56 Raising the bar How HLW transformed Fordham Prep’s gymnasium into a premier training hub
34 Returning the love Inside Fisher House Foundation’s legacy of compassion
64 Out of the blocks How to start next year strong with a successful year-end
68 Wrapped in ‘green’ Inside the renovation of Rusu-
Boys & Girls Club on Chicago’s West Side
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It’s dart night, baby
Iremember the whole experience like it was yesterday. And, to be honest, that’s saying something. It was...a while back, let’s go with that...when I would take one evening out of the month to back up my desk and head for the local pub in Buckhead for dart night. As a member of the communications department for the Metro Atlanta Chamber of Commerce, my days (and most evenings) were filled with meetings and networking events surrounding the city’s attempt to land the 1996 Summer Olympic Games.
I have enough stories to fill a book on the backroom conversations among some of the biggest business and cultural icons in Atlanta’s storied history, including the likes of former Atlanta Mayor Andrew Young, former Delta CEO Ron Allen, former International Olympic Committee President Juan Antonio Samaranch, and the list goes.
But Wednesdays dart night in an English pub where what you did, who you did it with and why, really didn’t matter. It was where you were able to back up the fact that you stepped up to the line, took aim, and took your shot.
Being in this line of work these days, every once in a while a story pops across your screen that brings back memories. Take Flight Club, the social darts entertainment concept that first hit the scene in London nearly a decade ago. It’s coming here. With new locations in Washington, D.C., Philadelphia and one slated for New York City in 2025, Flight Club is helping to take the experiential entertainment space to the next level. Currently, the brand is operating in six U.S. cities, offering everything from darts for up to 12 players, a full bar, and an eclectic menu of eats.
The upcoming Philadelphia location, housed in the original Philadelphia Stock Exchange building, spans 7,000 square feet, architecturally showcasing how historic spaces can be reimagined for modern-day fun. In D.C., Flight Club will boast 8,546 square feet of retail space in Mount Vernon Triangle. There are, to date, 10 U.S. leases signed.
As I recall those nights of darts, beer and wondering how I was going to get through my to-do list for the rest of the week, it harkens back to simpler times. Days where all I needed was my reporter’s notebook (digital recorder what?), photographer’s bag and all the majestic hopes bringing the world to Atlanta.
In a time where experiences often outweigh everything we do, venues like Flight Club prove that combining interactive fun with great hospitality isn’t just a trend—it just might be the future. So, time to get a Bag O’Nuts. Oh, come one, Google it...
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.
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.
CCR EDITORIAL BOARD
ACADEMIA
DR. MARK LEE LEVINE
Professor Burns School/ Daniels College University of Denver
ADA
BRAD GASKINS Principal The McIntosh Group
ARCHITECTS/ENGINEERS
MICHAEL MAGEE
Studio Leader Retail, Store Design Senior Associate Little
FRED MARGULIES Director of Retail Architecture Onyx Creative
STEVEN MCKAY
Managing Principal, Global Design Leader DLR Group
STEVEN R. OLSON, AIA President CESO, Inc.
CONSULTANT
GINA MARIE ROMEO Chief Heart Officer & Principal Consultant, Allied RDI
DEVELOPMENT/PROJECT MANAGEMENT
JIM SHEUCHENKO
President Property Management Advisors LLC
CHRIS VARNEY Principal, Executive Vice President Bureau Veritas
STEPHEN HEKMAN Executive VP Kingsmen Retail Services US
KEN DEMSKE Vice President Jones Lang LaSalle
GENERAL CONTRACTOR
DAVID THOMPSON Vice President TCB Construction Group LLC.
MATT SCHIMENTI President Schimenti Construction
JOHN STALLMAN Marketing Manager Lakeview Construction
JEFFREY D. MAHLER RCA Advisory Board Member
HEALTHCARE
CLINTON “BROOKS” HERMAN Principal Facilities Project Manager, MD Anderson Cancer Center
HOSPITALITY
GARY RALL Vice President of Design and Development Holiday Inn Club Vacations
ROBERT RAUCH Chairman Brick Hospitality
JOE THOMAS Vice President Engineering Loews Hotels
LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality
ANDY BRIGGS, CHA Managing Principal A14 Capital Management
INFORMATION TECHNOLOGY
CRAIG WEBER Director of Business Prime Retail Services, US Prime 3 Retail Canada, Inc.
REAL ESTATE
ROB ADKINS, LEED AP CDP Senior Tenant Coordinator, Retail Peterson Companies
KAY BARRETT
NCIDQ, CDP
Senior Vice President Cushman & Wakefield
PAM GOODWIN Goodwin Advisors, LLC Goodwin Commercial The Pam Goodwin Show
JOHN COOPER Principal Executive Vice President Stormont Hospitality Group LLC
SAMUEL D. BUCKINGHAM, RS AMS CMCA President of Construction Devco Development
RESTAURANTS
RON BIDINOST Vice President of Construction Bubbakoo’s Burritos
DAVID SHOTWELL The Wills Group Sr. Construction Manager
RON VOLSKE Development Director Focus Brands
BOB WITKEN Senior Project Manager Fox Restaurant Concepts
RETAILERS
AARON ANCELLO Facilities Asset Management Public Storage
MEGAN HAGGERTY Founder Legacy Capital Investment
MARIE ANTONETTE G. WAITE Founder and CEO Finest Women in Real Estate
DEDRICK KIRKEM Facilities Manager Alice + Olivia
BOB MEZA Senior Construction Project Manager Target
DAVID D. DILLON Director, Facility Standards Store Planning & Design Development Walgreens Company
LAURA GROSS Retail Facilities Manager American Signature Furniture
KELLY RADFORD VP Retail Construction and Development Ascend Wellness Holdings
VAUN PODLOGAR CEO, Owner, Founder State Permits, Inc.
NO ENTRY NO HARM
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Contact
AroundtheIndustry
RETAIL
Primark
Primark plans to open a 54,000-square-foot, four-story flagship in New York City’s Herald Square in 2026, its first location in Manhattan, as part of the Dublin-based affordable fashion retailer’s plan to open 60 new locations and enter more states, supported by a new distribution center in Florida. Old Navy currently occupies the site, which is near a retail hub that includes Macy’s, Target, Zara, Uniqlo, Urban Outfitters, H&M and American Eagle.
Saks, Authentic Brands
Saks Global and Authentic Brands Group have teamed up to create Authentic Luxury Group, a joint venture focusing on expanding luxury brands like Barneys New York and Judith Leiber Couture through strategic licensing and distribution across fashion, retail and other sectors. The partnership seeks to use Saks’ retail network and Authentic Brands’ extensive portfolio to build a multibillion-dollar platform, open stores internationally and enhance brand categories.
Foot Locker
Foot Locker is focusing on strengthening its relationship with partners including brands and the NBA, and refreshing two-thirds of stores by the end of next year with technology aimed at enhancing the customer experience.
Mango
Mango plans to open a new store in Seattle’s Bellevue Square next year, part of the Spanish fashion retailer’s broader 2024-2026 strategic plan, which includes a $100 million investment to scale operations. The new Seattle store will feature men’s and womenswear and include Mediterranean-inspired interior design elements.
Target Corp.
As it works toward its goal of adding 300 new stores over the next decade, Target Corp. is revealing its nine latest locations set to open in October. Those new stores are located across California, Delaware, Florida, Hawaii, Iowa, New York, North Carolina and Tennessee, and are part of the retailer’s investment in its stores-as-hubs model for both shopping and order fulfillment.
Academy Sports + Outdoors
Academy Sports + Outdoors will continue its robust retail expansion plan with the opening of nine new store locations across eight states this fall. The store openings are in line with Academy’s goal to open between 15 and 17 new stores by the end of fiscal 2024. Thus far this year, Academy has opened three new stores.
Boucheron
Boucheron has opened a store in New York City, its first location in the United States. The 3,900-square-foot boutique is located at 747 Madison Ave. The company has spent the last decade working to establish the brand in Asia but has turned its focus to “deepening its long-standing ties” to the U.S.
Nordstrom
Nordstrom will open a dozen more Rack stores in eight states by year’s end, bringing the total number of new locations opened in 2024 to 23, as part of the retailer’s focus on growing the discount banner’s brick-and-mortar footprint.
Zara
Zara plans to launch its Zara Pre-Owned second-hand clothing marketplace in the US, part of parent company Inditex’s sustainability efforts to allow customers to donate, sell or repair used clothing. Zara also plans to introduce live shopping broadcasts in the US and other major markets to grow customer engagement.
HOSPITALITY
Marriott International
Marriott International is expanding its affordable midscale City Express by Marriott brand into the US and Canada, with signed agreements and potential openings expected to take place within four months. Marriott purchased the City Express portfolio in the Caribbean and Latin America region last year and also has plans for new hotels in that market in countries such as Brazil, Bolivia and Nicaragua.
Hyatt Place / Hyatt House
A five-story, dual-branded Hyatt Place and Hyatt House hotel will be built on Hawaii’s Oahu and will be the first property on Ewa Beach, as well as the first to be located on the island’s new mass transit system. The 204-room hotel will be built by Alaka’i Development, which has received a $135 million construction loan from CBRE’s Capital Markets Debt and Structured Finance team.
Meritage Collection
Construction has begun on a 236-room luxury lifestyle hotel that is coming to downtown Phoenix as part of Pacific Hospitality Group’s Meritage Collection. The hotel, expected to open in 2026, will include a high-end restaurant, rooftop bar and pool deck, luxury spa, fitness center and 23,000 square feet of event and meeting space.
Baccarat Hotel & Residences
The 145-room Baccarat Hotel & Residences Dubai is coming to the UAE in 2026 and will feature a glass facade and lavish chandeliers to reflect the legendary crystal brand. The two-towered ultra-luxury building, developed by Shamal Holding, will also offer a Grand Salon, Baccarat Bar, pool, spa and restaurants.
Kimpton Hotels & Restaurants
The 529-room Kimpton Rockefeller Center will open late next year in New York City and feature two full-service restaurants, a rooftop bar, a fitness center and two meeting and social spaces. The 33-story luxury boutique hotel will be the city’s third hotel from Kimpton Hotels & Restaurants.
Sonesta International Hotels
Real estate developer Almanzar Marte Ingenieros & Arquitectos has signed a franchise agreement with Sonesta International Hotels to bring five hotels in its Sonesta ES Suites extended-stay brand to the Dominican Republic. Sonesta ES Suites Elements Jarabacoa will be the first to open in early 2026, and the other hotels are slated to debut by the end of 2031.
Waldorf Astoria
The 1,049-foot-tall Waldorf Astoria Hotel and Residences Miami now under construction is just one of seven supertall towers that developers are planning in Miami. Joshua Andino explores the reasons behind the burst of high-rise activity in a particular section of the city, as companies and the wealthy flock to South Florida and justify the expense and complexity of building supertalls in a physically challenging location.
Six Senses
Six Senses RiverStone Estate, a 77-room resort and 40 branded residences, will be built near Foxburg, Pennsylvania., with amenities to include a 25-meter pool, fitness center, 16,000-square-foot spa and equestrian center with 36 stalls and an indoor riding area.
Las Vegas Circa Resort & Casino
Las Vegas Circa Resort & Casino plans to add 102 single-king guestrooms and four Sunset Suites starting in late October, with new inventory becoming available every two weeks. The new rooms, which will all include refrigerators and extra electrical outlets, will be located on four floors of the adults-only hotel that were intentionally left as shells until the property decided how to best meet guests’ needs.
RESTAURANTS
Subway
Subway has reached commitments from franchisees for 10,000 international restaurants. Seven of those agreements have been signed this year, including deals that will put Subway shops in Paraguay and Mongolia for the first time. The company also has deals to expand its presence in France, the Czech Republic, Luxembourg, Belgium, Switzerland, Liechtenstein, Brazil, El Salvador and Guatemala.
Cracker Barrel
Cracker Barrel’s $700 million transformation strategy focuses on five pillars: brand refresh, menu upgrades, store remodels, digital sales growth and employee experience enhancement. The efforts are designed to modernize the brand while maintaining its core identity, with investments in pricing strategies, customer loyalty programs and operational efficiencies.
The Sports Bra
The Sports Bra, a trailblazing Portland, Oregon bar dedicated to women’s sports, has created a franchising program to grow the brand nationwide and create more spaces to celebrate women athletes. The bar’s success reflects a broader trend of increased investment and viewership in women’s sports, with significant milestones such as record NCAA women’s game viewership and equal gender representation at the Paris 2024 Olympics.
Chick-fil-A
Chick-fil-A plans to open up to 30 new Michigan units by 2028, creating about 2,500 jobs, with a focus on areas including Lansing/ Jackson, Detroit/Ann Arbor, Benton Harbor and Flint/Saginaw. Since opening the first location in 2015, the chain has grown to 28 units in Michigan. Nationally, Chick-fil-A is continuing its broader expansion strategy after ending last year with almost 3,000 locations.
Noble Chicken
Launching in Cincinnati, Ohio, next year, Noble Chicken is Wings and Rings’ new fast-casual concept designed to meet the rising demand for quick-service chicken options and offer a lower-cost expansion option for franchisees. The new brand will offer chicken-focused dishes and sides with regional American flavors, aiming to capture the fast-growing fast-casual chicken market.
Dutch Bros Coffee
Dutch Bros Coffee is focusing on operational consistency and quality as it aims to quadruple in size to 4,000 units, with its Broista training program and Dutch Love culture continuing as key factors in its success.
Patina Restaurant Group
After decades of focusing on high-profile venues, Patina Restaurant Group is shifting back to standalone eateries with the recent opening of three new venues at Downtown Disney in Anaheim, California with Michelin-starred chef Carlos Gaytán. New Patina President John Kolaski is spearheading the development of an American brasserie in New York, which is set to debut in 2025, and Patina plans to expand that concept internationally.
AroundtheIndustry
Rainbow Cone
After nearly 100 years serving its distinctive five-layer ice cream cones in Chicago, Rainbow Cone is expanding nationwide. The company, which has been owned by Buona Beef since 2018, started franchising two years ago and now has 21 US units with 30 more in the works and plans to grow into new markets in states including Florida, California and Indiana.
Shake Shack
Shake Shack is adopting a new AI-driven labor deployment model to enhance staffing efficiency and improve guest experiences. The model, which considers factors like channel mix and peak times to optimize labor scheduling at each restaurant, is similar to strategies being used by peers like Chipotle Mexican Grill, Sweetgreen and Cava to boost profitability amid economic pressures.
GROCERS
Kroger
Kroger plans to debut two “Asian Experience” supermarkets in the Dallas area next year. The grocer’s plans include converting two Kroger Marketplace locations—one each in Collin and Denton counties—to stock more Asian-centric products and feature new décor, updated signage and a larger selection of multicultural products. This initiative mirrors Kroger’s “Hispanic Experience” concept, which launched at the end of last year.
Amazon Fresh
Amazon Fresh has grown its footprint to 52 stores with today’s opening of a location in Oxford Valley, Pa., and recent store openings in Fontana and Elk Grove, Calif. The chain, which debuted in 2020, has also been updating stores, and the investments are yielding higher sales and customer satisfaction, the company reports.
Aldi
Aldi is renovating and expanding its U.S. headquarters in Batavia, Illinois. The work entails refurbishing the interiors of three existing office buildings on the 60-acre campus to provide a “more open concept design.” A fourth building will be designed and built, bringing the total office square footage on the campus to approximately 250,000 square feet.
Sprouts Farmers Market
Sprouts Farmers Market plans to enter its 24th state with the opening of a store in Cheyenne, Wyoming. The grocer’s first Wyoming storefront is part of the specialty grocer’s ambitious growth plans. Sprouts to open 33 new stores in 2024.
SpartanNash
SpartanNash has agreed to acquire Michigan convenience store operator Markham Enterprises. The transaction includes Markham’s three c-stores and its fuel distribution business. SpartanNash’s pending purchase of Markham continues the grocer’s efforts to expand its retail operations through acquisitions of small and regional players.
7-Eleven
7-Eleven is planning to open more than 600 large-format, food-focused convenience stores in North America by the end of 2027. These locations will showcase a new prototype the company internally calls its New Standard stores. They are “more contemporary facilities” that offer “a larger product assortment and expanded food and beverage offerings” compared to the rest of its stores.
They said it...
“We want to protect the legacy, protect our product, protect our brand … while not discarding any possibilities that do not conflict with that going forward.”
— Whataburger Chief Administrative Officer Alex Ivannikov on the fast casual chain’s commitment to expanding its legacy to new markets
“One of the things that we are continuing to focus on when it comes to KPOT is really making sure that we are marketing in a way that everybody can understand.”
— Maggie Farrell, Marketing head at parent Vertex Hospitality Group, on KPOT Korean BBQ & Hot Pot’s marketing strategy, which includes educating new markets about the cuisine through digital engagement and on-site demonstrations
“[Foot Locker’s] consumer over indexes on basketball. Our customers are more likely to play basketball and more likely to be inspired by the fashion of basketball. That’s why it’s important for us to have this deeper connectivity into basketball partnerships.”
— Kim Waldmann, Foot Locker’s Global Chief Customer Officer, on the retailer’s expansion of its National Basketball Association (NBA) focus with the Chicago Bulls
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Target Diversity
Wyndham's Accelerator Circle expands hospitality opportunities
Thanks to a new program by Wyndham Hotels & Resorts, there will be more opportunities for female and Black hoteliers. The Accelerator Circle will offer quarterly virtual meetups for franchisees in the Women Own the Room and Black Owners and Lodging Developers (BOLD) programs to get expert advice on topics such as hotel renovations, development and securing financing.
Program sessions will focus on topics that come directly from franchisees, including securing financing, hotel renovations, development and operations, among others. They will be led by industry professionals—spanning Wyndham team members, industry experts and owner peers—facilitating strategic, peer-to-peer discussions and providing insights focused on the real-time concerns owners face today. Together, BOLD and Women Own the Room have resulted in more than 90 hotel deals with Black and women hoteliers with more than 20 hotels that are now open.
The numbers game
25
The percentage of food waste that Marriott Hotels reduced via artificial intelligence (AI) within a six-month period. The 53-hotel pilot AI project was supplied by Winnow, which helped Marriott make immediate adjustments in the kitchen.
1.5
The amount, in trillions, that the global travel booking hit in 2023, according to a Phocuswright report. The US was the top market with $476 billion in bookings, followed by China, with major growth also seen in other parts of the world such as Spain, the United Arab Emirates and Brazil.
2.3
The amount, in millions, that the Rosendin Foundation awarded in grant distributions to 116 nonprofits. The record-breaking amount is nearly quadruple last year’s distribution of $640k to 73 nonprofits, representing a significant increase in The Rosendin Foundation’s commitment to supporting local nonprofit organizations that focus on emotional, nutritional, and occupational health.
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On the road again...
Survey dishes on top spots for business trips in 2025
QUICK: Name a city you want to take a business trip to. In 2025, New York City tops the list as North America's No. 1 business destination. The report identified the leading business travel destinations for meetings and events worldwide, taking into consideration venue preferences and emerging trends across North America, Europe, the Middle East and Africa, Latin America (LATAM) and Asia-Pacific.
The 2025 Forecast reveals significant changes in the rankings of top cities for corporate gatherings, driven by factors such as accessibility, venue affordability and new developments in key destinations.
Here's a look at the list:
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CONSTRUCTION MANAGEMENT SOFTWARE
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The IoT Crazy Train
The Internet of Things is taking over everything
The IoT Crazy Train
The Internet of Things is taking over everything
By Jon Armour
If you are like me, your home is riddled with smart devices that communicate with each other and maybe a master control app on your phone. Or maybe it communicates with an Alexa device or another name brand SmartHome system via your private network. Extending this control to the web, where you can access your lighting system at your home in Texas via the app from Tokyo, may scare the hell out of your wife and family.
Yes, I’ve done that. Not from Tokyo, but from down the street or in another city. I’ve turned on lights and dimmed others, started appliances and even talked through the intercom system in a low voice, “I know what you did last summer.” Yeah, that’s fun, until your wife calls and says, “Cut it out, you’re scaring me,” crying and promising vengeance when you get home.
All of these points of control are called Internet of Things (IoT) devices. These are everything connected to your private internet. Things you can control remotely via the web.
At home, these can be smart switches, outlets, appliances, swimming pool fountains, curtains and just about anything with a manually operated apparatus can be fitted with smart devices that can control them from afar. It has been a long time since the days of my dad’s remote control. Jonny, go turn the TV on; Jonny, go open the drapes; Jonny go get me a beer.
Well, they’re still working on that last one. That’s the only thing I do not currently have, one of those space age robots that can get me a beer from the fridge. I still
sometimes ask my lovely wife or a nearby child to grab a beer from the fridge on their way back. But I’m sure technology is in the making. I need to talk to Elon about that.
Home automation has been around for a minute, but not everyone subscribes to this technology. It is frustrating at times. When it storms, my switches lose their connection and to restore them requires reprogramming every single @!#@%&* switch in my house. That’s about 30 different switches I need to visit to restore the connections.
As home automation becomes more reliable with advanced equipment and higher price-point devices, the frequency of resetting them is less and less. I am “middle of the road” in the available technology, and I often just get up and walk over to the device to turn it on and off. That might sound “old school.” It might be a sign of frustration over technology or I’m just getting older.
With better technology being deployed in commercial applications, we are seeing leaps and bounds in building automation capabilities. While we have had LAN building automation technology for 50 years or more, it is only now integrating with AI and
the internet to leverage building climate environments, predict envelope patterns, and seamlessly and simultaneously control HVAC, lighting, water features, speaker and intercom systems and occupant experiences in a small format operations console, like an IPAD.
In industrial applications, devices usually are localized to an onsite private network, but data may be transmitted off-site
or even off-shore to third party management services or data aggregation experts.
Many industrial applications employ the use of thousands if not in some cases tens of thousands of sensors that report data such as temperature, managing extreme heat or cold instances, or counting revolutions of a rotor, speed, vibration monitoring, frequency, noise, water infiltration, intermixing of substances,
and myriad other machine operation and environmental logistics.
These data points are all brought to a processor and filtered through custom built monitors that display the data in a familiar format. Basically, imagine your kid building out one of those cartoon type cities or other computer environments that depict different communities or other situations.
Building out these screens to display different types of data is the same as that type of program. A computer specialist builds parts of the screen to display temperature, so he puts a thermometer or other depiction of a temperature sensor, either digital or analog.
Think of the dashboard on your car, it has these same sensor gauges that monitor
the same types of parameters such as, heat, cold, engine performance, etc. Programmers customize screens to meet their clients needs. They can do everything from making it look like a cartoon interface to a more professional looking avionics interface with cool looking 3D graphics. The “world is their oyster” as they say.
Not only has IoT revolutionized the industrial sector and home automation, but it has crept into entertainment and media at an amazing pace to include things like the Sphere in Las Vegas, and in advertising and consumer data, shaping customer experiences. The Sphere, as mentioned above is a technological marvel of automation, programming and basically IoT technology.
The technology is capable of 500,000 Gigabytes of data and utilizes 160,000 speakers, a jaw dropping display of LED lights, inside and out, and delivers an entertainment experience unparalleled in the industry. Oh yeah, now that there is a precedent. We will see bigger and better in the coming years. And all of them will rely on thousands of sensors, and data processors that transmit data across LANs and the internet, capturing AI and the vast knowledge of the cumulative world of experience to make things better and more efficient.
Oh, the potential
Enough about what IoT can do, has done, and where it is currently used, IoT has great potential for delivering personal content, gathering personal data such as age, location, interest and behavior. Your home television is a point of IoT for a vast industry of marketing that is shared through media groups and network services. (I opt out, and you can do that too.) Through information gathering, marketers can tailor content to users and pinpoint pockets of interests for products, programs and services.
IoT can gather and transmit or “push” information to mobile devices at sporting events, grocery stores, retail markets, airports and other public places. Have you
been to the local market and received a coupon on your phone for 10% off eggplants? They’re watching you. No, really, they are not literally watching you, but they have your IP. They are trying to sell you something. If they show up at your home later with a truck load of eggplant, well, I would worry.
As soon as you walk through the door, they have your mobile device IP and are targeting it for promotional products, specials, free gifts, and store holiday events. Wine specials, and Christmas carolling show up on your phone, always with an option to “Opt out.”
But the government is less interested in your activity with eggplants as they are with duct tape, rope and shovels.
So, don’t worry, you should take advantage of the percentage off.
recognition to whisk you through the line at the security checkpoint at most US airports. The company, Alclear, is an american technology company that owns and administers the Clear kiosk at major airports. I’m not against this technology for good, and it does improve security and efficiency whereby thousands of people need to be screened in short order. But it could get out of control and be utilized for nefarious purposes. I’m not worried about that, but there are a lot of people who are.
Privacy concerns are at the top of the list for the utilization of technologies like this. But lawyers have figured this out. You must consent to the use of this technology or not attend the event. Yes, it seems inconsiderate, but unless you are a hardened criminal, or someone trying
Bottom line, IoT technology, albeit sometimes frustrating, improves lives, creates efficiencies, speeds processes, enhances lifestyles and will ultimately be in just about every part of our lives.
The future includes almost everything IoT. RFID tags, biometrics, high resolution cameras, proximity based messages will create customer and visitor driven experiences that will enhance sporting events, movie and theme park experiences and provide better control of marketing to consumers and their interest.
I don’t like to talk a lot about facial recognition technology, because of the way the chinese have utilized it to control populations of people in a merit driven society. But it is evident that facial recognition is here to stay and develop in America. Clearly, the same technology being utilized at airports across the country to validate passengers in the airport system for travel is one such technology that uses facial
to subvert the law, what do you have to worry about?
Bottom line, IoT technology, albeit sometimes frustrating, improves lives, creates efficiencies, speeds processes, enhances lifestyles and will ultimately be in just about every part of our lives. Do we embrace it? Or try to hide from it with fear and loathing over privacy, government oversight or other global watchdog concerns? I’m not worried.
I don’t think any of this will impact my life other than make it better. If it comes to global monitoring of citizens or control over what I buy and sell, then I’ve clearly made the wrong choices in life about my relationships with a creator. Something to think about.
Jon Armour is a contributing editor/author to the line of design and construction publications and has 35 years of combined experience across the construction, real estate and IT Infrastructure industry. He is certified Project Management Professional (PMP), Certified Construction Manager, IT Program Manager, and a published author of a popular Western Genre fiction novel. He lives in Magnolia, Texas.
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While construction and technical skills are your primary focus, ConstructEDU Student Insider (CEDU) is designed to supplement your education by providing content that dives into the business of the commercial construction and renovation industry. The bi-monthly newsletter covers areas such as emerging technologies, regulatory issues and other factors shaping the diverse industry’s future. CEDU also features insights and profiles from industry thought leaders on the trends and challenges affecting the marketplace.
Delivered at no charge, we not only encourage you to make CEDU a part of your educational consumption, but also to share it with your peers.
4,000+ Arizona students explore construction careers at Rosendin exhibit Rosendin teamed with 80 construction-related companies to introduce more than 4,000 students from 120 schools across Arizona to potential construction career paths. Industry professionals showcased new technologies and tools in November in Phoenix at the “2024 AZ Construction Career Days (AZCCD),” presented by the Association for Construction Career Development.
West-MEC breaks ground on $13.5 million expansion Western Maricopa Education Center (West-MEC), a career technical education school district (CTED) serving students in the West Valley, recently broke ground on a $13.5 million expansion of its Northeast Campus, located at 1617 W. Williams Dr. in Phoenix. The expansion will add two new training facilities, update equipment and create more space to serve additional students.
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Introducing the Angi Pro Council and scholarship program
As Angi continues to evolve alongside the growing trade industry, we remain committed to supporting and empowering our pros. At the heart of this effort is its ongoing dedication to listening, learning, and providing tangible support through key initiatives such as our latest Angi Pro Council and scholarship programs.
Read More HERE
Engineering, public works leaders tackling workforce shortage
The formation of the Engineering Workforce Consortium follows a landmark workforce summit convened by the American Council of Engineering Companies, the American Public Works Association, and the American Society of Civil Engineers. The committee is committed to helping tackle the industry’s workforce shortage. Read
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No recession for construction
Why apprenticeships are the key to industry's recovery
TBy Matt DiBara
he construction industry continues to defy broader economic trends, showcasing resilience even in times of uncertainty. With a 41% YOY increase in job openings and steady demand for both residential and infrastructure projects, many are beginning to question whether construction might actually be recession-proof in an environment where a recession is looking highly likely.
So, where is the industry heading and what do the trends say? Let’s look at the current situation and the latest figures:
Mortgage Rates are Falling, Driving Housing Demand
Average mortgage rates in the U.S. have dropped to approximately 5.7%, a notable decrease from the peak of over 7% in 2023. This reduction has made home financing more accessible, encouraging both first-time buyers and existing homeowners to invest in new homes or remodel existing properties.
Increased housing affordability has directly impacted the construction industry, as more people are looking to build or purchase homes. Nationwide construction of single-family homes is expected to grow by 4.7% this year, followed by an additional 4.2% increase in 2025, bringing the total to approximately 1.3 million units.
Similarly, the multifamily housing sector is seeing a surge in new construction projects. In 2023, more than 500,000 apartment units were finished, marking a significant rise compared to the prior year. Looking ahead to 2024, around 736,000 multifamily rental units are projected to be completed.
Since there’s demand, we can expect this surge to continue in the future. When interest rates are low, borrowing becomes more affordable, which encourages more people to take out mortgages and buy homes. As a result, demand for homes increases because more individuals can now afford to purchase property.
In addition to boosting home purchases, low interest rates often lead to higher home prices in the future due to increased demand. As more buyers enter the market, the limited housing supply pushes prices higher. This anticipation of rising prices encourages many people to act quickly, purchasing homes before they become more expensive. This heightened demand also benefits the construction
industry, as builders ramp up efforts to meet the current and expected demand for homes, taking advantage of the favorable borrowing environment.
Renovations and Remodeling Surge
In addition to new construction, there has been a significant uptick in home renovations and remodeling projects. With
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mortgage rates falling, many homeowners are choosing to stay in their current homes and invest in upgrades.
Popular projects include energy-efficient retrofitting, kitchen remodels, and the addition of home offices, as remote and hybrid work remain prevalent post-pandemic.
The Joint Center for Housing Studies at Harvard University reports that renovation spending in the U.S. is projected to exceed $500 billion by the end of 2024, marking a 12% increase from the previous year.
average of $30.71 per hour, reflecting a 4% rise from $29.52 the previous year. Their pay was 14.1% higher than the $26.91 per hour average in manufacturing, 8.9% above the $28.19 per hour in transportation and warehousing, but still 12% lower than the $34.91 hourly wage seen in mining and logging.
2 Recruiting Through Apprenticeship Programs – Apprenticeship programs have become a critical solution for
Based on current estimates, it seems construction will continue to flourish in the future, even if the market continues to face challenges.
But Not Without Challenges –A Skilled Labor Shortage
While the demand for construction workers is high, the industry is grappling with a labor shortage. The construction industry is projected to need 723,000 new workers each year to keep up with demand, highlighting the growing workforce gap in this vital sector.
From 2024 to 2026, this translates into a need for an additional 2.17 million net hires, adjusted for workforce turnover and growth. This shortage has created opportunities for those seeking employment, with wages rising in many regions to attract talent.
How Contractors Are Filling Jobs: Strategies and Innovations
1 Offering Higher Wages and Incentives – To attract workers, many contractors have had to increase wages and offer additional benefits. Wages for construction workers have risen faster than the national average across other industries. In November 2023, residential construction workers earned an
filling labor gaps. These programs offer on-the-job training for workers with little to no experience, allowing contractors to grow their workforce while addressing the skill gap. In response to the labor shortage, the government has increased funding for apprenticeships in 2024.
3 Leveraging Technology and Automation – To compensate for the lack of labor, many contractors are investing in technology and automation to increase efficiency on job sites. Construction companies are increasingly using drones for site surveys, 3D printing for prefabricated parts, and robotics to handle repetitive tasks like bricklaying or painting. While these technologies do not fully replace the need for skilled workers, they help reduce labor dependency in some areas.
4 Attracting a
More Diverse
Workforce – To broaden their talent pool, many contractors are focusing on diversity and inclusion initiatives to attract underrepresented groups in the industry, including women, minorities, and veterans. In 2024, the National Association of Women
in Construction (NAWIC) reported that women now make up 14% of the construction workforce, a significant increase from 10% in 2020. Similarly, companies are also hiring foreign workers.
5 Flexible Work Schedules and Remote Project Management –
Another approach contractors are using to attract talent is offering more flexible work schedules and remote project management roles. Thanks to the rise of project management software and mobile technology, many aspects of construction management can now be handled remotely, reducing the need for managers to be on-site daily.
Despite the various strategies being implemented, the labor shortage in construction remains a significant challenge. The need for skilled workers continues to outpace supply, and while higher wages and training programs have alleviated some pressure, more long-term solutions are required.
There May Be Some Challenges
Based on current estimates, it seems construction will continue to flourish in the future, even if the market continues to face challenges. But a recession may have an impact on construction.
According to previous data, construction output tends to decline before the overall economy enters a recession. It typically decreases more sharply than GDP but rebounds more quickly and significantly during recovery, helping the economy recover.
For example, throughout the Great Recession, which lasted from December 2007 to June 2009, the U.S. construction sector experienced significant losses, with close to 2.5 million workers being laid off and around 150,000 construction companies shutting down. But, it quickly recovered.
If there’s a recession, things may slow down but construction is expected to continue to be a major pillar of the economy and one of the least affected. CCR
Matt DiBara is the founder of the Contractors Consultants.
Returning the love
Inside Fisher House Foundation’s legacy of compassion
Interview by Michael J. Pallerino
One phone call. That’s all it took to transform how America cares for its military families during their most vulnerable moments. In 1986, a simple observation by Pauline Trost—watching a family arrive at the National Naval Medical Center with luggage in hand and uncertainty in their eyes—sparked a revolution of compassion. Where would they stay? How would they manage the emotional and financial weight of supporting a loved one through a medical crisis?
The answer would come from an unlikely hero. Zachary Fisher. A builder by trade, Fisher recognized the challenge and responded.
Having been injured in a construction accident as a young man, Fisher was unable to serve during WWII. His patriotism and great respect for the military fostered a desire to ensure the men and women in uniform received all that they were due for the sacrifices they made. When he learned of the need identified by Trost, he knew he had found a way to give back.
Brick by brick, Fisher constructed more than buildings; he created sanctuaries of hope.
With a donation to the National Naval Medical Center in Bethesda, Maryland and a vision larger than himself, the first Fisher House opened in 1991. Eight guest suites became a beacon of support. Today, that single spark has grown into nearly 100 Fisher Houses across the US and Europe.
We sat down with Michelle Horn, VP of Communications, to get an inside peek of the foundation and how it works.
How does the program work?
Fisher House Foundation works with the VA or Department of Defense to identify where houses are needed. The VA or DoD then gives the Foundation land to build the house. Often the local communities are very involved in fundraising to build the Fisher House. We work with our own architect, contractors, designers and suppliers to build the very best house we can and then, after it is fully furnished with everything families could need, we gift it back to the VA or Department of Defense for management and maintenance.
How do veteran families qualify?
Veterans and service members who are receiving care at a military or VA hospital generally qualify if their residence is more than 50 miles from the medical center where they are receiving care. For specific information on whether families are eligible, they should contact the Fisher House closest to the hospital where they are receiving care.
What sets a Fisher House apart from other housing options for families of hospitalized military and veterans?
Fisher Houses are a home away from home offered at no cost for as long as the veteran, service member, or qualified dependent is receiving care. These homes are designed to have everything a family would need during extended time away from home whether that time was planned or unplanned.
We want our military service members, veterans, and their families to know that we are grateful for all they have given to our country and that they deserve the very
best. Our goal is to ensure they can focus on recovery rather than the expensive burdens of a hotel stay. We know that a family’s love is good medicine and that families can heal faster if they are together.
What’s
the story behind the construction of the homes?
Fisher Houses were originally designed to accommodate families looking after active-duty service members who were receiving care. As the network expanded, our founder learned that the VA also needed a resource that could help our veterans, so we began building at VA hospitals. In fact, we now have more VA Fisher Houses than houses supporting the Department of Defense. After 9/11, the nature of care shifted.
We now had combat veterans returning with injuries that would require long-term hospital stays for injuries including paralysis, amputations, and burns. As families and their service members began staying in the houses, we began adding features such as elevators, wheelchair friendly floors, and wider doorways. Today,
all our newer houses are fully accessible so that both our service members and our veterans have all the comforts they need to feel at home.
What role do design and construction play in creating a warm, home-like environment for families?
We try to consider every detail when designing our houses to make the families’ stays as comfortable as possible. From relaxing patios to an expansive kitchen where families gather and share their stories, give advice or sometimes just enjoy a cup of coffee to the cozy living room and comfortable private suites, we focus on giving families what they need to rest and recharge so they can be there for their loved ones.
Our designers focus on convenience and comfort while our interior designer adds all the special touches including acknowledgement of the local culture and community. When you walk through the doors of a Fisher House, families feel like they have entered a very special home away from home.
What are some of the biggest things these families are looking for when they come to the foundation?
Families who stay at Fisher Houses are there for so many reasons. Sometimes, it’s a simple checkup but they live five hours away and couldn’t make the trip and back in one day, other times they are in the most important battle of their lives fighting cancer or another illness, and still others are there to be there with their mom or dad, brother or sister or best friend during their final moments.
We even have many active-duty parents who are there with premature babies who are in the hospital until they are strong enough to come home or military spouses who are fighting their own ailments. The common bond is that for every Fisher House family, they are seeking a safe place to rest so that they can be there for their loved one.
And while what they are looking for is a place to lay their head for the night, what they find is a community of fellow military and veteran families that can relate, share advice and understand what they are going through.
Fisher Houses provide peace for military and veteran families during the most challenging times so that they can focus on healing. We bring the community together to give these families the respect they deserve.
Walk us through the design strategy.
Fisher Houses are designed with private suites so that families can relax and common areas so that families can form communities.
The living room, dining room, outdoor spaces, large kitchens, and family room give families the opportunity to lean on one another and give volunteers and community members a space to provide additional services.
Our kitchens are double-sized with two stoves, microwaves, sinks, etc. and very large central islands where families gather and make meals, prepare for the day, and sometimes share late night stories. We want families to have all the spaces they need for
privacy and peace, while building a community of strength. All the while we want to have an underlying message of gratitude for these families that have given so much.
How does the foundation ensure the sustainability and maintenance of each Fisher House?
We use quality materials, energy efficient appliances and lighting, and follow the federal, state, and local sustainability standards. We also focus on accessibility and safety and to make sure that our families can rest assured that they are in a safe space both physically and mentally.
What are the future expansion plans regarding new facilities?
In 2025, we will open our 100th Fisher House in North Chicago and we are thrilled to reach this milestone, but while we will celebrate this number and other numbers like serving 500,000 families and saving them more than $610 million over the last 35 years, we will roll up our sleeves and get right back to work.
Our 101st house is already under construction in Little Rock, Arkansas and we have more than 20 houses on our identified needs list. Our mission is to keep building Fisher Houses wherever they are needed.
What impact have Fisher Houses had on the families they serve? Can you share a success story?
I have the joy of talking to families every day and hearing how important Fisher House has been for them. From parents who have been able to hold their premature newborns until they are strong enough to come home, to amputees that found the strength to find a new normal, to veterans that have sought medical treatment only because their loved ones could be with them.
It is hard to identify one, but last year, I met a mom of a sailor who had actually drowned during a training accident. She flew from South Carolina to Washington State with nothing so she could be there for her son and was sleeping in his hospital room until she learned about Fisher House. She was with him through his recovery, and she told me how the Fisher House allowed her family to find peace, grow and heal. Now, her son is doing well and while
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he is no longer in the military, he is serving as a police officer in their hometown.
What were some of the main things the foundation wants to accomplish?
We want to honor our greatest national treasure, our service members, veterans, and their families. Our biggest goal is to make sure that families have a safe and comfortable place to stay while their loved ones receive the care they need and that they don’t have to deal with the burden of expensive lodging costs during this time.
How can individuals and businesses in the construction and renovation industry get involved in supporting the Fisher House Foundation?
There are three great ways to help military families through the Fisher House Foundation.
Time, Treasure, and Talent. Local houses are always looking for individuals and groups to volunteer. We welcome donations, of course. And, there are a variety of ways to fundraise. Our website is fisherhouse.org where we have information on how to get involved and, more importantly, how we can help those in need. We ask anyone to spread the word so that military and veteran families know this resource is here for them.
Tell us a little about the Hero Miles program.
Both our Hero Miles and Hotels for Heroes programs use donated loyalty points to provide flights to families so they can be by their loved ones’ sides or hotels when Fisher Houses are not available. Currently, Delta Air Lines, United Airlines, Wyndham Hotels and Marriott Hotels are matching. We are grateful to our partners who help enable us to support families during challenging times.
Sitting down with… Fisher House Foundation’s Michelle Horn
Describe a typical day. I travel quite often to Fisher Houses around the country so that I can capture their stories. My very talented team of communications specialists build our different ways of telling these stories because no one can really explain what a Fisher House is and means better than our guests. Most days I hear back from families just checking in or saying hi. When I am not traveling, I love walking my two terriers, spending time with my husband, hiking, volunteering, and enjoying our local area in Northern Virginia.
What’s the biggest thing on your to-do list right now?
Preparing for our 100th Fisher House.
We are so excited to open this new house in North Chicago and are doing several things to commemorate the event. Our communications team has quite a few tasks on our list to celebrate this milestone.
What was the best advice you ever received?
My dad once told me to just stick with an activity and see it through. I think that advice has kept me focused through college, through my 21 years in the Army and now with every project I do for Fisher House. Whenever I start to feel like something is too big, I remember that if I stick with it and don’t quit, I will be proud of the results.
Tell us what makes the Fisher House Foundation so special?
Fisher Houses provide peace for military and veteran families during the most challenging times so that they can focus on healing. We bring the community together to give these families the respect they deserve. For nearly 35 years we have supported our greatest national treasure, our service members, veterans and their loved ones.
We do this with funds entrusted to us from the American people, so we do our very best to be good stewards of these generous donations. For 21 years, Fisher House Foundation has received Four Stars from Charity Navigator and we consistently have an A+ rating from Charity Watch. We put as much money as possible right back into our programs directly supporting service members, veterans and their families. CCR
What’s the best thing a client ever said to you?
I don’t think I have ever met a family that hasn’t said, “I couldn’t have been here for my loved one without Fisher House. There is no way I could have afforded it.” Knowing that we are directly impacting up to 1,400 families on any given night and letting them heal together means everything to me.
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How HLW transformed Fordham Prep’s gymnasium into a premier training hub
High schools in the Northeast are known for their competitive spirit and strong emphasis on sports. Often, they’ll go to great lengths to ensure their athletic facilities reflect their commitment to excellence, providing students with environments that are not only functional but also inspiring.
Fordham Prep is no exception. With a robust intramural and competitive sports program, the school recognized the need to upgrade its gymnasium to meet the demands of its students and maintain its reputation as a leading institution.
The Fordham Prep gymnasium renovation aimed to transform a 7,200-square-foot, below-grade facility into a modern, 9,600-square-foot space that could better serve the school’s needs. The project faced several challenges, including the gym’s lack of natural light and inadequate storage.
The primary goal of the renovation was to maximize the limited space and create a gym that appealed to the sophisticated tastes of the urban student body. HLW, a global architecture, design and planning firm, tackled the challenge of the gym’s below-grade location by introducing
Students particularly appreciate the modern and sophisticated design, which makes the gym feel more mature than a traditional school facility.
a 2,400-square-foot mezzanine. This innovative solution doubled the floor area dedicated to weight training while adhering to building code restrictions, effectively utilizing the gym’s double-height space.
The crisp, contemporary aesthetic was inspired by high-end fitness facilities like Equinox, with sleek finishes and black accents. This sophisticated look has resonated well with students, who now enjoy a space that feels more like a luxury lifestyle club than a traditional school gym.
The renovation has been well-received by the school community, significantly enhancing the student experience and reflecting Fordham Prep’s commitment to providing top-tier facilities. Through this project, Fordham Prep continues to position itself as a leader in both academics and athletics, showcasing its dedication to fostering a well-rounded and dynamic environment for its students. Edward Stand, AIA, Principal, Education Sector Lead at HLW, and Larry Peifer, Associate, Senior Designer at HLW, share more on the renovation efforts.
What was Fordham Prep’s intramural gym like before the renovation? What was it used for?
Before the renovation, Fordham Prep’s intramural gym was smaller and lacked natural light, making the space feel dark and cavernous while creating an uninviting atmosphere for students. The absence of adequate storage further compounded the issue, resulting in clutter from equipment such as mats and medicine balls scattered throughout the gym.
Despite these limitations, the gym was used extensively for the school’s robust intramural and competitive sports programs. However, it was clear that the facility needed to be updated to meet today’s standards and better serve the students’ needs.
The gym’s transformation reflects Fordham Prep’s competitive spirit and
commitment to providing top-tier facilities, even within the constraints of a landlocked campus. This renovation is part of a broader effort to enhance the school’s infrastructure, positioning Fordham Prep as a leading institution in both academics and athletics. The updated gym now provides a modern, well-lit, and organized space that significantly enhances the student experience and supports the school’s mission of excellence.
How did you work within the existing, limited footprint to improve the gym’s functionality?
To improve the gym’s functionality within the existing, limited footprint, we introduced a 2,400-square-foot mezzanine to increase the amount of usable space without expanding the gym’s overall footprint, aka Floor Area Ratio. This addition doubled the
floor area dedicated to weight training and allowed us to make the most of the gym’s double-height space.
The mezzanine was designed to fit within the one-third footprint limit set by building codes, ensuring compliance while maximizing space utilization. By elevating a portion of the gym’s activities, we created a multi-level environment with greater functionality and opportunities for additional use cases.
What other design strategies
did HLW employ?
One of the key design strategies was the introduction of a sophisticated “Equinox aesthetic.” This approach allowed us to create a gym environment that reflected the sleek, high-end look of luxury fitness clubs. By incorporating crisp, contemporary finishes
and black accents, we successfully created a space that exudes an air of maturity and sophistication, resonating with the urban and discerning tastes of the student body and their families.
In addition to the aesthetic enhancements, our team addressed the gym’s chronic storage issues by integrating smart equipment storage solutions. Concealed storage units were built between the structural column bays, allowing for efficient organization of loose equipment like mats and medicine balls. These units projected from the wall but remained flush with the columns, maintaining the gym’s clean and uncluttered appearance. This innovative storage solution not only maximized space but also contributed to the overall sleek design.
Where in the school is this space located? Was there any concern about the renovation’s impact on other student activities?
The renovated gymnasium at Fordham Prep is located below grade, beneath
With a robust intramural and competitive sports program, the school recognized the need to upgrade its gymnasium to meet the demands of its students and maintain its reputation as a leading institution.
the school’s auditorium. This placement within the school posed unique challenges and concerns, particularly regarding the renovation’s impact on other student activities.
One major concern was the potential for noise transfer between the gym and the auditorium above it. To address this, we integrated acoustic dampening measures into the design. Utilizing absorptive yet resilient materials to minimize sound transmission, this tactic ensured that activities in the gym did not disrupt events or performances in the auditorium. Our strategic focus on acoustics allowed the school to
maintain the functionality and comfort of both spaces simultaneously.
What has the response been from students (or parents and teachers) since the renovation?
The response from students, parents and teachers to the renovation of Fordham Prep’s gymnasium has been overwhelmingly positive. Students particularly appreciate the modern and sophisticated design, which makes the gym feel more mature than a traditional school facility. Parents are pleased to see that the school is investing in infrastructure that supports both academic and athletic excellence. CCR
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Out of the blocks
How to start next year strong with a successful year-end
By John Gallo
Year-end planning is a critical juncture for all businesses, but is becoming ever more important within construction. It is a critical opportunity to step back and evaluate operations, review financial data, consider technology solutions and touch base with your workforce.
The industry is fraught with fluctuating materials costs, shifting regulations, economic uncertainty, thin labor forces and the declining mental health of construction workers at large. With all of these complications, external and internal forces, contractors need to “win” year-end to ensure the next year is off to a smooth start. There are both financial and non-financial considerations, these are
a couple of areas that you need to look into during year-end planning.
Finances & Operations
Break down your work-in-process schedule
The work-in-process (WIP) schedule is a vital financial and resource management tool for contractors. An effective WIP schedule
will provide a snapshot of on-going projects and their profitability allowing you to plan and budget for future projects. Make sure the schedule is up to date and all costs and revenues have been properly recorded to avoid any surprises.
Cleaning up your WIP can help forecast cash needs and prevent any liquidity issues and can make sure that you are properly
recognizing revenue. It will improve your credibility for various external stakeholders, auditors, and other creditors. There may even be technology solutions available to integrate multiple components of your business and provide real time updates and data for informed decision making.
You may even be able to defer projects for tax savings.
Assess equipment needs and take advantage of available tax relief
Equipment should be monitored on an ongoing basis, but year-end is a great time to examine things more closely. Start by reviewing equipment utilization rates to identify equipment that could be sold or retired and assess any maintenance cost on machines and compare that to investing in newer equipment. Look over your WIP schedule to determine current and upcoming equipment needs to avoid a shortage on a future job.
Next, take advantage of bonus depreciation and Section 179 deductions for tax savings. Bonus depreciation is on a phase out schedule, currently at 60% for qualified property placed in service before Dec. 31, 2024. Section 179 provides another significant tax savings opportunity allowing businesses to deduct the cost of equipment up front with a maximum deduction of $1.16 million.
Businesses can combine the two tax credits for maximum savings by utilizing Section 179 to deduct the maximum and applying bonus depreciation to the remaining amount.
Elect
the
flow-through entity tax in
your state if available Certain states allow pass-through entities S corporations, partnerships, and LLCs taxed as partnerships or S corporations to pay state income tax at the entity level. This deduction reduces income from your federal return for estimated state taxes you would be required to pay anyway.
This mechanism serves as a workaround to the federal $10,000 cap on state and local tax (SALT) deductions, enabling
businesses to deduct state taxes at the entity level for federal tax purposes. The election is irrevocable for the tax year in which it is made and the following two tax years.
Utilize the most beneficial accounting method
This does not apply to larger companies, but companies with less than $27 million in gross receipts may be able to use cash-basis accounting to simplify their accounting needs as well as timing payments and receipts advantageously to reduce taxes.
Cash-basis avoids complex accruals, deferrals and reconciliations and offers more flexibility. It provides better cash flow visibility and helps contractors manage liquidity more effectively.
Reduce taxable income with employee bonuses
Not only is this a great tool to boost morale and motivation, but employee bonuses are also deemed an ordinary and necessary business expense by the IRS, making them fully deductible in the tax year they are paid. Owner bonuses must be paid out before Dec. 31 to be tax deductible for the upcoming tax year.
Employee bonuses must be paid by 2.5 months after year-end to be eligible for deduction (typically the due date of the tax return) There are many different types of bonuses, consider which makes the most sense for your business and allocate them accordingly to reduce taxable income and give your employees something to smile about before the holidays.
People
Collaborate with HR and review workforce records to capture
Work Opportunity Tax Credits
Work Opportunity Tax Credits provide a federal tax credit to employers that hire workers from “targeted groups.” Those groups include veterans, long-term unemployed, recipients of government aid, designated community residents, and others. Credits
range between $1,200 and $9,600 per eligible employee depending on which targeted group they are from and how many hours they have worked.
There is a bit of legwork involved with the pre-screening, collaboration with a state workforce agency and actually filing, but it could amount to significant tax savings.
Check in on the state of worker mental health
The stress of meeting deadlines with a “lean” workforce, the wear and tear of the work itself and being away from your family for extended periods of time have been weighing heavily on the mental health of construction workers. According to a study from the Centers for Disease Control and Prevention (CDC) the suicide rate among male construction workers is 75 percent higher compared to the general population. Take stock of the morale and the mental health of your teams and have conversations. There is a growing trend of contractors offering mental health support and it is well-needed. Companies have begun to create communities and support groups on the job site and arrange for traveling workers to have more personal space. It will not be solved overnight, but taking small steps with the right intentions can go a long way with your workers and then mental health conversation.
Year-End is as important as any job during the year
In sports and some other professions, the concept of “stacking good reps” or “winning the day” are common among elite performers and successful organizations, and you can apply a similar philosophy in your business. Approaching planning and individual tasks as isolated events can help you focus intently on the task at hand.
Year-end should be no different. It is a critical period for reviewing the prior year and preparing for the next, and getting a healthy start to the following year begins with a successful year-end. CCR
John Gallo is a partner at UHY and an active member of the UHY Tax Department and leading member of the firm’s National Construction Practice. He has extensive knowledge of tax compliance issues, federal tax planning, state and local taxation, business forecasts and projections, strategic planning, and business plan preparation for startup and distressed companies.
Wrapped in ‘green’
Inside the renovation of Rusu-McCartin Boys & Girls Club on Chicago’s West Side
Completed in 2023, the Rusu-McCartin Boys & Girls Club stands as a multifaceted triumph for the community. Serving as a beacon of opportunity, the $15.5 million project not only supports the mission of the Boys & Girls Clubs of Chicago but also serves as a cornerstone for the neighborhood’s revitalization efforts, bringing prosperity to Chicago’s Austin neighborhood and beyond.
Photography by: Jon GourisGLA; Opposite page
image: Nic Anderson of Latent Architects
Left to right, (Architect Nicolas Anderson, AIA; Boys & Girls Club Director, Ashley Howard; Architect Katherine Darnstadt, AIA).
The new club opened in August 2023. Central to the job was metal wrap panels, an all-in-one system which added speed, efficiency and a vibrant aesthetic from CENTRIA® MetalWrap™.
As the first newly constructed Boys & Girls Club of Chicago in nearly 50 years, its significance resonates deeply within the organization and the community at large. With its spacious state-of-the-art facilities, the Rusu-McCartin Club is poised to offer an array of programs designed to nurture leadership skills, academic excellence and healthy lifestyles among local youth. “We were very excited to be part of this meaningful project and designed it to be more than just a building,” says Nicolas Anderson AIA, Principal / Technical Director with Latent. “The Rusu-McCartin Club is a sanctuary for
local youth where their futures are guided and shaped.”
Latent is a progressive Chicago-based Architecture and Urban Design firm working at the intersection of design and community development toward social and spatial justice. Anderson says that prior to its construction, the project’s stakeholders engaged in extensive community and youth outreach, ensuring that the building’s design and programming truly reflected the diverse needs and aspirations of the neighborhood.
The architect commended the efforts and collaboration of BEAR Construction, a General Contracting and Construction Management company with nine offices in Illinois, Wisconsin and Florida and 200 team members serving all commercial markets. “We worked closely with BEAR and G&L, the
metal panel installer, to ensure this project was delivered within an aggressive schedule and tight budget constraints due to the complexities of COVID material availability,” Anderson says.
Going all green
The Rusu-McCartin Club represents excellence in green construction and sustainable practices, embodying a commitment to environmental stewardship and long-term resilience. The project was designed with performance, sustainability and community top of mind in every aspect, from its architectural design to its building execution and day-to-day functionality.
The exterior of the stepped three-story building consists of a varied pattern of three metal profiles with metallic finishes that
s-trax grid system surrounded by portico nop carpet tiles
reflect daylight and change color throughout the day. The front of the building is angled to create a landscaped pedestrian promenade east to west across the campus and reveal skyline views from the entry and public plaza. On top of the double-height gymnasium sits an outdoor deck adjacent to a growing meadow and a large flexible classroom space.
What lies beneath the surface is just as impressive. Every inch of the 28,000 square-foot space is a testament to sustainability and durability, a nod to the commitment to future generations. All the building materials used prioritized resiliency to ensure the building would have limited maintenance and repair costs for at least 60 years. With a Silver New Construction V4 LEED certification, the Rusu-McCartin Club stands as a beacon of environmental stewardship and responsible design.
The Rusu-McCartin Club represents excellence in green construction and sustainable practices, embodying a commitment to environmental stewardship and long-term resilience.
Central to the structure’s exterior aesthetic, thermal and moisture performance were the innovative metal panel products, a composite back-up wall insulated panel system which consists of two steel skins, permanently bonded to a poured-in-place foam insulating core and integral joinery. Described as a backbone of sustainable design, MetalWrap enables a 10-year weathertight warranty. Its single-component construction is an advantage over systems that require multiple layers, ensuring a more efficient construction process.
“The system offers a weather-tight barrier, allowing construction to progress seamlessly as the rainscreen materials were being manufactured and delivered to the site,” Anderson says about the 7,850 square feet of MetalWrap panels used to create thermal, air, water and vapor barriers throughout the building.
Mike Bonczyk, the exterior installer G&L, says the use of the metal panel system allowed for faster installation as an all-in-one system. The design called
for exterior cladding crafted from three different concealed-fastener rainscreens which allowed a varying façade. “Since they have common joinery, it was easy to install The finishes included galvanized smooth and standard washcoat in mica and blue shades and smooth and perforated aluminum.”
In addition, approximately 1,840 square feet of ecoscreen perforated screenwalls allowed for a unique screen product while utilizing the same profile as the exterior cladding. “The perforated metal panels combine an airy, geometric aesthetic,” Anderson
says. “It helped the Boys and Girls Club blend in with the neighborhood surroundings while creating a variable pattern that captures the play of sunlight and shadows throughout the day.”
Cody Stambaugh, Senior Project Manager at BEAR Construction, says all materials used in this project focused on resiliency to ensure the building would have limited maintenance and repair cost for at least 60 years. And, in adherence to resident hiring mandates, over 10,000 labor hours—equivalent to nearly 20% of the total project hours—were contributed by
individuals from Chicago’s Austin neighborhood and neighboring city wards. Amid more than 50,000 labor hours, there were zero recordable incidents, underscoring the project’s commitment to safety and community engagement.
For the blending of form and function with beauty and resilience in the building of the Boys and Girls Clubs, BEAR Construction earned the “CISCO 2023 Pride Award for New Construction (under $20 million).” But beyond accolades and recognition, the true measure of success lies in the impact it will have on the community. CCR
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How Kitchen Solvers helped create foodies for the future
James Parsons, Owner Kitchen Solvers
Operation Upgrade
How Kitchen Solvers helped create foodies for the future
By James Parsons
When a young couple buys their first home, they often have clear ideas about how they want to shape their space. For this couple, the goal was to remodel the kitchen before their first child arrived. The clients envisioned a modern, functional kitchen that would be the heart of their home for years to come. Their plan was to move in, settle into the house and start a family.
But they quickly realized the remodel needed to happen sooner than expected.
At the time, they still had a few months left on their apartment lease. They decided to speed up the timeline by taking out a Home Equity Line of Credit (HELOC) to fund the project and begin work immediately. Their priority wasn’t simply a cosmetic upgrade; they needed a kitchen that could handle the growing demands of a family. Needless to say, this was a necessary remodel and not just a luxury upgrade.
Once we agreed on a budget and timeline, we began laying out the project.
The design had several key goals: to maximize storage, increase countertop space, and create a modern, welcoming atmosphere, along with fixing necessities.
The remodel had to be completed quickly, as their due date was approaching in just a few short weeks. We set to work with the understanding that this was a time-sensitive job that required careful planning and swift execution.
Plan. Process. Build.
The design had several key goals: to maximize storage, increase countertop space, and create a modern, welcoming atmosphere, along with fixing necessities. We focused on custom cabinetry to increase
storage capacity while keeping the room feeling open and spacious.
The countertops would be natural maple butcher block, offering both durability and warmth. The easy-to-maintain surface for everyday use was perfect for a new family. The dark blue backsplash and graphite floors contrast beautifully with the white cabinets and natural maple.
The work began by removing the outdated cabinetry, countertops, and flooring. The first major challenge was the subfloor, which had been damaged by a leaky sink. This area, roughly 10 x 10, required careful attention. We had to remove the damaged sections, ensure the subfloor was properly prepared, and install new plywood before moving forward with the new flooring.
With the subfloor repaired, we could proceed with the new flooring. We opted for large-format graphite-colored tile, which added a contemporary look and would stand up to the demands of family life. After completing the flooring, we installed the cabinetry and butcher block countertops, making sure every piece fit perfectly and aligned with the design plan.
Taking it as it comes
Like every construction project, this remodel came with its share of unexpected challenges. The most significant of these occurred just as we neared the final stages of the remodel. Their child was born on schedule, which should be one of the happiest moments of your life, but they ended up coming home from the hospital late at night to their living room ceiling leaking.
At first, they worried that the leak might be related to the kitchen work. However, I quickly found that the source of the leak was an HVAC condensate pump in an adjacent room, which had malfunctioned. The water had leaked into the ceiling, creating a frustrating and stressful situation for the new parents.
While it wasn’t part of the kitchen remodel, as a father, I know how stressful it is to bring a new baby home, especially to a disaster! We dropped everything, removed the wet ceiling and insulation, ensured the damaged area was dried out properly, patched the ceiling, and installed new insulation. Once we fixed the emergency we jumped back to the kitchen and tried to get back on schedule. We overcame the most random setback of my career and delivered a fresh new kitchen that will serve this family for years to come.
Upon completing the remodel, the clients were overjoyed with the results. The kitchen had been transformed into a beautiful, functional space. They appreciated how the design elements came together—
the combination of white cabinets, dark blue backsplash and warm maple countertops created a modern yet inviting atmosphere.
The additional storage space and larger countertops made the kitchen more practical, while the overall design met their aesthetic expectations. They were particularly excited by how the kitchen would serve them for years to come.
The best part of the kitchen is that they will get to watch their baby girl grow up eating breakfast in that kitchen, doing homework in that kitchen, having dinner conversations with her parents in that kitchen, and all because her parents decided to take the leap and invest in their space to give them the most functional and enjoyable environment for years to come.
James Parsons is owner of Kitchen Solvers of Oklahoma City. Parsons, who joined the military in 2008, also was a firefighter in the U.S. Air Force for three years before returning to Oklahoma to finish his enlistment in the Air Guard as an airframe mechanic. While attending college, he worked as a window installer for a local company. Then he began working for the U.S. Air Force as a civilian, writing contracts for telecommunications in the final year of his college career. He moved into financial/budget analysis after completing his degree.
CIRCLE
‘To Be A Success, You Have To Start First’
With December left to go until we close out 2024, it has been a memorable year. Looking forward to finishing strong with momentum and getting ready to start the year off on a positive note.
One of the most rewarding things I have done this year has been building our empty nester house. Sure, I come from a construction family that has been in business since 1888, putting my time in over the years in the scrap yard, on construction sites and in the steel plants outside of Philadelphia (Pottstown). The Mayor Pollock Steel Corporation was a way of life.
Getting up at the crack of dawn, be early, not late, do your best, be safe, get it done, enjoy what you do and be a team player. Don’t be afraid of making mistakes, stay positive and know how important skilled labor is now and in the future, as there is nothing like working with your hands and learning from experts both young and old.
And yes, I have built my share of gingerbread houses over past holidays, but nothing like building the real thing. I can read blueprints, CAD drawings and estimates for quotes, but nothing like having real hands on experience with real wood, concrete, excavators, dirt and other building materials at your fingertips. Watching, asking questions, learning as you go and taking action is what it’s all about being a builder today.
Learning something new every day is so important. It cuts down on your mistakes or glitches down the road. Sure, there will be these hindrances no matter what, but you have to figure things out, rectify or tweak, and move forward.
Learning something new every day is so important. It cuts down on your mistakes or glitches down the road.
You need a starting point, an accurate budget, experienced vendors and subcontractors to get the job done right the first time. Pay them for their expertise and execution because you cannot do everything yourself.
One thing well worth for any residential construction or renovation project is paying people what they are worth. To get the job done, you cannot replace experience or honesty.
You get what you pay for. And when you find someone, don’t let that person leave your vendor stable, as they are a winning thoroughbred and will pay off multiple times in the future.
Having the inspector for the major inspection of framing, electrical, plumbing and HVAC tell you “nice job” on first ground up build with just a handful of easy fixes to be completed to get final sign off to go into insulation and sheetrock was priceless.
Going through the inspection was strategic, as not only did I know what to look for next time, but also what our subcontractors can expect on future projects, that you can pass inspection on the first time through. As the inspector said to me, “I’m not here to penalize you, I’m here to make sure the home is safe.” Man, that really hit home, no pun intended.
So, as we look to finish off the last 90 days of our build, we look forward to learning more each day, and then take that knowledge and use it accordingly to help our improve my wife’s contracting reputation as a high quality residential construction and remodeling firm to hire as we aim to please and have fun, too.
And most of all to say, “We built that” with a smile.
Dual Construction, LLC.
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The river’s edge
Inside the splendor of Jula’s On The Potomac
If the breathtaking 180-degree, panoramic view of the iconic Potomac River is not enough to entice you, the mouthwatering menu and ever-evolving cocktail selection will pull you in. Ask any of the locals and they will tell you that Jula’s on the Potomac is one of the most sought-after dining spots in Metro D.C.
Brunch. Lunch. Dinner. Whatever you’re looking for, Jula’s passes the test. The renowned Alexandria, Virginia restaurant continues to be the backdrop for memorable moments, including everything from romantic proposals, high-profile business and political meetings and celebratory gatherings. Expanding upon the former spot of beloved Café 44, the reimagined space originally was a humble employee break room, Café 44, which became a community favorite.
Absorbing this hotspot at 44 Canal Center Plaza and adding an additional 7,500 square feet, the expansion not only enhances the dining experience, but also capitalizes on the beautiful river views with an expansive dining room and outdoor waterfront balcony. Today, Jula’s offers a three-meal
The 180-degree view of the Potomac River was a big inspiration for the interior design—we positioned seating and designed the layout to maximize the stunning views.
service complete with private dining options, a raw bar and a charcuterie bar.
Known for her eclectic style and interior decoration career, owner Jula Coggins’ restaurant was inspired by her travels through Europe. Partnering with Jula, the design team at //3877 created an oasis of contemporary elegance, featuring soft pastel tones, custom “Jula’s Blue” accents and organic materials creating a sense of understated opulence.
The intricate ceiling design with curved trim pieces guides guests through the space, enhancing the overall ambiance. The blend of custom blue, white, taupe, and neutral tones against rich wood finishes strikes a perfect balance between modern luxury and timeless charm.
We sat down with Emily Perry, Interior Designer and Innovator for //3877, to get her insights into the vision behind the Jula’s project.
Can you describe the initial vision and inspiration behind the design of Jula’s on the Potomac?
The vision for Jula’s on the Potomac was all about creating a chic and comfortable space that felt both luxurious and inviting. It was, of course, inspired by owner Jula Coggins. She wanted a place where guests could enjoy a high-end dining experience that still felt welcoming. Her signature “Jula’s Blue” and attention to detail are seen throughout, making the space feel uniquely curated.
How did you approach translating Café 44’s existing footprint at 44 Canal Center Plaza into the new, expanded space of Jula’s on the Potomac?
A success story in itself, Café 44 started as an employee break room turned café and
quickly became a community favorite in Old Town Alexandria. Expanding the space by 7,500 square feet to a vacant floor, we aimed to pay tribute to the beloved restaurant throughout Jula’s On The Potomac. We wanted to keep the cozy, familiar vibe while adding more space and new features for an upscale experience.
The design language of Jula’s on the Potomac is described as elevated, chic and contemporary. Can you elaborate on the decision-making process behind the color palette?
We chose pastel tones centered around the signature “Jula’s Blue,” and lots of wood to create a serene, elegant atmosphere reminiscent of the riverside views. The wood adds warmth and a touch of natural luxury. Together, they strike a balance between chic
modernism and inviting comfort, making the restaurant feel both stylish and welcoming.
How did the view of the Potomac River influence the design of the interior spaces? What strategies did you employ to ensure the view was an integral part of the dining experience?
The 180-degree view of the Potomac River was a big inspiration for the interior design—we positioned seating and designed the layout to maximize the stunning views. The main 29-seat bar is oriented to offer clear views of the river, making it a central feature of the dining experience.
Large windows and glass doors let in lots of natural light and connect the interior with the beautiful outdoor scenery, ensuring the view is always accessible to guests.
Additionally, a balcony with high-top tables offers a true indoor-outdoor riverfront dining experience.
What are some of the standout architectural features in Jula’s on the Potomac? How do these elements contribute to the overall atmosphere?
The main architectural feature of the space is the sweeping floor-to-ceiling windows, which bring an abundance of natural light
into the space while showcasing the captivating natural views of the river. The private wine room offers high-end dining around some of Jula’s finest wine collection. Here, you will find accent herringbone flooring and beautiful walnut wood millwork encompassing an intimate dining table.
How did you balance the functional requirements of a high-end restaurant with the aesthetic goals of the project?
Balancing function and aesthetics was all about thoughtful planning. We faced the challenge of keeping the kitchen and service areas efficient without disrupting the restaurant’s elegant atmosphere.
Were there any particular challenges or innovative solutions in this area?
Balancing function and aesthetics was all about thoughtful planning. We faced the challenge of keeping the kitchen and service areas efficient without disrupting the restaurant’s elegant atmosphere.
When creating the floor plan for this expanded space, we had to significantly decrease the kitchen’s footprint in order to obtain guest count requirements. We partnered with the food service experts to create a strategic plan that maximizes space within the kitchen.
What were your biggest challenges in designing this space?
In addition to the kitchen space planning challenge, we also explored a few different iterations of the bar orientation
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to optimize seating and views, and, ultimately believe the end result is best for the guest experience.
What role did wayfinding play in the design of the space?
Wayfinding in the communal areas was key in shaping the guest experience. The curved millwork on the ceiling helps guide people through the space naturally. It was also important to the owner, Jula, to have a concierge desk right at the entrance where
guests can check-in, ensuring guests get personalized attention from the moment they arrive.
These elements not only make the space functional, but also enhance the overall experience, making Jula’s on the Potomac feel both luxurious and accessible.
Can you elaborate on the collaboration you had with other teams for this project?
How did these collaborations enhance the final design?
Working with other talented teams was essential for bringing Jula’s on the Potomac to life. We collaborated with Built Environment for the technical aspects like plumbing and electrical, The Design Difference for food service, and Flux Studio for the lighting.
These partnerships allowed us to blend technical expertise with creative design, resulting in a space that’s not only beautiful but also highly functional. CK
Bring back the energy
Highly anticipated St. Regis Longboat Key project adds multi-use mecca
Pinar Harris of SB Architects was one of the primary figures in the design of St. Regis Longboat Key in Sarasota, Fla.
Photo courtesy of 10SB.
Bring back the energy
Highly anticipated
St. Regis Longboat
Key project adds multi-use mecca
By Thomas Renner
The Gulf of Mexico presented Pinar Harris and her team at 10SB (previously SB Architects) with a beautiful canvas to incorporate into the plans of St. Regis Longboat Key in Sarasota, Florida. The challenge was maximizing the impact of the picturesque setting into the design blueprint on the expansive 18-acre beachfront property. The property, which opened in August, features a five-star hotel with 168 guestrooms and three six-story buildings with 69 residences. It is the largest development on the island in more than 50 years.
by Charlie Fernandes
Photography
a multi-use facility that opened in August, is the largest development in more than 50 years on the island in
St. Regis Longboat Key,
Sarasota, Fla.
Construction on the $800 million project began in 2021 and the development offers the height of luxury: four full-service restaurants, a saltwater lagoon with live fish and sea life, spa, bar overlooking the Gulf of Mexico and business meeting facilities among the many amenities.
The overarching objective throughout the design was to celebrate the pristine waters of the Gulf of Mexico in every aspect of the resort. “Florida landscape is very lush, so our goal is to make sure residents and guests don’t feel they are in this concrete built environment, but a more seamless exterior environment that marries the landscape with the architecture,’’ Harris says. “We wanted to create a moment of celebration and connection to the ocean from anywhere you are placed on the property.”
“This destination resort is a testament to our commitment to creating unparalleled luxury experiences.”
— Chuck Whittall, President, Unicorp National Developments
The highly anticipated project — “residences on the amenity-rich property are expected to drive Sarasota’s burgeoning condominium market to even greater heights” the Florida Times-Union reported in 2018 – adds another chapter to a site that has a fascinating history on the state’s West Coast. “This destination resort is a testament to our commitment to creating unparalleled luxury experiences,” Chuck Whittall, President of Unicorp National
Developments, Inc., said upon the completion of the project.
Out With the Old
The history of Longboat Key as a resort destination revolves around Herb Field and Dr. Murray “Murf” Klauber. Field founded The Colony Beach Resort on Longboat Key in 1952, even clearing the road himself to construct cottages along the beachfront paradise. In 1968, Field found an investor
The project includes a five-star hotel and three six-story buildings that include 69 residences.
Simons Galeries de la Capitale, Québec, QC, Canada
in Klauber, an orthodontist from New York, to further develop the area. Klauber brought fresh ideas and new energy to the resort, and in 1977 partnered with tennis guru Nick Bollettieri.
The academy became the top tennis resort in America. Bollettieri, who coached tennis legends Andre Agassi, Maria Sharapova and sisters Venus and Serena Williams, among others, helped the resort become an internationally acclaimed tennis facility.
The Colony hosted U.S. Presidents, world dignitaries, elite athletes and television and movie celebrities. Tourism boomed and The Colony thrived under the guidance of Klauber, who developed the first “timeshare” condominium concept on Longboat Key.
Over time, legal issues arose between the condo association and Klauber, who ran the resort with his daughter, Katherine. By 2004, The Colony needed nearly $12 million in renovations. The homeowners balked at the hefty renovation costs, and after several years of litigation, The Colony closed in 2010. “This is taking one of the strongest international magnets we have and letting it literally crumble,’’ Virginia Haley, President of the Sarasota Convention and Visitors Bureau, told The Sarasota Herald-Tribune at the time. “A lot of people know us internationally from this property. Now, it’s taken out of the mix and it’s uncertain whether it can or will reopen or not.”
The resort was demolished in 2018, and even before construction began, half of the new condos were sold with prices ranging from $2 million to $20 million. The project officially broke ground in 2021, ushering in the beginning of a new era for the resort.
Meeting a High Bar
The residences at St. Regis Longboat Key needed to meet a high bar, and 10SB delivered. The floorplans range from 1,553 to 5,895 square feet and include 1- to -4 bedrooms. The residences include private elevator access to every residence, technology-ready infrastructure for owner-customized home automation, soaring ceilings and
Construction on the project started in 2021, and it replaces The Colony Beach Resort, which closed in 2010 and was once a popular resort destination.
living spaces for scenic gulf vistas, abundant natural light with floor-to-ceiling glass, wet bar with ice maker and beverage center and custom-configured European cabinetry in the owner’s suite.
The kitchens are equipped with high-end appliances, a Chef’s pantry, a combination of quartz and marble countertops, and single bowl, stainless steel kitchen sinks. Bathrooms include frameless walk-in showers, large soaking tubs and contemporary-style plumbing fixtures. Exterior features include expansive outdoor living spaces with glass railings for seamless views, porcelain
The residences are spaced across three buildings—Armand, Bateau and Champagne—and homeowners have their own clubhouse and wellness center.
tile flooring on all outdoor terraces, and summer kitchens.
The residences are spaced across three buildings—Armand, Bateau and Champagne—and homeowners have their own clubhouse and wellness center. Each unit also
has its own garage and gated access provides privacy. In all, the resort spans across 1.1 million square feet. “From the hospitality standpoint, it wasn’t that hard,’’ Harris says. “But the building typology is completely different from a lot of other projects.”
Water features abound throughout, including infinity edge pools on some of the residences.
Harris says multiple teams evaluated and designed the resort and had to account for the coastal nature of the property and concerns with surrounding communities. “We had to respect the neighbors and the neighboring properties to make sure we weren’t blocking their views. This is one of the biggest built properties in Longboat Key in the last decade, so we wanted to have the utmost sensitivity and respect for the existing residents.”
Devising a plan for parking for the resort was one of the challenges, along with marrying the plans for the resort community with the residences. “We wanted to separate the public portion of the property, with the hotel, guest rooms, and public functions away from the residences,” Harris says. “They’re looking for privacy and security. Our client had a solid vision from the beginning. We’ve been working on this since 2016, it’s been a lengthy process, and one that feels so satisfying to see complete.”
Terrazzo doors manufactured by BILCO allow access to mechanical equipment on the pools at the residences.
Remarkable Water Features
One notable feature of the resort is the elaborate use of pools, spas and other water-related features. A meandering stream and a saltwater lagoon sit between the residences and the hotel. There is a separate pool for hotel guests and a pool and spa for residential owners. Harris said there are more than 60 water features on the property.
“We have an aquarium within the property to make sure we are supporting the live fish program that is part of the saltwater lagoon,’’ Harris says. “It’s critical that we have the right pH levels to make sure we are providing the optimum environment for the fish. We had a very robust team as an architectural design firm to keep up with the coordination of all the elements that went into the property.”
We wanted to have the functionality that we could access these spaces that are below the floor, but at the same time, we didn’t want them to be eye sores.
Water features were even included in some of the private residences. Private, infinity-edge plunge pools were incorporated in 26 of the most exclusive homes. Terrazzo doors from BILCO, the manufacturer of specialty access products, allow for access to mechanical equipment for the pools.
Harris says the pools are on deck areas near the front of the residence and are one of the first things visitors notice when they enter the home. “We went with the BILCO hatch
St. Regis Longboat Key at a glance
St. Regis Longboat Key in Sarasota is a mixed-use project that includes a 5-star hotel with 168 guestrooms and three residential buildings with 69 condominiums. 10SB (previously SB Architects) designed the project for Unicorp National Developments.
More details: Construction on the $800 million project began in 2021 and opened in August 2024. In all, the project spans 1.1 million square feet and includes four full-service restaurants, a spa and business meeting facilities.
Water features: The complex features a saltwater lagoon, separate pools for the hotel and residences, and infinity-edge pools for some of the most exclusive residences. More than 60 water features are included in the project.
Pool equipment access: Terrazzo doors manufactured by BILCO allow access to mechanical equipment. The doors can be used with a variety of architectural materials, are corrosion-resistant and are manufactured with lift assistance for easy, one-hand operation.
Did you know? St. Regis Longboat Key replaces The Colony Beach Resort, which closed in 2010 and became a popular tennis resort and training academy under Nick Bollettieri, who mentored several tennis superstars.
because it has an inlay option where you can have a paver or tile placed on top of it. We can make that hatch disappear as much as you can within the deck. We wanted to have the functionality that we could access these spaces that are below the floor, but at the same time, we didn’t want them to be eye sores. As an architect, I know they are there, but it’s not something people will be looking at.”
BILCO’s terrazzo doors can be used with an assortment of architectural materials and are engineered with lift assistance for easy, one-hand operation. They are constructed with corrosion-resistant materials to provide years of dependable service. FG Building Products of Florida, BILCO’s manufacturer’s representative, provided the doors which were installed by Reinforced Structures of St. Petersburg. “The corrosion resistance and availability of the product made them a good choice for this project,’’ said Nassim Habib of Reinforced Structures. “They used a nice finish, and the project came out very nice.”
Moss served as the general contractor for the project. Enea Landscape Architecture, RSM Design, Hirsch Bedner Associates and Marc-Michaels Interior Design also worked on the design team.
Ever since Murf Klauber’s dream for the resort collapsed in 2010, the community wondered and waited with anticipation. The result is everything Harris and her team hoped it would be. “Occasions like this allow us to reflect on our remarkable journey together, transforming our collective vision into a stunning reality,” Harris says. “What once existed only as an idea has become a memorable experience for all to enjoy.”
Thomas Renner writes on building, construction and other trade industry topics for publications throughout the US.
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CCR Coffee Talk Podcast Episodes
CCCT sat down with Iggy Domagalski, CEO at Wajax that is proud to be one of Canada’s longest-standing and most diversified industrial products and services providers. They operate an integrated distribution system providing sales, parts and services to a broad range of customers in diverse sectors of the Canadian economy, including construction, forestry, mining, industrial and commercial, oil sands, transportation, metal processing, government and utilities, and oil and gas. Today they trade on the TSX. Enjoy the conversation. www.wajax.com
CCCT with Teddy Rodgers/Anderson & Rodgers & Todd Ott/ CMW Architects. At Anderson & Rodgers Commercial, they utilize technology to streamline their process and increase efficiency. They also value relationships and the bond of a handshake. Building isn’t just their business, it’s who they are. www.cmwaec.com
Todd Ott is with CMW Architects that is a multi-disciplined design firm providing services in Architecture, Engineering, Interior Design & Landscape Architecture. With over 50 years of experience, CMW has become one of the region’s leading design firms. www.andersonrodgers.com
CCCT sat down with Trish Brindle, Sales Manager from Fire-Trol that manufactures durable, aesthetically designed prefabricated fireproof columns. They focus on product reliability by offering you consistent quality, quicker production times, and increased durability. They’ve been doing so since 1945. Enjoy the conversation. fire-trol.com
CCCT with Valerie Santanasto, VP of Sales for Dancker. Collectively, they are driven by the question: What if they didn’t exist in the marketplace? Would they be missed? This question drives everything they do and influences every touch point of our engagements with their clients, vendors, and partners. They are passionate about the solutions and services they offer: Furniture, Architectural Solutions, Workplace Technology, Paint, Wallcoverings & Imaging, Asset & Inventory Management, Facility Management Support, and Technical Services. But most importantly, their behaviors are what they want their clients to remember. www.dancker.com
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An interview podcast that talks to guests that will have business titles in design, construction, facilities, real estate, procurement, development, etc. in retail, restaurants, hospitality, healthcare, federal, multi-family, shopping center owners, developers, cannabis, mixed-use along with the A/E/C sectors plus vendor service suppliers & mfcs who’s products and services are specified, recommend and purchased by enduser brands to build and maintain their facilities in the Commercial Construction Building industry.
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How a seawall will raise the quality of life for shore communities in Staten Island, New York
Study. Prepare. Act.
How a seawall will raise the quality of life for shore communities in Staten Island, New York
By JoAnne Castagna, Ed.D.
During the intense winds and flooding of Hurricane Sandy in 2012, electrician Joseph McAllister was driving around South Beach, Staten Island, New York trying to help his neighbors stranded in the dark. After returning from his house to get a flashlight, McAllister was shocked at what he saw. The wind had pushed the roof off a large catering hall behind his house and came crashing down, almost landing on a kid.
Hurricane Sandy’s destruction along coast of Staten Island, New York in 2012. Credit: Joseph McAllister.
McAllister doesn’t want to witness this again. That’s why he is using his role as President of the South Beach Civic Association, along with his wife and VP, RoseAnn McAllister, to ensure their community is better prepared for the future coastal storm—events that are becoming stronger and more frequent.
The McAllisters are pleased that the U.S. Army Corps of Engineers, New York District has a coastal storm risk management plan in place that will help reduce coastal impacts along Staten Island’s east coast. This includes their community of South Beach, as well as Midland Beach, New Dorp Beach, and Oakwood Beach during future coastal storms. Staten Island is the southernmost borough of New York City and is situated at the southernmost
The entire project is expected to be completed within a decade. After this the Army Corps will monitor it for any necessary changes due to future sea level rise, while the State and City of New York will be responsible for operating and maintaining the project.
point of the state of New York. The borough is separated from the adjacent state of New Jersey by the Arthur Kill and Kill Van Kull waterways and from the rest of New York State by New York Bay.
New York City was severely impacted by Hurricane Sandy. Staten Island was hardest hit, experiencing winds up to 80 mph, and a 20-foot storm surge that washed away homes along the borough’s East coast. This didn’t stop the McAllister’s and the rest of their South Beach Community Emergency Response Team from trying to help their community.
RoseAnn McAllister says it was like the end of the world. “As we drove around, we saw cars flipped over, laying in deep water that smelled like spilled diesel fuel. People screaming from their roofs for help and some walking around in a trance because
South Shore Staten Island Coastal Storm Risk Management Project Area Map. Credit: USACE.
they were in shock that their homes were gone, family pets gone, everything destroyed. It was terrible to see. At a high vantage point we were able to see that our house and whole block was surrounded by this deep, deep water. We were minutes away from being drowned.”
Hurricane Sandy resulted in 24 deaths on Staten Island, more than any other borough. Most of them occur on the East and South shores. Many of the victims drowned in their homes.
This wasn’t the first time the borough of 468,374 residents was severely impacted
The complex project has been years in the making because it covers such a large area and requires major design and coordination with multiple agencies including the State of New York, City of New York, National Park Service, and local community groups like the South Beach Civic Association.
by a hurricane. Other recent major storms included the Nor’easter of December 1992, the March storm of 1993, Hurricane Irene in 2011. Then came Sandy the following year, which impacted critical infrastructures, including nearly 7,300 residential and commercial properties, the Staten Island Railway, fire and law enforcement stations, Staten Island University Hospital, and schools which served as shelters in the aftermath of Sandy.
Getting ready
To better prepare Staten Island for another Hurricane Sandy, the Army Corps is working on a long-term solution. Frank Verga, Project Manager, New York District, U.S. Army Corps of Engineers says the size and design of this
project is for a storm bigger than Sandy. “If this project was already in place, it could have alleviated Sandy’s damages.”
Verga, who is also a Staten Island resident, says the project will include a nearly 5-mile seawall that will provide a line of protection, a barrier to the water that will come in from an ocean event, and on the interior. It also will have all-natural ponding areas that will allow water to hold until events are finished. The complex project has been years in the making because it covers such a large area and requires major design and coordination with multiple agencies including the State of New York, City of New York, National Park Service, and local community groups like the South Beach Civic Association.
The Association has held many public meetings with the Army Corps to discuss the project. “The purpose of our organization is to deal with quality-of-life issues for our residents,” says Joseph McAllister, who has lived on Staten Island for 60 years and has overseen the South Beach Civic Association with his wife since 2000.
Now that the project is starting to move forward, the Army Corps will be attending more meetings with the McAllister’s to discuss the project details that will include the following. First, all-natural ponding areas will be constructed on land that will receive and store stormwater runoff from large drainage areas to allow water to hold until storm events are finished. The ponds will be in South Beach, where construction is taking place now, and later in Midland Beach and in Oakwood Beach.
In addition, an earthen levee, road closure gate and tide gate will be constructed near Great Kills Park to keep tidal waters back. Tide gates will also be constructed in Oakwood Beach along the existing creek, as well as construction of a flood wall around the Oakwood Beach WasteWater Treatment Plant that will also keep water back.
Following this, the approximate 5-milelong seawall, with an elevation of 21 feet will be constructed. The wall will run along the east coast of the borough, from the edge of Fort Wadsworth in the north, that’s just
Joseph and RoseAnn McAllister at the South Beach Civic Association’s annual Educational Picnic at the Vanderbilt in 2021. They are standing with then Republican mayoral candidate Curtis Sliwa (Center).
Credit: Joseph McAllister.
June 2024 photos of the coast of Staten Island, New York where coastal restoration work will be taking place. Credit: USACE.
south of the Verrazano-Narrows Bridge, to Oakwood Beach in the south.
In front of the seawall in the Oakwood Beach area, a tidal wetlands will be created. The wetland’s vegetation will help stabilize the land, reduce waves and coastal erosion, and will help build the ecological resilience of the coast to respond to increasing sea -level rise.
As part of the seawall structure, the Army Corps will be reconstructing the existing boardwalk that will continue to provide public access to Midland Beach and South Beach. As the Army Corps performs this work, New York City has plans to build six natural and recreational areas in and
around the seawall that will include bike paths, public spaces, and beach access.
The McAllister’s are looking forward to this work being done. “We absolutely support the sea wall solution,” Joseph says. “We understand that the Army Corps wants to do it right and that it takes time and planning. I understand this. My father was a civil engineer with the government going way back.”
RoseAnn says association members are frustrated. “They want the seawall now. I completely understand this, but I tell them, ‘Listen, it’s better to do it right. Do the planning right, so we don’t have to do it again. You do it right the first time.’”
The entire project is expected to be completed within a decade. After this the Army Corps will monitor it for any necessary changes due to future sea level rise, while the State and City of New York will be responsible for operating and maintaining the project.
“In the future our hope is to get that seawall so we can protect many generations down the road besides ourselves,” RoseAnn says. “Our kids, our grandchildren, and their families. So, they don’t have to worry about getting a seawall. So, their community has quality of life and are not fearful that something like another Sandy could happen again and wash away their homes and businesses.” FC
Dr. JoAnne Castagna is a public affairs specialist and writer for the U.S. Army Corps of Engineers, New York District. She can be reached at JoAnne.Castagna@usace.army.mil
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The Voice of Craft Brands
Pure Justice
Inside the craft world of Banging Gavel Brews
Beckie O’Conner, co-owner and Brand Marketing Director and Ramiro Trevino, VP of Construction at Urban Innovations
Pure Justice
Inside the craft world of Banging Gavel Brews
A lawyer, two accountants and a graphic designer walk into a ... Tell us if you have heard this story before. If not, you have now.
Banging Gavel Brews is the brainchild of attorney Jim Richert, accountants Kyle O’Conner and Ed Richert, and graphic designer Beckie (Richert) O’Connor.
Banging Gavel, the cool name they gave their Tinley Park, Illinois brewery, was meant to be a catchy, bold and loud way to further their dream of creating a brewery people wanted to be a part of. If you are into German facts and statistics, its BGB, also stands for the German Civil Code (Bürgerliches GesetzBuch).
In 2013, after becoming interested in the craft beer world, Jim Richert decided to take his shot. He and his brother, Ed, signed up for a beer class, eventually creating their first homebrew, a Belgian Tripel they branded “Justice Brewing.” In 2014, the brothers formed Banging Gavel Brews and began setting the foundation for the brand, including beer names and marketing ideas. By the end of the year, they packaged their first beer, Red Handed, an Irish Style Red Ale they brewed until 2021.
It was until spring 2016 when Jim and Ed found the Karl Vogt House, a historic landmark building in downtown Tinley Park. Partnering with contractors and an architecture firm, they preserved the historic site while building the brewpub in fall 2023. Today, the Vogt House is home to Banging Gavel and includes a brewery, taproom and restaurant—all while restoring the space to its 1865 beginnings. That includes an upstairs parlor reminiscent of a judge’s chambers and classic drawing rooms from the 1800s. The brewery is in the basement.
are more health conscious and looking for lower ABV beverages.
At Banging Gavel Brews, we are constantly exploring flavors, ingredients and new innovative ways of working with hops and yeast while following brewing methods that will satisfy the traditionalists as well as offer other types of beverages for patrons from all walks of life to enjoy. We have 16 taps that include a bunch of our own brews ranging between 4%-9% ABV as well as 6 wine styles, a few craft seltzers on tap and a handful of non-alcoholic options for those who want something with flavor without the effects.
To get an inside look at the Banging Gavel Brews’ brand, we sat down with co-owner and Brand Marketing Director Beckie O’Conner and Ramiro Trevino, VP of Construction at Urban Innovations
Give us a snapshot of today’s craft brew market from your perspective. What’s likely to happen next?
Beckie O’Connor: The craft beer market is evolving for sure. Craft beer enthusiasts’ palates are changing and therefore so are the beer styles we as breweries introduce. We can see that in general customers
What trends are defining the space?
O’Connor: In today’s environment, eating out is an experience, not an everyday occurrence. In the craft beer industry specifically, the biggest trend we see is that people are drinking less and looking for healthier options when they eat out. We aim to have a menu that caters to that desire.
We work in a ventless kitchen environment, so we don’t have grease byproduct. Our meats and produce are fresh from local farms and we make most everything from scratch. The majority of our beers are lighter
with some that have higher ABVs for those with that preference.
What’s your story from a brand perspective? Walk us through your branding strategy.
O’Connor: Our brand is multi-layered, with Banging Gavel Brews drawing inspiration from the legal profession—a nod to our president, Jim Richert, who is a practicing lawyer. Our beers are crafted with the same care and precision as a well-considered verdict, named with legal terms in mind. We aim to create a welcoming space where people can enjoy great beer and good company.
The Vogt House brand, on the other hand, is rooted in history and community. Housed in the historic Vogt Building, we blend tradition with innovation to offer memorable experiences through craft beer, delicious food, and vibrant events. We aim to honor the building’s rich past while bringing people together to make new memories. The Vogt House is a place where the past meets the present, making it a unique destination in Tinley Park.
What’s the biggest issue today related to the marketing/sales side of the craft beer business today?
O’Connor: With increased costs, competition and stagnant demand, a new brewery relying heavily on distribution is fighting an uphill battle. With shelf space in short supply and more breweries than ever before this isn’t an area we are choosing to focus on.
We are focused on providing our guests unique experiences, personal connections and great experiences. We are working with the other local breweries in our village to make Tinley Park a craft beer destination.
What is the secret to creating a branding story that consumers can buy into?
O’Connor: It’s all about involving our guests in the story. People are naturally curious about the history of The
Vogt House and the inspiration behind our beers. We love sharing the stories, legends, and truths we’ve unearthed over the years. Through extensive research and a deep dive into the building’s Italianate Style from the 1860s, our restoration efforts—along with the expertise of our architects at Altus Works and our construction team at Urban Innovation—allowed us to reintroduce the building’s original magnitude while incorporating modern amenities.
The fusion of old and new has become a focal point of the experience. The local community’s anticipation and excitement have been pivotal, creating a groundswell of support when we opened. We love that our guests are as excited to share our story as we are.
What is the one thing that every craft beer brand should be doing in the way of marketing?
O’Connor: Craft beer brands should focus on creating unique experiences and promoting them through various channels to build brand awareness and an engaged audience. It’s essential to lean into your unique story and emphasize what sets you apart. We aim to create deeper connections with each guest, consistently providing high-quality craft beer, cocktails, food and service. Transparency about our journey and pride in what we’ve created for the community are central to our marketing efforts.
What were some of the challenges in working on this historic building?
Ramiro Trevino: One of the biggest challenges was not knowing what we would uncover as we progressed with the project. From the very beginning uncovering non marked walls, floor level issues, or miscellaneous tanks made the project challenging but also rewarding. The unknowns pushed the UI team to work closely together with the design team and the B&G ownership to make quick and informative decisions to keep the project moving forward.
“Craft beer brands should focus on creating unique experiences and promoting them through various channels to build brand awareness and an engaged audience.”
The requirements when working with historic preservation also are challenging. The sub pool becomes limited for obvious reasons and some of the “normal” processes that you wouldn’t think of currently become not so normal. A great example of this would be the porch spindle installation. Where the installation of the spindles would usually be vertical in this instance had to be flipped to match the existing conditions along with the height of the rails.
What prior experiences did the Urban team pull from to help with this build?
Trevino: Urban Innovations previously built out 1090 brewery in Glenview and worked on all the tank and process piping installation for Dovetail Brewery in the Ravenswood neighborhood in Chicago. Previous restaurant build outs and experience in working in some of Chicago’s
most historic buildings provided us with the right experience to take this project on.
What was unique about working with the B&G team?
Trevino: From the beginning the Banging Gavel team had their vision of what they wanted the brewery to be. Having this vision and determination made product selections, changes in scope and dealing with the unknowns that came up during the project a lot easier.
What do you see as some of your biggest opportunities moving ahead?
O’Connor: As a 10-year-old brand and a new player with a brick-andmortar presence, our goal is to build on what we’ve established and connect with every guest who walks through our doors. Success comes from consistently delivering excellent service and quality products.
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Our offerings are the fuel that will propel our brand to new heights. We focus on our customers, building on that base through programs designed to deepen our relationships with them.
How does your taproom space integrate into your branding/ marketing strategies?
O’Connor: Our brewpub and taproom are designed to evoke a comfortable, welcoming atmosphere, reminiscent of historic Brunswick bars from the early 1900s. We want our taproom to feel like a home away from home, offering a unique experience that transports guests back in time to 1865. The space is a central part of our branding, enhancing the overall experience we provide.
Sitting down with...
Gavel Brews’ O’Connor
What’s the biggest item on your to-do list right now?
We’re working on establishing a membership program to give our guests an opportunity to be more involved in our future developments. This includes access to special beer releases, craft cocktails, featured wines, and other exclusive perks. Strengthening our ties with existing guests and reaching new audiences is a key priority as we position ourselves as a destination brewery.
What’s the most rewarding part of your job?
Giving back through creating experiences is incredibly rewarding. As co-owner and Brand Marketing Director, I am honored to have the authority to make decisions that positively impact our community. I actively cultivate charity partnerships, enabling us to support local and global initiatives that align with our values.
Over the years, I’ve extended my support to numerous groups, each experience reinforcing the importance of giving back to the community.
What was the best advice you ever received?
The details matter. Always listen and retain what people say about what they like and what matters most to them. Surprising them with something in line with the things they love will only make you more connected.
What are some of the adjustments you made with/to your business model surrounding the recent state of events?
O’Connor: How far back do you want to go? When we started in 2014, our initial focus was on distribution. However, as the market evolved, we shifted to an experiential brewpub model.
The Vogt House experience is about more than just beer—it’s about the food, craft cocktails and the overall ambiance. Our beer, brewed on-site, remains the main attraction, but our shareable plates, food menu, and cocktails complement the experience. We are Downtown Tinley Park’s “Brewery on the Block” where guests can enjoy great beer, food and service in a unique setting.
What’s the best thing a customer ever said to you?
A customer left a 5-star review saying, “We recently had a private five-course dinner at BGB, and it was honestly on par with Michelin-rated restaurants I’ve visited! The food was unique, full of a variety of flavors, and each dish was paired with a custom drink. The team reminded me of the show The Bear—all very talented, and the food is crafted with care. Get to Banging Gavel, and you will enjoy your experience!” That review was pretty cool.
What is your favorite brand story?
I admire Goose Island Brewery and aspire to be as wellknown as they are. I also love the Nordstrom brand for how they position their quality products, create exclusive events for their Nordy customers, and make it more than just a shopping experience. My favorite brand evolution is Restoration Hardware; they’ve done an excellent job combining the two with their restaurants and showroom experience.
I may not know their backstory much, but what I’ve experienced at a few of their newer showrooms is amazing. Especially their location in Indianapolis—the grounds and what they did with an estate are breathtaking. The Indianapolis showroom, set in a stunning historic estate, seamlessly blends indoor and outdoor spaces, creating a luxurious and immersive experience that beautifully showcases their home furnishings and design concepts.
From the ground up
Catching up with 911 Restoration’s Miri Offir
In the world of property restoration, the moments following a disaster can feel overwhelming. For 911 Restoration CEO Miri Offir, those moments represent an op portunity—not just to repair what’s broken, but to offer comfort, hope and a fresh start. Under Offir’s visionary leadership, 911 Restoration has evolved from a singlelocation water-damage repair business into a nationwide franchise synonymous with fast, empathetic responses and clear communication during times of crisis.
Offir’s journey to CEO is a testament to her drive, creativity and unparalleled ability to connect with people. Rising through the ranks at 911 Restoration, she brought innovation and strategic thinking to every role she took on. Her natural gift for
communication has been a cornerstone of the company’s growth, enabling her to build strong business relationships and empower teams across the franchise network.
Thanks to her leadership, 911 Restoration isn’t just a service provider—it’s a lifeline for property owners during some of life’s most stressful moments.
How did you get started in the industry?
After serving time in the Israel Defense Force as a military police officer over two decades ago, I emigrated to the U.S., and by pure happenstance, was introduced to 911 Restoration Founder, Idan Shpizear. I believe there are no coincidences or chance encounters, and
Miri Offir
meeting Idan that day perfectly exemplifies this. I started out at 911 Restoration as the office manager—simply grateful to have a job that would help me provide for my two young children.
Coinciding with two decades of gaining experience in almost every department, the brand was eventually due for a change, and I was chosen as the person to take the reins. I felt both humbled and well-prepared to lead the company that had given me so much over the past 20 years. I have served multiple roles during my career at 911 Restoration and as I embraced each role, my skills evolved and so did my responsibilities.
I have welcomed every new opportunity presented along the way, which has helped me to learn every aspect of the business and grow alongside the company.
What are some of the biggest changes you have seen over the past few years?
After more than 20 years, the restoration industry remains an exciting and rewarding space for the company, as its national network of partners grows and the brand continues to enter new markets. Of course, growth is an important goal, so we’re always innovating ways to help franchisees improve the customer experience. Having experienced significant growth in the past year, 911 Restoration anticipates an equally prosperous 2024 and is investing heavily in the brand.
To provide added value to our growing network of trusted insurance partners and national accounts, we rolled out our brand-new Claims Integrity Program™.
This initiative ensures total transparency and guarantees pre-audited estimates and invoicing to cover only the work required to return a property to pre-loss condition, cutting down on additional, unnecessary services that raise costs and prolong the recovery process.
This innovative program establishes 911 Restoration as the first home-service franchise to prioritize ethical standards and checks and balances as a foundation for trusting relationships with insurance carriers.
What opportunities are out there for the industry as we move forward?
Technology will play a huge part as the restoration industry moves forward. Tools that can provide more accurate estimates and software that can replace Xactimate, even AI that will potentially replace humans in that role, will altogether change the industry to make the estimation process more concise and advanced.
Beyond estimates, technology will continue to be a valuable resource in mentorship, expanding search and response criteria with AI. As an industry that generally ebbs and flows with the seasons and remains recession-resistant due to its services, restoration companies who stay behind in technological advances on all levels will face challenges.
For women, it’s important to know that “any” open opportunity is an opportunity for women to make it their own. Don’t let mental barriers hold you back—view open opportunities as your moment to take on a new challenge headfirst if you’re passionate about it and ready to make a change.
What type of trends are you seeing today?
One of the biggest trends I’m seeing is that more restoration companies are opening rapidly, making the space more competitive than ever. This comes at an opportune time, however, we’re also witnessing more severe weather events, which are creating plenty of work for restoration professionals.
Additionally, the plumbing, carpet cleaning, HVAC and construction industries are expanding into restoration as an additional business venture and add-on service.
Expanding from these industries is relatively simple and can be lucrative as a one-stop shop, with each industry providing one or more elements of the overall restoration and remediation process.
We’ve seen it ourselves with more franchisees joining from previous home service backgrounds, as these industries have some parallels to restoration. With similar equipment and practical skills, people in these industries have likely dealt with similar jobs on a smaller scale, and many have participated in at least one or two steps of the remediation process.
aspects of life. The most important lesson I learned on my path to becoming a CEO as a young, single mother is that to make a difference, you don’t have to be brilliant or perfect or even have special skills—you just have to care about what you’re doing and care about those around you.
Throughout my personal and professional life, I have encountered many moments of uncertainty that have required much determination to overcome. Determination, persistence, and consistency are three of the best traits any leader can display to be successful. I believe being
One thing to note about this uptick in service brand transitions to a field like restoration is that this is emergency work and cannot always be scheduled. Our field requires rapid response, many times “after hours” — I jumped in recently to initiate sending a crew across the country after midnight.
As more service-background individuals enter restoration entrepreneurship, they will have to adapt to a 24/7 pace and be prepared for emergencies with every call.
What advice can you share?
I firmly believe that empathy and the aspiration to make a difference are integral to personal growth and essential across all
persistent and showing up every day with the right attitude will take you far in life— and in business.
What’s the best piece of advice you have ever received?
The best piece of advice that I’ve received and that I center my work around is to do everything with people in mind. At the end of the day, our work is all about people, and when working with different personalities, whether customers or employees, it’s important to see who’s in front of you as a person first.
From there, being open to hearing what others have to say—whether it’s a challenge they need help troubleshooting or
listening to them vent after losing a sentimental item in a house fire—there is always more to consider in relationship building. Listening to others and understanding their perspective will help you find a common goal and collaborate to move forward without neglecting others’ opinions and feelings.
What’s the single best thing every woman can do to make sure they continue to get a seat at the table?
The best thing women can do is to show up as their authentic selves with their particular skills and own it. Equal opportunity and success can only be achieved if women support unity themselves to better balance different cultures, personalities, egos, and more. There is almost always something about others that is relatable, and when you see yourself as equal or in someone else’s position, collaboration is supported.
I’m a big believer in just showing up as yourself without investing thought in stereotypes or what others might think. When you approach sharing your voice in a new leadership role, start confidently by introducing yourself, sharing your gifts, vision and passion, and then follow through with your ideas and eagerness to work together towards a common goal.
When you face challenges along the way related to your experience, age or gender, focus on communication—meeting conflict with conversation and empathy can be your biggest strength.
What’s the biggest item on your to-do list?
The biggest item on my to-do list is more of what I want to do daily – forming more partnerships and connections within and outside of my franchise system. No matter what the day is like, I make sure that I spend three to four hours building connections.
One other item that remains on my todo list and often takes more time than I usually have slated in my day is maintaining the culture of 911 Restoration. Helping build and maintain synergy and harmony with more than 30 people in our corporate team can be a challenge, but as CEO, it is important to me to prioritize positivity, creativity and collaboration within our franchise. CCR
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Turning the calendar pages...
We are counting down the days until we ring in 2025. And what a crazy day it has been. For me, it’s up early with my digital hat on, then my publisher’s helmet and hard hat. The evenings are filled with my 1.5 hour trek, shower, re-hydrate, protein dinner, and then back to my desk to catch up on emails.
There are lots of “to do” items in the daily life of David Corson. With that thought in mind, the New Year is strategic. It clears the scoreboard for another year of winning and learning. The scoreboard tells the story of life in general, whether it is business, personal, athletics, whatever it might be. You have a starting point, an end point, and lots of highlights along the way to review, improve and place those value nuggets in your knowledge vault. Hopefully you will have lots of wins—pretty or ugly—they all count and add up.
This year had its share of ups and downs. It was like a roller coaster. There was never a dull moment. I spent this past Thanksgiving being grateful for the road ahead.
The future is bright, my mindset is in the right gear, and I am ready to put the pedal to the metal and get things done on time, on budget and with a smile on my face.
It is better to be busy than not, and 2024 was no exception. As we move toward the end of the year, we are finalizing the details for the interior build phase of our empty nester home. Since we have moved past the inspection for framing, we are ready to let the fun begin. Also, will be producing CCR Issue 12 to cap off the year on a positive note. Next year will feature 12 more digital issues and some new editorial features that I’m sure will peak your interests.
The future is bright, my mindset is in the right gear, and I am ready to put the pedal to the metal and get things done on time, on budget and with a smile on my face. You must have fun at what you do. As they say, when you do, it makes the time go by so much smoother.
So, finish off December strong and with momentum, make sure you have your game plan set to start out of the gate on January 1, and start making that climb to the top of the mountain where the best views can be seen. And don’t forget to live in the moment, and treasure the memories and sights along the way.
I have been writing my publisher’s column since 1999. It continues to be an honor to share my thoughts. I always appreciate your feedback and look forward to many more on the CCR digital locomotive, which is filled with news, content and ideas for your new building and renovation efforts.
Measure twice, cut once. Cheers.
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