Scheiner Commercial Group, Inc.

Tom McGovern, COO Grand Rapids, MI 6162856933 tmcgovern@rockfordconstruction.com rockfordconstruction.com

Kelley Scheiner, CEO Monument, CO 719-487-1600 kelley@scheinercg.com scheinercg.com

Carolyn Shames, President & CEO Livermore, CA 925-606-3000 cshames@SHAMES.com shames.com

Singleton Construction, LLC Denise Doczy-Delong, President-Owner Canal Winchester, OH 740-756-7331 sandy@singletonconstruction.net singletonconstruction.net

A 100% employee owned company providing construction services of the highest quality www.immelconstruction.com 130

MEMBER DIRECTORY • 2020 EDITION

ving I ospitality I Senior Li H I nt ra au st Re I Retail

WHAT CAN F&W BUILD FOR YOU ? FORTNEY & WEYGANDT, INC. #BuildwithFW

www.FortneyWeygandt.com 31269 Bradley Road, North Olmsted, OH 44070 I P: 440.716.4000 I F: 440.716.4010

MEMBER DIRECTORY • 2020 EDITION

131

2020 Retail Contractors Association Members

132

Solex Contracting

Taylor Bros. Construction Co., Inc.

Timberwolff Construction, Inc.

Gerald Allen, President Temecula, CA 951-308-1706 jerry@solexcontracting.com solexcontracting.com

Jeffrey Chandler, Vice President Columbus, IN 812-379-9547 jeff.chandler@tbcci.com tbcci.com

Mike Wolff, President Upland, CA 909-949-0380 mike@timberwolff.com timberwolff.com

Southwestern Services

TDS Construction, Inc.

John Lee, President Fort Worth, TX 817-921-2466 jlee@southwesternservices.com southwesternservices.com

Christina Scherer Bock, Vice President Bradenton, FL 941-795-6100 christi.bock@tdsconstruction.com tdsconstruction.com

Sullivan Construction Company

Thomas Grace Construction, Inc.

Amanda Sullivan, Vice President Fort Lauderdale, FL 954-484-3200 amanda@buildwithsullivan.com buildwithsullivan.com

Don Harvieux, President Stillwater, MN 651-342-1298 don.harvieux@thomas-grace.com thomas-grace.com

MEMBER DIRECTORY • 2020 EDITION

Tom Rectenwald Construction, Inc. Aaron Rectenwald, President Harmony, PA 724-452-8801 arectenwald@trcgc.net tomrectenwald.com

Trainor Commercial Construction, Inc. Brian Trainor, Vice President San Rafael, CA 415-259-0200 brian.trainor@trainorconstruction.com trainorconstruction.com

MEMBER DIRECTORY • 2020 EDITION

133

2020 Retail Contractors Association Members Travisano Construction LLC

Warwick Construction, Inc.

William A. Randolph, Inc.

Triad Retail Construction Inc.

WDS Construction

Winkel Construction, Inc.

Tri-North Builders, Inc.

Weekes Construction, Inc.

Wolverine Building Group

Peter Travisano, President Davie, FL 412-321-1234 pj@travisanoconstruction.com travisanoconstruction.com Jay Dorsey, President Pearland, TX 281-485-4700 j.dorsey@triadrc.com triadrc.com

David Brown, President, Retail Construction Fitchburg, WI 608-204-7227 dbrown@tri-north.com tri-north.com

Vogel Plumbing, Inc.

Brian Hogan, Vice President of Business Development Hillsboro, IL 517-528-8990 bhogan@vogelplumbing.com

134

Walt Watzinger, Vice President Houston, TX 832-448-7000 walt@warwickconstruction.com warwickconstruction.com Ben Westra, President Beaver Dam, WI 920-356-1255 bwestra@wdsconstruction.net wdsconstruction.net Chandler Weekes, President Greenville, SC 864-233-0061 cweekes@weekesconstruction.com weekesconstruction.com

Westwood Contractors, Inc.

Mike McBride, President, Chief Operations Officer Fort Worth, TX 817-877-3800 mikem@westwoodcontractors.com westwoodcontractors.com

MEMBER DIRECTORY • 2020 EDITION

Eric Handley, Chief Operations Officer Gurnee, IL 847-856-0123 eric.handley@warandolph.com warandolph.com Rick Winkel, President Inverness, FL 352-860-0500 rickw@winkel-construction.com winkel-construction.com Mike Houseman, President of North America Division Grand Rapids, MI 616-949-3360 mhouseman@wolvgroup.com wolvgroup.com

Woods Construction, Inc.

John Bodary, President Sterling Heights, MI 586-939-9991 jbodary@woodsconstruction.com woodsconstruction.com

MEMBER DIRECTORY • 2020 EDITION

135

2020 Retail Contractors Association Members 410-573-5050

busdevelopment@encoreconstruction.net

Restaurants

Retail

Office

Ground Up

Facade Renovations

The ONLY RCA General Contractor local to Washington D.C. www.encoreconstruction.net

136

MEMBER DIRECTORY • 2020 EDITION

COOPER’S HAWK WINERY & RESTAURANT TROY, MI

SEEK POSSIBILITIES

MEMBER DIRECTORY • 2020 EDITION

137

2020 Retail Contractors Association Members Harmon Construction, Inc. provides a variety of contracting services including General Contracting, Construction Management, PreConstruction services, and is a Self-Perform trade contractor. Formed in 1955 as a small, family business, three generations have continued the values of quality and excellence from the company origins. Founded and headquartered in Indiana, our work extends to much of the Midwest and beyond, serving the restaurant and entertainment industries. Harmon excels at providing the customer with an intimate project delivery experience complimented with proven complex project knowledge.

Project Types Multi-Site and Re-Imaging Re-Branding Programs Tenant Improvements Emergency Response Construction Corporate Offices

Focus Area

Licensed/License not Req'd Not Licensed

www.harmonconstruction.com

In Progress

Building Projects. Building Trust. Building Partnerships. Licensed in all 50 States, Canada, and Puerto Rico. UNDER ARMOUR

WILLIAMS SONOMA

313. 481. 8200 | SAC HSEC ONST RU C T I ON. C OM GUCCI

138

CUYANA

MEMBER DIRECTORY • 2020 EDITION

CIRCLE NO. 48

PROJECTS

PROJECTS • CCD

Commercial Construction Data

ollowing is a brief report on new commercial construction projects. The information is presented as a service of Commercial Construction Data, a product of Commercial Construction & Renovation. For more information, visit www.cdcnews.com. PROJECT NAME

CITY

PROJECT VALUE

SQ. FT.

CONSTRUCTION TYPE

START DATE

Raising Cane's #552

Davis, CA

$1,000,000.00

3,192

New Construction

Q2 2021

Starbucks - Milliken Ave

Eastvale, CA

$750,000.00

2,490

New Construction

Q2 2021

Costco Wholesale Warehouse

Salem, OR

$18,000,000.00

168,550

New Construction

Q3 2021

AutoZone #3658

Oak Hills, CA

$1,500,000.00

6,500

New Construction

Q3 2021

Pier 70 Phase 1 - Building 2

San Francisco, CA

$50,000,000.00

108,000

New Construction

Q3 2021

Orchard Gardens Expansion

Sunnyvale, CA

$35,000,000.00

114,800

New Construction / Renovation

Q2 2021

Washington Square Extended Stay Hotel

Bellevue, WA

$57,000,000.00

170,700

New Construction

Q2 2021

Home2 Suites and Hampton Inn & Suites Hotel

San Rafael, CA

$45,800,000.00

107,487

New Construction

Q3 2021

Sunnyland Elementary School

Bellinghamn, WA

$23,000,000.00

58,000

New Construction

Q2 2021

Pearl City High School - Classrooms and Support Facilities Renovation

Pearl City, HI

$2,240,000.00

14,063

Renovation

Q2 2021

Riverside County Courthouse

Menifee, CA

$90,000,000.00

89,690

New Construction

Q2 2021

Emergency Operations Center - Clallam County

Port Angeles, WA

$12,000,000.00

15,000

New Construction

Q4 2021

Henry Mayo Newhall Hospital Expansion

Santa Clarita, CA

$120,000,000.00

200,000

New Construction

Q4 2021

Klamath Tribal Health and Family Services

Klamath Falls, OR

$6,300,000.00

40,000

New Construction

Q2 2021

RETAIL/RESTAURANTS/QUICK SERVE:

RETAIL/STORES/MALLS:

RESIDENTIAL/MIXED USE:

HOSPITALITY:

EDUCATION:

MUNICIPAL/COUNTY:

MEDICAL:

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COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

CIRCLE NO. 49

AD INDEX

Advertiser Page Reader Service No.

ADART/Gensis Lighting Solutions

Laticrete

21 11

aim

98 40

Lead Up for Women

AnchorSign

43 21

Metropolitan Ceramics

112

Bogart Construction, Inc.

Mike Levin

CAB Signs

NAC

CDO

63 27

National Terrazzo & Mosaic Assocation

Commerical Construction & Renovation Digital Buyers Guide

Navien

3 2

North American Signs

NPSG Development

105

Permit.com

90 38

Persona

55 24

Philadelphia Sign

Poma Retail Development, Inc

Project Management Consortium (PMC)

Rockerz, Inc

8, CVR4

6, 51

Commerical Construction & Renovation Virtual Summit Construct Connect

74-75

141

Construction One

Controlled Power Company

Cummings

45 22

D/13 Group

Davis Marketing Associates, Inc

Dynamic Air Quality Solutions

Federal Heath

Georgia Printco

113

GGS Partners LLC

Goodwin Commercial

114

Hunter Building Corp

103

Immel Constrcution

46-47

Impact Security

Schimenti Serigraphics

41 20

SloanLED

33 16

SMI Sign Systems, Inc

139

Taylor Bros.

106

The Blue Book Network

Visual EFX Group

111

Indie Signage

Warner Bros

CVR3

Jones Sign

Wolverine Building Group

Lakeview Construction, Inc

ZipWall

142

COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

CV2-1 1

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DECEMBER 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

143

PUBLISHER

PUBLISHER’S PAGE

by David Corson

New Year. New Visions.

hen I wrote my publisher’s column last December, I was very positive heading into 2020. The economy was humming. Unemployment was at an all-time low. Construction was booming. Things were basically positive.

Well, as we say, “adios” to 2020 on many fronts and “hello” to 2021. I am still positive and more determined than ever to persevere and take one day at a time. This past year was a learning experience for all of us. We had to learn to live with a virus we did not know about, change the way we do business, live, play, relax and celebrate, and be flexible as everyday life threw something new to figure out how to survive. Without help and encouragement from many, we probably wouldn’t have made it, so here are some extremely well deserved shout outs to everyone who did battle with us in 2020:

Thank you to my family and dogs who kept me grounded with smiles and tails wagging while the pandemic wreaked havoc to all aspects of our lives. So many daily decisions had to be made without hesitation—letting the chips fall where they did and being flexible to what ensued. Thank you to all the doctors, nurses, first line responders (police, fireman, EMTs), truckers and essentials business like grocery stores and gas stations who helped keep our country from not falling off the cliff when things looked bleak. Thank you to our Armed Forces for protecting us and maintaining peace around the world, and for staying ready to act in a moment’s notice no matter the circumstances. To our company’s staff, who had to change the way we did business overnight—going from six to 12 issues a year to increase our digital footprint), moving to virtual face-to-face events, and learning to perfect new technologies like Zoom and podcasts to connect with clients. To our CPA and attorney, both of whom helped reshape the way we needed to conduct our internal activities with new federal and state guidelines forced upon us. But most of all, thank you to our subscribers, advertisers, sponsors, prospects, and various other vendors and clients who stuck with us even when the chips were down. The sum is always greater than the whole. We are grateful for your vote of confidence. You are all platinum in my book. Thank you for watching our backs in the foxhole as we continue to do battle together against that darn virus. There is light at the end of the tunnel, as vaccines continue to roll out. Hopefully there will be new medicines on the horizon that will make our lives easier. The last nine months have been like a football game—with the second half just kicking off. We have a new game plan—one that is constantly being tweaked to stay competitive and successful. It continues to be all hands on deck—ready to battle until the final horn sounds. I’m confident we will see a “W” on the scoreboard at the end of 2021. It might not be pretty, but there is nothing wrong with winning ugly. A win is a win. It enables you to do battle the next day and learn from your game experiences. So I’m keeping the faith for us all to succeed. Good health and prosperity in the New Year. Crossing your fingers couldn’t hurt either. Cheers!

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COMMERCIAL CONSTRUCTION & RENOVATION — DECEMBER 2020

CIRCLE NO. 50

From SoHo to Rodeo. We’ve expanded to the West Coast Bringing decades of experience building high profile retail and office environments for the world’s largest brands. We’re ready to build for you. Tom Fenton, Business Development Manager (914) 244-9100 x 322 / tfenton@schimenti.com

NE W YORK

LOS ANGELE S CIRCLE NO. 51