Vol. 24, Issue 2, 2024
36 Building community into retail spaces The construction of Teak New York’s flagship showroom in Greenpoint, Brooklyn.
58 Building the future How a Topeka, Kansas high school is raising its technical game.
Planning. Initiative. Passion. If we’re serious about shaping the future of the commercial construction industry, these three words must define how we approach building the next generation of skilled workers.
As we've outlined in the pages of our magazine—and what you have seen out in the field—the labor shortage isn’t a future problem; it’s a now problem. The question isn’t whether we need to act; it’s how aggressively we’re willing to invest in the future. There is some good news out there. Across the industry, from associations, to foundations and industry companies, the wheels are in motion.
The future of our industry is only as strong as the pipeline we build today... The next generation of construction professionals isn’t waiting— they’re here.
Take programs like the “New Faces of Civil Engineering” by the American Society of Civil Engineers’ (ASCE) and the "Next Generation Scholarship" from the NRF Foundation. Each is spotlighting young talent, proving that the future is already here. It's up to us to support it.
And then there are organizations like the Arizona Builders Alliance, which are putting real tools in young hands, giving students the chance to test their skills in competitions that provide a tangible path to careers in construction. Or partnerships like the one between 84 Lumber and the Home Builders Institute (HBI), which are creating training programs that bridge the gap between interest and industry-ready skills.
These aren’t just great initiatives; they’re the blueprint for how we need to think moving forward.
So, what are you doing? As a company, a leader or an individual in this industry, what are you contributing to the next wave of workers? Are you actively involved in mentorship programs? Are you connecting with trade schools, community colleges and workforce development programs? Are you making sure your company is a place where young professionals want to build a career?
The future of our industry is only as strong as the pipeline we build today. So get involved. Support training initiatives. Invest in education. Advocate for workforce development. The next generation of construction professionals isn’t waiting—they’re here. It’s up to us to give them the tools to build their future, and in doing so, secure the future of the industry itself.
Please send us a note and tell us your plan of action. We want to share it with the masses and inspire everyone to get on board.
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.
We have always said, if we do a good job the phones will ring.
Established in 1993, Lakeview Construction, LLC is a national commercial project solution provider specializing in all phases of construction.
From concept to completion, our professional teams deliver quality construction and outstanding service, ensuring on-time schedules and cost-effective project management.
Headquartered in Pleasant Prairie, Wisconsin, we operate across all 50 states
DR. MARK LEE LEVINE
Professor Burns School/ Daniels College University of Denver
BRAD GASKINS Principal The McIntosh Group
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.
GINA MARIE ROMEO Chief Heart Officer & Principal Consultant, Allied RDI
KAY BARRETT
NCIDQ, CDP
Senior Vice President Cushman & Wakefield
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
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
CLINTON “BROOKS” HERMAN Principal Facilities Project Manager, MD Anderson Cancer Center
GARY RALL Vice President of Design and Development Holiday Inn Club Vacations
ROBERT RAUCH Chairman Brick Hospitality
JOE THOMAS Joseph K Thomas Sr. Consulting Senior Consultant Hospitality Engineering
LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality
ANDY BRIGGS, CHA Managing Principal A14 Capital Management
CRAIG WEBER Director of Business Prime Retail Services, US Prime 3 Retail Canada, Inc.
ROB ADKINS, LEED AP CDP Senior Project Manager Cushman & Wakefield
MEGAN HAGGERTY Founder Legacy Capital Investment
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
AARON ANCELLO Facilities Asset Management Public Storage
DEDRICK KIRKEM Facilities Manager Alice + Olivia
BOB MEZA Senior Construction Project Manager Target
DAVID D. DILLON Principal Design Lead, Templates & Standards Chick-fil-A Corporate Support Center
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
MARIE ANTONETTE G. WAITE Founder and CEO Finest Women in Real Estate
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.
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Mordecai
Mordecai has expanded its US presence by debuting at Bergdorf Goodman, building on its existing presence at H. Lorenzo in Los Angeles. The brand, launched in 2022 by Ludovico Bruno, plans to focus more on womenswear and aims to increase its retail footprint to 150 doors worldwide by 2027.
Tania Bulhoes
Brazilian luxury brand Tania Bulhoes has launched its first international showroom in New York City, showcasing its elegant tableware and home scents. The company plans to expand its product line and open a US store while building a new factory in Brazil to support its growth.
Laura Ashley
US brand accelerator Marquee Brands has acquired Laura Ashley from asset firm Gordon Brothers, aiming to enhance its global presence with the British fashion and lifestyle brand’s established reputation. The acquisition includes maintaining Laura Ashley’s UK team and setting up a European headquarters in London, which will contribute to Marquee Brands’ portfolio value of $4 billion. Laura Ashley is expected to grow across new platforms and partnerships.
Lord & Taylor’s
Lord & Taylor’s distinctive cursive logo will return as part of the department store’s online relaunch as a discount luxury retailer under new owner Regal Brands Global. The decision to revert to the script logo, which was originally introduced in 1945, is part of a push to reconnect with the brand’s heritage and restore its reputation for quality.
Ulta Beauty’s MUSE program, launched in 2022, is designed to support beauty brands with founders who are Black, Indigenous and people of color, with resources, insights and $50,000 grants. The 10-week program includes coursework on supply chains, brand strategy, finance management and product development. Each brand is paired with two mentors and the program has already brought Pound Cake cosmetics to Ulta’s shelves.
Burlington Stores is making significant progress in its long-term business model, aiming for $16 billion in sales by 2028. The retailer opened 147 stores this year, primarily 25,000-square-foot prototypes in busy strip malls, and plans to grow by 100 more stores next year as part of the retailer’s goal to add 500 net new stores between 2024 and 2028.
Spanish fashion retailer Mango plans to open 42 US stores this year and 20 more in 2025 as part of a $70 million expansion to reposition it as a premium brand with a focus on its in-house design, quality and style. The company will also open a logistics center near Los Angeles and plans to double its US workforce to 1,200 employees.
Walmart has acquired Monroeville Mall in Western Pennsylvania for $34 million, marking the retailer’s first shopping mall purchase. The mall’s current tenants include JCPenney, Macy’s, Victoria’s Secret, Claire’s and American Eagle Outfitters. Walmart plans to redevelop the site into a retail-focused mixed-use project with Cypress Equities, which will oversee the renovation and manage the property.
Foot Locker has opened its first Kids Foot Locker Reimagined location at Bay Plaza Shopping Center in the Bronx, N.Y. The store is 60% larger than typical Kids Foot Locker locations and features sections such as the “Kick it Club” for try-ons, the “Drop Zone” for new releases and the “Omni-Hub” for order assistance and customization.
Fashion brand Rails is transitioning from a wholesale model to a direct-to-consumer approach, with plans to open four new stores in 2025, including its first menswear store. Founder Jeff Abrams aims for an even split between wholesale and direct-to-consumer sales as retail sales have increased significantly both domestically and internationally.
Golden Time BBQ, a Chinese barbecue restaurant from Vancouver, is set to open its first US location in Houston’s Asiatown this month. Owner Hansen Li, originally from Shandong province, started his barbecue career in 2012 and moved to Canada in 2019. The Houston restaurant will feature traditional shao kao with self-turning grills.
Port of Subs is planning to expand from its current footprint of 135 locations in seven Western states, and President Healey Mendicino believes there could be 500 units in the next six years. The push comes after the acquisition by Area 15 Ventures, as well as the launch of a new loyalty program.
Raising Cane’s aims to convert Norms, an iconic Los Angeles coffee shop, with plans to create a new Raising Cane’s restaurant while preserving key architectural features. Norms, which opened in 1957 on La Cienega Boulevard, is a significant example of Googie architecture, a futuristic design style that gained popularity after World War II. The coffee shop is a historic monument and the conversion will require a review from the Los Angeles Cultural Heritage Commission.
Potbelly’s plans to reach 2,000 units with at least 85% of those being franchised. The chain recently announced six new development agreements, including bringing 32 shops to six states with both new and existing partners. In addition, existing franchisee Royal Restaurant Group has signed an agreement to bring 15 units to Atlanta, a new market for the brand. Development there is scheduled to begin in January 2026.
Subway has introduced Fresh Forward 2.0, a restaurant prototype aimed at enhancing convenience and ambiance with vibrant decor, better lighting and digital features like self-ordering kiosks. The design, which has received positive feedback, will roll out globally in the coming months, with costs expected to be similar to the previous prototype.
McDonald’s has opened its first “On the Go” unit in Los Angeles, a smaller prototype focused on digital and drive-thru orders with no traditional lobby. The location features food lockers for delivery orders and a separate window for mobile order pickups.
Cava is solidifying its market position as a leader in the Mediterranean fast-casual segment with plans to open up 1,000 units by 2032. The company’s strategic menu launches and loyalty program enhancements also contributed to the sales boost.
Gott’s Roadside, a fast-casual restaurant known for its premium “American roadside classics,” is expanding beyond the San Francisco Bay Area for the first time, with a location set to open late next year at the Los Angeles Farmers Market.
Chipotle Mexican Grill opened its 1,000th Chipotlane drive-thru at the end of 2024, a format introduced six years ago to support digital orders. Chipotlanes are in place at nearly 30% of Chipotle’s domestic locations, and at least 80% of the more than 300 units the company plans to open in 2025 will feature Chipotlanes.
Chick-fil-A’s latest innovation, a two-story drive-thru in McDonough, Georgia is designed to streamline service and blend digital and in-person customer interactions, using a second-floor kitchen and a conveyor system to speed up order fulfillment. The drive-thru includes four lanes—two for app-based orders and two for traditional orders—capable of handling 75 cars simultaneously.
A $100 million upgrade is underway at Hilton Aruba Caribbean Resort & Casino, with improvements including a new beachfront hotel tower with 161 guestrooms and an adults-only rooftop club. Renovations will also entail remodeling the property’s existing towers and updating food and beverage concepts.
The 261-room Kimpton Orlando will debut in Florida in 2027 and feature a pool bar and lounge, a cafe, a restaurant and 16,000 square feet of meeting space. The hotel will be part of the Westcourt development, which will offer a 3,500-person events venue, 265 multifamily rental units, 300,000 square feet of office space, outdoor common areas and dining and entertainment space.
A former Princeton University dormitory has been transformed into the new 180-room Graduate Princeton in New Jersey, with the century-old building retaining many of its original details and including multiple references to the history of the town and university. The hotel, which offers a bar, restaurant and 6,000 square feet of public space, is the first Graduate hotel to open since Hilton Hotels purchased the brand.
Choice Hotels International has expanded its Everhome Suites brand by opening properties in Cheyenne, Wyo., and Fayetteville, N.C., and breaking ground in Clarksville, Tenn., in partnership with Highside Companies. These expansions bring Everhome Suites’ portfolio to seven open hotels with more than 20 under construction and more than 65 in the pipeline.
Radisson Hotel Group has completed more than 130 new signings and openings in the Asia-Pacific and Europe, Middle East and Africa regions in the first half of 2024, with the company’s Radisson Blu, Radisson RED and Radisson Collection brands comprising many of the additions to the portfolio. Radisson has more than 1,380 properties under development or in operation in the two regions, with new hotels coming to countries such as Saudi Arabia, France, Tanzania, Italy and China.
Construction is underway on the 115-room Everhome Suites Bowling Green in Kentucky, 123-room Everhome Suites Wichita in Kansas and 115-room Everhome Suites San Antonio in Texas, with all three properties slated for completion in late 2025. Choice Hotels International has 65 of the extended-stay hotels in the pipeline, and over 15 are expected to open in the next year.
The 700-room InterContinental Orlando is coming to Florida in 2028 and will feature five restaurants and bars, a fitness center, a spa, 106,000 square feet of meeting and event space and the Club InterContinental lounge. IHG Hotels & Hotels is developing the property with owner Flag Luxury Group and Unicorp National Developments.
The government of St. Kitts and Nevis has announced a partnership with Ritz-Carlton and Marriott International to build a 135-room luxury resort on the Southeast Peninsula. The project, which is slated to begin construction in fall 2025 and open in 2028, includes 125 guest suites, branded villas and condominiums, multiple dining venues, a spa, swimming pools and beach and kids’ clubs.
Hilton is actively expanding its luxury brand portfolio worldwide, targeting emerging markets with specific strategies such as the hub-and-spoke model. The company is focusing on flagship brands like Waldorf Astoria and Conrad to establish a strong presence before gradually introducing other luxury brands. Through this approach, the brand aims to leverage its diverse brand offerings and cater to localized demands, enhancing its global luxury footprint.
Holiday Inn is undergoing a major overhaul to standardize and modernize its interior design, aiming to attract millennial travelers with mid-century modern aesthetics. The makeover includes redesigned rooms, a centralized entry unit and updated signage.
The Delano at Mandalay Bay officially has rebranded as W Las Vegas, joining the MGM Collection with Marriott Bonvoy. This marks a significant step in the collaboration between MGM Resorts International and Marriott International. The new hotel aims to deliver an upscale all-suite luxury experience on The Strip, with more details on upgrades planned for the property to be announced later.
6,378
The number of U.S. hotel projects in the pipeline in Q4 2024, which includes 746,986 rooms, according to Lodging Econometrics. In addition, there are 1,149 projects with 142,238 rooms under construction. Upper-midscale hotels lead with 2,354 projects.
4.6
The amount, in billions, that the global pet travel services market is expected to hit in 2032, according to a study by Polaris Market Research. In a growing market, nearly 25% of older adults and more than 40% of middle-aged travelers now are bringing pets on trips, according to Allianz Partners USA.
90
The percent of hotels that have plans to reduce greenhouse gas emissions, according to a report from the World Travel and Tourism Council and Greenview. The report also highlights that some luxury hotels are generating their own renewable energy, while nearly 50% of the luxury properties surveyed offer green vehicles.
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“Most
people are now going to have to adapt to what we’re doing and what we’re defining, because we are defining the category.”
— Cava CEO Brett Schulman on how the Mediterranean fast-casual brand is solidifying its market position amid its growth strategy
“We don’t have any plans to have 1,000 stores in the near future. We are growing at a pace that we can sustain.”
— Trader Joe’s Marketing Director Tara Miller on the grocer’s strategy for choosing new store sites
“We
really think about Marriott Bonvoy as our consumer-facing master brand, and our positioning for Bonvoy is that it gives you access to people, places and passions that you love.”
— Marriott Chief Customer Officer Peggy Roe on the brand’s loyalty, personalization strategies
Lobby coffee carts. Late-night dessert cafés. Social lounges. As Gen Z travelers take center stage, hotels are reinventing the look and feel of their offerings. Gone are the days of rigid three-meal-a-day dining. Instead, more globally inspired menus, grab-and-go options and unconventional dining setups are taking hold.
According to a Sabre Hospitality report, 71% say they expect personalized service that reflects their individual preferences, from room setup to dining choices. So, as a growing number of young travelers embracing sober-curious lifestyles, hotels also are having to expand areas like nonalcoholic beverage offerings. That means moving beyond basic mocktails to curated, sophisticated zero-proof drink menus. Hotel bars now offer fresh alternatives for guests who want to connect without cocktails.
At the same time, group travel is making a strong comeback, reshaping hospitality’s approach to shared experiences. Whether it’s communal dining spaces, private event-friendly venues or curated itineraries for friend groups and multigenerational travelers, hotels in 2025 will be all about flexibility and connection.
As the weather took a turn for the cold in the Northeast, SARA headed south for member meetings in Atlanta and Miami. To help kick off the Atlanta meeting, Commercial Construction & Renovation Publisher David Corson and Editor Michael J. Pallerino were on board to network and meet members.
The Atlanta event was hosted by SARA’s Member Regent Christina Toscano, AIA. The Associate Principal with TVS Architecture and Interior Design is one of SARA’s newest future leaders. Held at TVS’ downtown Atlanta offices, the event included a group of architects interested in
The formation of the SARAS NYIT student chapter marks the beginning of a nationwide movement, as its growing community of 500-plus student members begins to organize, connect and shape the future of architecture. A huge shoutout goes to SARAS National Student Head Katrina Deicmane, who led the initiative and set the foundation for future chapters. Also instrumental in the efforts was Cierra Davies, Professor of Architectural Engineering at Midlands Technical College in Clemson, South Carolina. “
“Katrina and Cierra's dedication to founding this student organization has paved the way for the foundation for future chapters, and we wouldn’t be here without them,” says Fabiyan Pembelski, Executive Director, SARA National. “This is just the beginning. If you’re a student or interested in forming a SARA chapter at your school, reach out to us so we can continue to build this incredible community together.”
The Society of American Registered Architects (SARA), a professional organization
learning more about licensure. The discussion was led by Emily Anderson, AIA, NOMA, NCARB, the Outreach Manager, Education + Experience for the National Council of Architectural Registration Boards (NCARB).
“Emily’s depth of knowledge and her unwavering support for aspiring architects cannot be understated,” says SARA National Executive Director Fabiyan Pembelski. “The conversations she had with attendees were invaluable. I am overjoyed to share that three attendees have already committed to taking their first licensing exam. Moments like these exemplify our mission of Architect Helping Architects in action.”
Following the Atlanta meeting, Pembelski headed off to Miami to meet with representatives of its reorganizing Florida Council. “The momentum is strong. I am incredibly excited about the upcoming scholarship initiative that will help support and elevate the next generation of architects in Florida. It’s events like these that remind me why we do what we do. The power of community, mentorship and shared knowledge is what makes SARA so special.”
For more information about SARA, visit www.sara-national.org.
of architects and industry related partners founded in 1956, is a national organization with active councils and chapters throughout the country, as well as international members.
To learn more about the SARA NY Awards, visit www.sarany.org/2025-sara-ny-design-awards.
In today's commercial construction industry, the successful new builds and renovated projects are the ones with every part of the team working in unison to deliver on time, under or on budget and in sync. From design, to engineering, to building and management, the best projects feature the best teams.
That's why Commercial Construction & Renovation is looking for your team. Our eighth annual “CCR Project Profile Awards ” will recognize the best-of-the-best construction projects from the top down with awards for New Construction Project and Renovation Project. Being the best takes a team e ort.
To help select these special projects, we’re building a special committee from our Editorial Advisory Board to pour through the nominations. After they select the projects, we'll identify winners in the following sectors:
So, how do you get your project nominated?
Go to: https://ccrmag.formstack.com/forms/2025_project_profile_form and fill out the online form, then submit all images for award entries to: https://spaces.hightail.com/uplink/BOC
Deadline to submit form: March 21, 2025
Send your nominations forms to David Corson, publisher, at davidc@ccr-mag.com.
When AI becomes too smart for its own good
By Jon Armour
DeepSeek. It sounds like the latest gadget you’d find in a late-night infomercial promising to solve all your problems, right? Unfortunately, DeepSeek is not an
“As Seen on TV” miracle product. Instead, it’s an advanced AI software that’s raising red flags faster than you can say, “Made in China.”
Remember those cheaply manufactured toys that fell apart after a week of playtime? DeepSeek is like the AI equivalent. On the surface, it promises to revolutionize everything from surveillance to personal assistant services. But dig a little deeper and you’ll find it’s as fraught with flaws as a bargain-bin gadget.
One of the most glaring dangers of DeepSeek is its potential for mass surveillance. Imagine Big Brother’s younger, more tech-savvy sibling, capable of analyzing data from every possible source and turning it into a comprehensive profile on individuals. Now, we’re not just talking about knowing your favorite brand of cereal or your go-to workout playlist. DeepSeek can dig
into your personal life with the precision of a surgeon wielding a scalpel.
In the wrong hands, DeepSeek could become an Orwellian nightmare. Think about it: Every move you make; every breath you take, DeepSeek will be watching you. Much like the police, not the band, but the “law and order” ones. This isn’t just paranoid ranting; it’s a genuine concern. The potential for misuse is off the charts.
In an age where privacy feels as rare as a perfectly constructed Ikea dresser, DeepSeek is another nail in the coffin. Sure, it’s all fun and games until your personal data is harvested and used for nefarious purposes. DeepSeek doesn’t just peek through the window— it kicks the door down, rummages
through your drawers like a wardrobe closet in Mar A Lago and then sells the information to the highest bidder.
It’s like buying that suspiciously cheap smartphone from a sketchy website or from a guy in a raincoat on the corner. The price is too good to be true and, before you know it, you’re dealing with a phone that has more bugs than a Watergate office building. With DeepSeek, your privacy is the price you pay—and it’s a steep one.
Remember when factory jobs were shipped overseas because it was cheaper to produce goods there? Well, DeepSeek is the digital equivalent. It is designed to optimize processes and improve efficiency, but in doing so, it is poised to displace
human workers. From data analysts to customer service reps, no one is safe from the DeepSeek invasion.
Picture this: You’re at your job, diligently working away, and suddenly, DeepSeek shows up like an over-enthusiastic intern, eager to take over. Before you know it, you’re out of a job, and DeepSeek is doing it better, faster and cheaper.
DeepSeek’s creators might tout its potential for good—like helping with medical diagnoses or improving disaster response. But let’s be honest: with great power comes great responsibility, and DeepSeek is like handing a toddler a loaded machine gun. The potential for ethical mishaps is enormous. Because traditionally, that’s how the Chinese play.
For example, there’s the issue of bias.
AI, including DeepSeek, learns from the data it’s fed. If that data is biased, AI’s decisions will be too. It is like training a watchdog with a strong aversion to postal workers—things are bound to go wrong. DeepSeek could inadvertently perpetuate biases and make decisions that are unfair or discriminatory. Sounds a lot like our government, and wow, they do all that without AI. Imagine it.
Despite doom and gloom, there’s a silver lining. Awareness is the first step toward mitigating the risks posed by DeepSeek. By understanding its limitations and potential dangers, we can develop safeguards and ethical guidelines to ensure it’s used responsibly.
In the meantime, let’s keep an eye on DeepSeek and treat it with the same skepticism we reserve for those “too good to be true” deals. Just because it’s shiny and new doesn’t mean it’s without flaws. Remember, sometimes the best things come with a higher price tag for a reason.
In the not-so-distant future, Deep Seek, a powerful new AI technology, promised to revolutionize the world of information retrieval. Billed as the ultimate solution to mankind’s quest for knowledge, it could access any database, penetrate the deepest corners of the internet and extract answers to even the most complex questions.
At first, society marveled at its capabilities. Students aced their exams, doctors
made groundbreaking discoveries, and every citizen had the world’s knowledge at their fingertips. But with great power came potential for great abuse, and it wasn’t long before the dark side of Deep Seek began to emerge.
One ominous afternoon, the CEO of TechnoVision, the company behind Deep Seek, received a distressing call. The voice on the other end, laced with panic, relayed that unauthorized users had gained access to Deep Seek. These hackers, driven by malice and greed, saw an opportunity to exploit the tool for their gain.
own set of challenges. As Deep Seek’s capabilities were exploited, cyber criminals orchestrated massive identity theft operations. They siphoned personal data from countless unsuspecting individuals, draining bank accounts, and ruining lives.
The executive received frantic calls from victims, their despair palpable as they struggled to reclaim their stolen identities. With each passing day, his sense of helplessness grew, knowing that even his best efforts couldn’t fully safeguard against Deep Seek’s relentless intrusion.
In an age where privacy feels as rare as a perfectly constructed Ikea dresser, DeepSeek is another nail in the coffin. Sure, it’s all fun and games until your personal data is harvested and used for nefarious purposes.
They began by conducting targeted attacks on political figures, using the AI’s ability to uncover buried scandals, private communications, and personal vulnerabilities. Soon, damaging information was leaked, inciting chaos and mistrust across nations.
In a small town somewhere in America, a high school teacher found herself ensnared in a nightmare. One morning, her peaceful life shattered when an anonymous hacker used Deep Seek to delve into her past. They unearthed an old, misunderstood incident from her teenage years and broadcast it to the world.
Overnight, she became the target of a vicious smear campaign, her reputation in tatters. The school board, under pressure from outraged parents, suspended her. As she battled to clear her name, her students lost a beloved mentor, their education disrupted.
Meanwhile, a cybersecurity executive in a large corporation, grappled with his
As the chaos unfolded, government agencies took notice. Recognizing the existential threat posed by Deep Seek’s unchecked power, they scrambled to establish control. But their attempts to regulate AI were met with resistance from those who valued the technology’s benefits.
The ensuing debate fractured society, pitting security against innovation. Protests erupted, and civil unrest became the new norm as citizens demanded accountability and protection from the malevolent forces unleashed by Deep Seek.
In the midst of this turmoil, a journalist with an unyielding commitment to truth, set out to expose the true extent of Deep Seek’s potential for harm. Through her investigation, she uncovered instances of intellectual property theft, corporate espionage, and blackmail. She interviewed whistleblowers who revealed how Deep Seek’s misuse had crippled industries and destroyed liveli-
hoods. As her reports gained traction, public outrage swelled, and demands for reform reached a fever pitch.
Recognizing the gravity of the situation, TechnoVision’s CEO convened an emergency summit with global leaders, tech experts, and ethical philosophers. They debated tirelessly, seeking a solution to rein in Deep Seek while preserving its potential for good. After days of intense discussions, they forged a plan: a multi-layered security framework, stringent access controls, and a global oversight committee to monitor AI’s use.
While the implementation of these measures was far from flawless, it marked the beginning of a new era. Society’s experience with Deep Seek served as a stark reminder of the dual-edged nature of technological advancement. The world learned that harnessing the full potential of AI required not only innovation but also a deep commitment to ethical responsibility and vigilance.
In the U.S. we have AI standards of ethical responsibility, the “AI Bill of Rights;” however, in China and other nation states those values may be skewed toward government visions and in enriching political leaders. AI in those nations is used to spy on citizens, steal technology and personal information, and to subject its users to the scrutiny of government social standards.
In the hypothetical examples above, AI was used invariably for bad purposes with the superficial optics of doing good things for society and the expansion of technology, leveraging efficiencies and purporting creative and artistic means.
The safeguards and guidelines created here in the U.S. are important to creating an environment of trust for users, but buyer beware, if an evil intent can be sewn into the fabric of AI and the ways that it mines information, I assure that it will. It is imperative that as we move forward with AI’s intentions to help humans, that we don’t let bad players distort its use for nefarious schemes.
Jon Armour is a contributing 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 a certified Project Management Professional (PMP), Certified Construction Manager, IT infrastructure Program Manager, and a published author of “Branded” a popular Western Genre fiction novel and “Intertwined” a faith and spiritually based book. He resides in Magnolia, Texas.
Managing costs while pursuing sustainable development initiatives and overcoming environmental challenges in commercial real estate requires deep knowledge of financing options, regulatory factors and certification requirements. Affordability can be achieved much more efficiently by partnering with a specialist in cost management, support that extends beyond consultation to actively provide actionable insights.
The role of project management consulting can be critical in not only meeting sustainability demands and reducing costs, but it also can ensure timelines and regulatory requirements are met.
Adoption of statewide building performance standards (BPS) continues to rise, building on the implementation of sustainable practices already established by organizations such as the U.S. Green Building Council’s (USGBC), Leadership in Energy
By Conrad Gorny
and Environmental Design (LEED) and the Building Research Establishment Environmental Assessment Method (BREEAM).
There are many factors to examine when establishing and meeting sustainability goals, chief among them rating systems, environmental considerations, federal acts and orders, affordability, and socio-economic drivers. Understanding these various aspects can be overwhelming, but choosing the right consulting partner with expertise to
guide the process and simplify requirements can often be a critical step.
Decarbonization has quickly become synonymous with sustainability. In April 2024, the U.S. Department of Energy (DOE) established a national strategy for the building sector to decarbonize the U.S. economy by 2050. Specifically, according to the Office of Energy Efficiency and Renewable Energy, the blueprint “aims to reduce greenhouse gas emissions from U.S. buildings 65% by 2035 and 90% by 2050 vs. 2005 while centering equity and benefits to communities.”
While the DOE strategy serves as a roadmap, the U.S. Securities and Exchange Commission (SEC) adopted final rules earlier in 2024 requiring publicly traded companies to disclose climate-related information in their financial filings, which includes Scope 1 and Scope 2 greenhouse gas emissions (depending on the company size). And of course, decarbonization, by definition, is the reduction of greenhouse gas emissions.
There also are efforts and regulatory requirements at the state level. California, for example, has a statutory goal of achieving carbon neutrality by 2045. And while this can seem overwhelming, there are experts in dissecting these various guidelines and requirements to simplify the process. A consulting partner can leverage tools such
as energy efficiency assessments to break down costs and identify opportunities for energy use and carbon emissions reductions to help adapt to the DOE roadmap while adhering to specific mandates when and where necessary.
On the east coast, New York is continuing to push Local Law 97 (LL97) requirements set to go into effect in 2025. Under this law, most buildings over 25,000 square feet will be required to meet new greenhouse gas emissions limits and the city has targeted a reduction of 40% by 2030. Meeting these new limits can also be achieved by partnering with an expert in energy efficiency practices.
Industry rating systems and assessment methods such as LEED and BREEAM continue to advance initiatives such as decarbonization, ecosystem restoration and human comfort. These systems establish ways to assess a building's environmental performance and can include measures such as heat pump installations, air tightness of an overall building and energy-saving installations in general.
LEED v5, the latest version of the rating system targeted for open registration in early 2025, narrows in on three key pillars: decarbonization, quality of life and ecological conservation and restoration. This next evolution of standards is intended not only to improve existing buildings but also to future proof buildings for anticipated and more stringent sustainability drivers. According to the USGBC, the three pillars are outlined as follows:
> Decarbonization by targeting reductions in operational, embodied, refrigerants, and transportation emissions
> Quality of life by improving health, wellbeing, resilience, and equity for building occupants and their communities, making spaces not just environmentally friendly but also people friendly
> Ecological conservation and restoration by emphasizing strategies that limit environmental degradation and contribute to the restoration of ecosystems, ensuring that our built environment exists harmoniously with nature
BREEAM, a global certification system for built environment solutions to reduce carbon emissions to net zero, focuses on six key pillars: net zero carbon, whole life performance, health and social impact, circularity and resilience, biodiversity and reporting. Assessment categories include energy, land use and ecology, materials, resilience and management. While different in structure than LEED, the end goal is the same: reduce environmental impact, achieve carbon neutrality and support sustainability.
Net-zero energy buildings represent a significant advancement in sustainability, aiming to align renewable energy production with consumption. Standards and incentives designed to achieve carbon neutrality provide a path forward for environmental responsibility, energy efficiency, and economic practicality within the commercial construction sector.
Industry rating systems and assessment methods such as LEED and BREEAM continue to advance initiatives such as decarbonization, ecosystem restoration and human comfort.
The Inflation Reduction Act (IRA) created significant large-scale construction opportunities in sectors such as clean energy with new incentives aimed at reducing carbon emissions and encouraging sustainable practices.
According to Linesight’s recent IRA Guidebook, between August 16, 2022 and May 3, 2024, a total of 585 clean energy projects have been announced, with the potential to create 312,900 jobs valued at $361 billion, which includes 173 new battery manufacturing sites, 137 new or expanded electric vehicle manufacturing facilities, 166 solar and wind manufacturing plants, among other notable projects.
But this surge in clean energy projects has not come without its challenges, including compliance, cost and funding. And while the impact the new adminis-
tration will have on the IRA is still unclear, many industry organizations and politicians continue to advocate for energy efficiency and manufacturing incentives.
In addition, there have been efforts to achieve net zero. Take the Federal Sustainability Plan, which aims to boost American clean energy sectors and tackle climate change. This order is designed to drive significant improvements in building sustainability, encouraging energy efficiency enhancements such as better insulation and smart HVAC systems. The plan also supports the adoption of renewable energy sources to decrease dependence on traditional, carbon-heavy power and promotes the modernization of building infrastructure through smart technologies to improve energy management.
The Federal Sustainability Plan further emphasizes the importance of green
building certifications, including LEED and ENERGY STAR, by offering financial incentives to encourage compliance with high sustainability standards. It lays the foundation for resilient building design, enhancing structures' ability to cope with environmental challenges. By setting a precedent with federal buildings, the order aims to drive the nationwide adoption of sustainable construction and operational practices from which the commercial sector can adopt.
Several factors come into play when it comes to affordability in commercial spaces. Advancements in construction technology are reducing premiums as the labor force adapts to new methods; however, due to limited demand and availability of advanced materials, net-zero building initiatives continue to incur higher costs.
The efficiency of building components is becoming a top aspect of leases' decisions, potentially benefiting owners who invest. Companies seeking to rent or lease space consider factors like building envelope and mechanical, electrical and plumbing core services for their impact on operational
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costs. As a result, buildings with net-zero initiatives can lead to higher rental prices for property owners due to the high-performance building components.
Compared to new construction, retrofits may pose a challenge in net zero initiatives due to spatial limitations and existing conditions of the building that may have been hidden. Both provide opportunities to consider passive and active strategies. Passive strategies focus on minimizing energy use through recycling/repurposing existing elements and incorporating efficient equipment, low-energy systems, thermal improvements and architectural design using sustainably sourced materials, all of which could be incorporated at little to no premium.
Active strategies, like renewable energy, should also be explored to maximize energy efficiency. It is crucial to examine the long-term cost impact of implementing net-zero technology when making property investments—while initial premiums may
be incurred, advanced building components offer benefits over time such as reducing heating and cooling costs, while management systems lower operational costs by optimizing energy usage.
Setting an accurate budget is crucial in the initial stages of a project, which involves transparent communication of net-zero strategies, specifying building type, total area, assumed construction materials, net-zero elements, risk allowances, procurement strategies and benchmark data for stress testing.
As the design progresses, the cost manager role transitions into continuous budget development, management and stress testing, aligning with design updates. Cost managers ensure real-time information sharing with the project team, emphasizing a flexible and collaborative approach. Strategies for net-zero energy buildings may undergo iterations, and furnishing accurate cost data during option consideration proves
invaluable, but collaboration is essential. Cost managers aim to communicate accurate, clear and concise cost data to key decision-makers throughout the project, ensuring that various parties contribute to overall success.
Achieving a greener future means embracing net-zero energy building principles and its drivers, but that can’t be done without a clear, practical understanding of financial hurdles in addition to policies, environmental factors and rating systems to certify buildings and validate efforts.
With the right consulting partner, the process includes simplifying these details, examining incentives, identifying key factors and challenges such as regulatory compliance, supply chain dynamics, workforce availability and the integration of advanced technologies. These considerations are essential for ensuring the success and sustainability of large-scale construction projects. www.usgbc.org/leed/v5 CCR
Conrad Gorny is an Associate Director at Linesight, with over 13 years of experience in the construction industry. He has delivered projects across the Americas, United Kingdom, and Australia in sectors such as retail, commercial real estate, residential, industrial, and healthcare. Conrad is proactive in exploring and implementing sustainable practices into his projects.
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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.
The American Society of Civil Engineers (ASCE) has announced the “2025 New Faces of Civil Engineering” in the Collegiate category. The New Faces of Civil Engineering program highlights and celebrates up-and-coming civil engineering students’ academic and professional achievements.
The NRF Foundation has announced the five undergraduate finalists of the NRF Foundation Next Generation Scholarship, the organization’s premier scholarship competition for students who have demonstrated leadership skills, previous retail experience and a passion for making an impact in the retail industry.
The Arizona Builders Alliance’s “SkillsUSA Region 6 Construction Competition” showcased the talents of more than 140 Southern Arizona high school students on Friday, Feb. 7, at Catalina High School in Tucson. From 8 A.M. to 2:30 P.M., student builders put their construction skills to the test across seven trade categories, with industry professionals serving as judges.
Read More HERE
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The construction of Teak New York’s flagship showroom in Greenpoint, Brooklyn
By Caitlin Maestrini
Since our founding in 2021, Teak New York has grown and evolved tremendously. We began as a 60-square-foot pop-up in NoHo, Manhattan, and the following year moved to our previous 600-square-foot Greenpoint storefront, where it became clear that we were rapidly outgrowing the space.
In November 2023, we signed a lease for our new space at 34 Norman Avenue—a 4,000-square-foot warehouse with loads of potential. Then, it was little more than a shell—dirt floors and bare brick walls—but we knew it was “the one.” The natural light pouring in through new skylights and the industrial charm of brick walls and wooden beams immediately spoke to the Scandinavian aesthetic we wanted to bring to life. Plus, Greenpoint—one of the first neighborhoods I was introduced to when I moved to New York—always felt like home. Its casual yet vibrant community, coupled with its growing reputation as a design district, made it the perfect spot for us. Its proximity to our previous Brooklyn location meant we wouldn’t be leaving behind our original supporters, but rather expanding our presence in the neighborhood we already loved.
While the construction phase was challenging, the result was worth every hurdle. Despite initial plans to retain the natural red color of the brick walls, we had to pivot due to an old sage green paint that couldn’t be removed.
This was our first construction project, and it was a learning experience from start to finish. We were fortunate to work with architect John Senisi who skillfully guided us through each step of the process. What made the project so successful was that our goal was clear: We needed a space that could house our growing collection of Scandinavian furnishings while also providing a welcoming environment where New Yorkers
could experience these designs as they are meant to be—within the context of daily life. The space we inherited had previously been a factory for zipper parts and was later used for storage, leaving us with a blank canvas to create something truly special.
As is often the case with first-time projects, construction was filled with surprises. From managing costs to navigating unexpected challenges with material
selection, every step required careful consideration. We started with a large open room, which was transformed with the installation of a brand-new concrete floor and walls reinforced with plywood to easily hang everything from shelving units and fabric samples, to art, decor and furnishings themselves.
While the construction phase was challenging, the result was worth every hurdle. Despite initial plans to retain the natural red color of the brick walls, we had to pivot due to an old sage green paint that couldn’t be removed. Instead, we embraced a clean white wash, adding a touch of modernity while maintaining the space’s industrial roots.
The material choices throughout the space reflect Scandinavian principles of simplicity and functionality. The slightly polished concrete floor and solid, subtly colored walls serve as a neutral backdrop, allowing the quality and craftsmanship of the furniture to shine.
Our master builders travel wherever our customers want to grow. Decades of cross-country construction allow us to build a Wesco in the northern Michigan snow and ensure that a Real Seafood in Florida adheres to hurricane building codes.
Opening a physical retail space in today’s e-commerce-dominated market is not without its challenges, but it’s also incredibly rewarding. For those feeling discouraged, note that brick-and-mortar stores offer something unique—an opportunity to build a community around your brand.
Our team of local carpenters built out the café space for Falu House to bring traditional Nordic pastries and light bites to our customers in a charming setting. Doing so required the careful configuration of all the right hookups and just the right amount of dedicated square footage for the team to work its magic.
With construction complete, we eagerly moved on to styling the space. We worked closely with our partners at Montana Furniture to curate vignettes that mix whimsical décor pieces with high-quality furnishings, creating cozy, home-like environments that still retain the shoppable nature of our previous spaces. Sample swatches and fabrics are displayed like art, and our Teak tags invite visitors to take a little piece of hygge home with them.
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Opening a physical retail space in today’s e-commerce-dominated market is not without its challenges, but it’s also incredibly rewarding. For those feeling discouraged, note that brick-andmortar stores offer something unique—an opportunity to build a community around your brand.
As for embarking on a renovation project, my advice is simple: make sure you have a good architect and project manager by your side. Construction always takes longer and costs more than expected, but with the right team, the result is a space that truly reflects your brand’s mission and values. CCR
Caitlin Maestrini didn’t set out to revolutionize the way New Yorkers experience Scandinavian design. But today, after just a few short years, the founder of Teak New York’s home decor and furniture store has built more than just a retail space; she’s created a design destination. What started as a modest 60-square-foot pop-up in 2022 has evolved into a thriving flagship that blends retail with hospitality, collaboration and community.
Raised in Western Pennsylvania, just outside of Pittsburgh, Maestrini initially pursued a career in art education, earning her degree and spending four years teaching high school students. But a deep-seated passion for architecture and design—fueled by her time as a guide at the iconic Fallingwater—led her to New York City. There, she pursued a master’s in Art Business at Sotheby’s Institute of Art. Unlike many of her peers, her focus wasn’t on fine art, but on furniture and interiors—a distinction that would later define her career.
While studying, Maestrini gained hands-on experience in the design world, interning at the Collective Design Art Fair and working at SoHo House, where she admired the seamless integration of hospitality and aesthetics. A transformative semester in London allowed her to explore Europe’s design capitals, deepening her appreciation for Scandinavian craftsmanship. Yet, upon returning to New York, she struggled to find authentic Nordic pieces for her own home.
That realization planted the seed for Teak. With experience at 1stDibs and FLOS, she recognized the market gap and took a leap, launching a pop-up in NoHo. The overwhelming demand proved what she suspected— New Yorkers were hungry for timeless, minimalist, and functional Scandinavian design.
Today, Teak’s flagship store is more than just a retail space. It’s a place where design lovers gather for coffee, events and inspiration—a testament to Maestrini’s vision and the power of risk, resilience and a love for great design.
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Professional Design and Project Management Services for the Retail, Restaurant, Hospitality, Entertainment and the Commercial Markets.
Discover the brands shaping the future of fixtures in commercial construction. Our latest survey highlights top manufacturers driving innovation across retail, hospitality, healthcare, and more. See which companies are setting the standard—or find out how to get involved. To get included, contact Publisher David Corson at davidc@ccr-mag.com.
Acrylic Design Associates
Paul Richardson, VP, Marketing 6050 Nathan Ln N Minneapolis, MN 55442 (763) 559-8395
info@acrylicdesign.com • www.acrylicdesign.com
Fixture Products/Materials: Acrylic, Display Cases, Endcaps, Kiosks, POP, Veneers, Wallcoverings, Wood
Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Family, Cannabis, Mixed-Use, Craft Brew, Industrial, Other: Banking/Financial
Bella Innovative Modern Cabinetry
Courtney Hogue, CEO/Director of Sales and Marketing 2410 Main Street Huntertown, IN 46748 (260) 338-2577
courtney@bellaimc.com • www.bellaimc.com
Fixture Products/Materials: Cabinets Markets Served: Hospitality, Restaurants, Education, Multi-Family
Bradley Company
Abigail Heppe, Senior CRM Marketing Specialist W142 N9101 Fountain Blvd. Menomonee Falls, WI 53051 1-800-BRADLEY • Fax: (262) 251-5817
abigail.heppe@bradleycorp.com www.bradleycorp.com
Fixture Products/Materials: Bathroom Fixtures
Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Mixed-Use, Craft Brew, Industrial, Other: Airports, Travel
Ceiling Outfitters
Thomas Stanley, President 2445 Midway Rd., 103 Carrollton, TX 75006 (972) 588-1555
Cell: (214) 325-8203
Fax: (866) 525-0687
tstanley@ceilingoutfitters.com www.ceilingoutfitters.com
Fixture Products/Materials: Cable & Rod System, POP, Other: Sign Hanging Systems and Hardware
Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal
Daich Coatings
Kathleen Ziprik, PR Representative 511 Fox Hollow Lane Mills RIver, NC 28759 (828) 890-8065
ziprikpr@gmail.com www.daichcoatings.com
Fixture Products/Materials: Fixtures Surface Coatings
Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Family, Cannabis, Mixed-Use, Craft Brew, Industrial
Delta Commercial
Robert Peters, Business Development Leader 55 East, 111th Street P.O. Box 40980 (46280) Indianapolis, IN 46280 (317) 848-1812
Cell: (602) 531-7036
Fax: (317) 574-5567
www.deltafaucet.com/commercial robert.peters@deltafaucet.com
Fixture Products/Materials: Other: Plumbing
Markets Served: Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Multi-Family
DuPont
Corian Design, Contact Center 200 Powder Mill Road Wilmington, DE 19803 1-800-426-7426 www.coriandesign.com na-info@dupont.com
Fixture Products/Materials: Acrylic, Islands/Back Islands, Wallcoverings, Other: Solid Surface, Quartz, High-Performance Porcelain Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Multi-Family, Mixed-Use, Other: Residential, Transportation Terminals
East To West
Dean Nichol, President 514 Larkfield Rd., Suite 3A East Northpoint, NY 11731 (631) 368-2269
Fax: (631) 368-2267
www.easttowestsales.com • dean@easttowestsales.com
Fixture Materials: Kiosks, Veneers, Wallcoverings, Wood, PPE, All Flooring
Markets Served: Retail, Healthcare, Corporate, Education, Shopping Malls, Craft Brew/Distillery, Office, All
Fenco Solutions
Kelly Burnette
VP Sales & Business Development 4422 Route 130 Burlington, NJ 08016 (690) 960-4192
Kelly.Burnette@fencosolutions.com www.fencosolutions.com
Fixture Products/Materials : Cabinets, Cashwraps/Checkout Counters, Display Cases, Endcaps, Islands/Back Islands, Kiosks, Metal, Architectural Millwork, Wood Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Federal, Cannabis, Craft Brew, Industrial
Flexecution
Nick Harbaugh
VP The Americas 16601 Blanco Road, 200 San Antonio, TX 78232 (888) 611-3539
Cell: (858) 752-1168 • Fax: (210) 481-3798
nickh@flexecutioninc.com
Fixture Products/Materials: Acrylic, Backroom Storage, Cabinets, Cable & Rod System, Cashwraps/Checkout Counters, Display Cases, End Caps, Garment Racks, Gondolas, Rid racks/Grid Systems, Islands/Back Islands, Kiosks, Metal, Architectural Millwork, Pallets & Pallet Racking, Perimeter, POP, Shelving, Slatwall, Furniture/ Upholstery, Veneers, Wallcoverings, Wire, Wood Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Family, Cannabis, Mixed-Use, Craft Brew, Industrial
Genesis Global Inc
Terry Lee Eggert, CEO 86 Gaston Westbrook Avenue Suite #747 Emerson, GA 30137 (770) 975-7910 ext 203 (770) 335-6498
teggert@genesisglobalinc.us
Fixture Products/Materials: Acrylic, Backroom Storage, Cabinets, Cashwraps/Checkout Counters, Display Cases, Endcaps, Gondolas, Islands/Back Islands, Kiosks, Architectural Millwork, Perimeter, POP, Refrigerated Cases, Furniture Upholstery, Wire, Wood Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Federal, Multi-Family, Mixed-Use, Industrial, Grocery, Department Store, Commercial
GH Furnishings
Gary Cardono, President/CEO 6 Meghan Circle Greenville, RI 02828 (401) 595-2610
garyc@ghfurnishings.com www.ghfurnishings.com
Kingsmen Projects US
Stephen Hekman, Executive Vice President 7157 Colleyville Blvd, Suite 101 Colleyville, TX 76034 (619) 719-8950
www.kingsmenprojects-us.com
stephen@kingsmen-usa.com
Fixture Materials: Acrylic, Backroom Storage, Cabinets, Cashwraps/ Checkout Counters, Display Cases, Garment Racks, Gondolas, Islands/ Back Islands, Kiosks, Architectural Millwork, POP, Shelving, Slatwall Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Shopping Malls, E-Entertainment
KRG Enterprises.com
Denise Owens, Business Development 9901 Blue Grass Rd Philadelphia, PA 19114 (440) 433-0508
dowens@krgenterprises.com
www.krgenterprises.com
Fixture Products/Materials: Acrylic, Backroom Storage, Cabinets, Cashwraps/Checkout Counters, Display Cases, Endcaps, Garment Racks, Islands/Back Islands, Kiosks, Metal, Architectural Millwork, Perimeter, POP, Shelving, Slatwall, Furniture Upholstery, Veneers, Wallcoverings, Wood| 360 Design-Build-Install, Deliver Markets Served: Retail, Hospitality, Healthcare, Restaurants, MultiFamily, Cannabis, Mixed-Use
Lotus Fixture
Tricia Mayer, Director of Sales 7511 Greenwood Ave N #103 Seattle, WA 98103 (951) 757-0017 (951) 757-0017
triciam@lotusunited.com www.lotusfixture.com
Fixture Products/Materials: Plumbing, Sinks, Faucets/Shower, Bathroom Accessories, Cabinets & Hardware, Mirrors, Elevator Panels, Custom Entry Doors, Custom Furniture Wayfindings, Room Panels, Pendant, Specialty Barn Doors, Custom Doors Markets Served: Hospitality, Healthcare Restaurants, Corporate, Multi-Family, Mixed-Use|Industrial
Lotus United
Tricia Mayer, Director of Sales 7511 Greenwood Ave N #103 Seattle, WA 98103 (951) 757-0017 (951) 757-0017
triciam@lotusunited.com www.lotusunited.com
Fixture Products/Materials: Furniture Upholsters, Banquettes and Custom Casegoods Markets Served: Hospitality, Restaurants
Fixture Products/Materials: Cashwraps/Checkout Counters, Display Cases, Endcaps, Garment Racks, Gondolas, Kiosks, POP, Shelving Markets Served: Retail, Hospitality, Corporate
LX Hausys America
Megan Benedict, Senior Account Manager
3480 Preston Ridge Road, #350 Alpharetta, GA 30005 (866) 544-4622
meganb@spauldingcommunications.com www.lxhausys.com/us
Fixture Products/Materials: Acrylic, Wallcoverings, Quartz Surface, Solid Surface, Porcelain Surface, Resilient Flooring, Panel Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Famil, Mixed-Use, Industrial
Niagara
Jenni Steele, VP of Marketing
300 Old Gerault Road Flower Mound, TX 75077 (888) 733-0197
Fax: (682) 200-6962
www.pro.Niagaracorp.com
jsteele@niagaracorp.com
Fixture Products/Materials: Other: Toilets Markets Served: Retail, Hospitality, Healthcare, Corporate, Education, Federal, Multi-Family
Panel Processing, Inc.
Stacy LaFleche, National Marketing Manager 1030 Devere Drive Alpena, MI 49707 (989) 358-4211
slafleche@panel.com www.panel.com
Fixture Products/Materials: Acrylic, Cabinets, Cashwraps/ Checkout Counters, Display Cases, Endcaps, Gondolas, Islands/Back Islands, POP, Shelving, Slatwall, Wallcoverings Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Family, Cannabis, Mixed-Use, Craft Brew, Industrial
Porcelanosa
Carlos Monsonis, National Sales Director
600 NJ-17 N Ramsey, NJ 07446
Cell: (551) 264-3420
cmonsonis@porcelanosa-usa.com www.porcelanosa.com/us
Fixture Products/Materials: Cabinets, Cashwraps/Checkout Counters, Kiosks, Architectural Millwork, Veneer, PORCELAIN SLAB Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Family, Industrial, Other: Hygiene Critical High Touch Surfaces
Prime Retail Services Inc.
Donald Bloom, President & CEO 3617 Southland Dr. Flowery Branch, GA 30542 (866) 504-3511
Fax: (866) 584-3605
www.primeretailservices.com dbloom@primeretailservices.com
Fixture Materials: Fixture Installation for Backroom Storage, Cabinets, Cashwraps/Checkout Counters, Display Cases, End Caps, Garment Racks, Gondolas, Kiosks, Metal, Architectural Millwork, Pallets & Pallet Racking, Perimeter, POP, Shelving, Slatwall, Wood
Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Housing
Rockerz Inc
Dominika Smith, Director of Business Development 100 Commonwealth Dr. Warrendale, PA 15086 (724) 553-4023
www.rockerzinc.com dsmith@rockerzinc.com
Fixture Materials: Polished Concrete, Tile Removal
Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Cannabis, Craft Brew/ Distillery, Office, Industrial
Sauder Building Products
Jonathan Zublena Executive Vice President 303 West Barre Road Archbold, OH 43502 (800) 472-2722
Fax: (419) 446-4911 sauderclosets@sauder.com www.sauderbuildingproducts.com
Fixture Products/Materials: Cabinets Markets Served: Multi-Family
Sloan
Alison Heitman, Director, Global Marketing Communications 10500 Seymour Ave Franklin Park, IL 60131 (847) 994-3214
alison.heitman@sloan.com www.sloan.com
Fixture Products/Materials: Commercial Restroom Products
Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Family, Industrial
Sparks Marketing LLC
Angel Carra, President, Retail 2828 Charter Rd Philadelphia, PA 19154 (215) 671-8827
acarra@wearesparks.com www.wearesparks.com
Fixture Products/Materials: Acrylic, Cabinets, Cashwraps/ Checkout Counters, Display Cases, Endcaps, Garment Racks, Kiosks, Metal, Architectural Millwork, Perimeter, Wood Markets Served: Retail, Corporate, Shopping Malls, Cannabis
T&S Brass and Bronze Works, Inc.
Ken Gallagher, VP Global Sales 2 Saddleback Cove Travelers Rest, SC 29690
kgallagher@tsbrass.com www.tsbrass.com
Fixture Products/Materials: Faucets, Fittings, Specialty Products, Accessories for the Foodservice, Industrial, Commercial Plumbing and Laboratory Markets
Markets Served: Hospitality, Healthcare, Restaurants, Corporate, Education
TC Millwork, Inc
Layne Cardellini, Account Executive
3433 Marshall Lane, Upstairs Bensalem, PA 19020 (215) 245-4210 (610) 751-5961
l.cardellini@tcmillwork.com www.tcmillwork.com
Fixture Products/Materials: Cabinets|Cashwraps/Checkout Counters|Display Cases|Garment Racks|Gondolas|Metal|Architectural Millwork|Perimeter|Shelving|Slatwall|Wood, LED UL Listed Fixture for Perimter, Gondolas & Showcases
Markets Served: Retail, Hospitality, Healthcare, Restaurants, MultiFamily, Cannabis
Trial Design Inc.
John French, Director of accounts and business development
570 boul des Erables Valleyfield, Quebec J6T 6G4 (450) 370-1377
jfrench@trial-design.com www.trial-design.com/en
Fixture Products/Materials: Acrylic, Cabinets, Cashwraps/ Checkout Counters, Display Cases, Metal, Architectural Millwork, Perimeter, Furniture Upholstery, Veneers, Wood
Markets Served: Retail, Hospitality, Restaurants, Cannabis
Wayne Dalton
Alexandria Ligorotis, Brand Manager 2501 S. TX-121 Bus Lewisville, TX 75067 (469) 549-7100
info@wayne-Dalton.com
www.wayne-dalton.com
Fixture Products/Materials: Metal, Garage Doors, Access Systems
Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal, Multi-Family, Mixed-Use, Craft Brew, Industrial
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How a Topeka, Kansas high school is raising its technical game
By Brian Fuemmeler
The new Innovation Center at the Washburn Rural High School (WRHS) in Topeka, Kansas is a cutting-edge addition to the Auburn-Washburn USD 437 District’s educational landscape, designed to serve the needs of the district’s growing Career and Technical Education (CTE) programs.
The project includes renovation of existing facilities and a new 50,000-squarefoot Innovation Center, which includes stateof-the-art spaces for wood and metal shops, a bioscience lab, a robotics lab, and much more. The Innovation Center represents a commitment to enhancing the learning environment for students in the district.
From overcoming logistical challenges on an active campus to working closely with
teachers and administrators to ensure the spaces would meet evolving needs, McCownGordon Construction’s goal with this project was to create a lasting, impactful learning space that prepares students for the future.
The decision to expand the CTE space with the new Innovation Center was driven by a need for more modern, flexible, and specialized classrooms and labs that could support the district’s expanding offerings.
Despite these challenges, attention to detail and proactive problem-solving kept the project on track, ensuring that the Innovation Center would meet the district’s needs without compromising scope elements, schedule, budget or quality.
Currently, the district offers 18 career- and technical-focused programs approved by the Kansas Department of Education, with 75% of eligible students involved in at least one program during their high school years.
The project also included the renovation of existing facilities, such as the Family and Consumer Sciences (FACS) area, to ensure that the entire educational experience could be improved, not just the new addition.
McCownGordon was brought in as the construction manager early on, playing a key role in shaping the project alongside the design team at HTK Architects. The firm’s preconstruction team worked with the architects and the district to refine the design and ensure it would meet the district’s educational goals.
“From the beginning, we were involved in design discussions, and we worked closely with the school’s stakeholders— from maintenance staff to teachers and principals—to make sure we understood the space’s intent and offered constructability feedback throughout the design,” says Clinton Trickey, McCownGordon’s Superintendent on the project.
This early collaboration set the tone for the rest of the project. McCownGordon integrated stakeholders into the conversation and kept communication channels open to ensure that every detail of the Innovation Center, from the layout to the materials used, was fine-tuned to fit the district’s needs.
One of the key challenges McCownGordon faced was working on a construction site located within an active school campus with more than 2,000 students. The team needed to be mindful of daily school activities and minimize disruption to the students and staff. From traffic management to noise control, the construction team worked to keep the environment safe and operational, even phasing a majority of the build to take place during summer breaks.
As construction began, the team discovered a high-water table, which presented complications when drilling
the piers for the new addition. The team had to pump out groundwater to ensure the piers were installed correctly and only drilled what could be completed in a single workday because any open holes would fill with ground water overnight.
The building’s design posed unique challenges. With multiple angles and unique architectural features, the structural steel erection process was more complex than typical buildings. Preinstallation and coordination meetings with multiple trade partners occurred in advance of installation. The entire team worked together to address potential conflicts early, ultimately preventing them from becoming larger issues.
An integrated greenhouse was an essential feature of the facility. But as a delegated design tied into the building’s structure, it needed to be installed to enclose the upper floor of the addition and prevent moisture from entering the building. Once the supplier was secured and details of the greenhouse’s construction requirements were known, the team acted quickly to finalize the design and construction drawings.
Despite these challenges, attention to detail and proactive problem-solving kept the project on track, ensuring that the Innovation Center would meet the district’s needs without compromising scope elements, schedule, budget or quality.
The materials and construction techniques used in the Innovation Center reflect both the cutting-edge nature of the project and the functional needs of the CTE programs.
The flooring includes both polished concrete and epoxy. The epoxy flooring required more than 50 days to install and fully cure, making sequencing of the project crucial to maintaining the overall schedule. “The epoxy installation was one of the most time-consuming processes,” Trickey says. “But it was essential to the long-term durability of the building, especially in high-traffic areas like the corridors, restrooms, and lab spaces.”
In addition to the functional materials, the design incorporates natural elements like glulam beams and tongue-and-groove wood decking
The Innovation Center was designed to support hands-on learning. A key element of the curriculum in the wood shop is building a full-size house. Previously, the class’s activities and experiences were beholden to the weather, completing projects outside while exposed to the ever-changing Kansas weather.
The new wood shop includes a 22-foot-wide by 17-foot-tall garage door—the largest of its type installed in the region—to allow the class to build inside year-round. Once near completion, large projects, like a house, can be easily moved outside, marking a significant upgrade in convenience and efficiency.
The wood shop features a 22-foot-wide by 17-foot-tall garage door— the largest of its type installed in the region—to accommodate the build of a full-size house as part of the class’s hands-on curriculum.
One of the standout aspects of this project was the collaborative approach. The team and district were true partners in the project, working closely to ensure the final product exceeded expectations. “The tone of our owner-architect-contractor (OAC) meetings is that of true partners—almost like family. We set a high bar for collaboration,” Trickey says. “Our communication
and rapport with the district were key to overcoming obstacles and keeping everything running smoothly.”
The results speak for themselves: The project is on schedule and under budget, with students and staff excited about the new spaces.
The Innovation Center is more than just a new building—it is a powerful educational tool that will benefit students for
years. Trickey says the district, McCownGordon and the design team have created a place where students can engage in hands-on learning in state-of-the-art facilities. “This project was extra-special for us because we had a hand in delivering a space that will inspire and create the next generation of construction professionals, doctors, veterinarians, and other critical providers within the community.” CCR
Brian Fuemmeler is McCownGordon’s market leader in its Manhattan, Kansas office. With more than 24 years of professional construction experience, Brian focuses on customer satisfaction, project development, operations, pre-construction services, leadership, and development of teams. He is passionate about providing the best building experience to Owners and mentoring the next generation of construction professionals.
Why the diverse, versatile North Carolina GC’s national reputation keeps growing
Why the diverse, versatile North Carolina GC’s national reputation keeps growing
What started as a high school friendship and a shared passion for construction has grown into a thriving general contracting firm with a national footprint. Cooper Tacia General Contracting traces its roots back to the mid-’90s, when founders John Cooper and Chris Tacia turned a firewood business in Sanford, North Carolina into a stepping stone for their ambitions in real estate and construction. Their early projects
The 2008 financial crisis proved to be a pivotal moment. While Chris continued in real estate, John steered the business toward commercial and industrial construction. Over the next decade, the company became known for its work in hospitality, helping shape Raleigh’s vibrant dining scene with acclaimed restaurants like Bida Manda, Brewery Bhavana and Crawford & Sons. It later expanded into large-scale manufacturing facilities, government buildings, schools and infrastructure projects.
In 2020, the company was rebranded as Cooper Tacia General Contracting, a tribute to the partnership that started it all. Today, the firm operates across the Southeast and beyond, with a growing presence in Georgia following the opening of its downtown Atlanta office in 2024. As the company continues to expand, it remains grounded in the values of craftsmanship, integrity, and strong relationships—principles that have guided its journey from a small firewood business to an industry leader.
We sat down with Executive VP Derar Issa to talk about Cooper Tacia’s evolution, its approach to tackling complex projects and what’s next for the company. Issa, known for his leadership skills and client dedication, oversees the division’s strategic direction and operations—and ensures Cooper Tacia maintains its high standards of safety, quality and service across all its construction projects.
The Cooper Tacia brand is the result of the long, hard work of our founder and President, John Cooper, who built the business from scratch. It’s a great story. He and his high school friend started renovating and building homes, then eventually expanded into the commercial and industrial space.
Our team has continued to build on that success story. We work to ensure that everyone involved in our projects—our clients, owners and partners—are successful, not just Cooper Tacia. It’s how we’ve built our client base and repeat business.
We’re very diverse and we’re always working to expand our portfolio. The company
Our approach to customer service and projects makes us unique, and we are always thirsty and ambitious for growth. Our mindset is to keep pushing forward and challenging ourselves to do better next year, the year after that and five years from now.
currently works with public and private entities and targets educational, industrial, commercial, aviation, government and mixed-use projects. We are also looking to expand into health care, as well as water and wastewater treatment.
does your work cater to today’s end-users?
Whether we are building a school or a manufacturing site, the word “partnership” embodies our goal, which is to guide our whole team to success and develop high-quality projects where all the stakeholders, including the end-users, are proud. We are also mindful that not everyone understands the construction process. We educate and communicate and try to make it as easy as possible for them to understand how we get to the finish line and how we can save them money.
Cooper Tacia has developed a comprehensive strategy for our construction projects,
with the main priority to be a safe workplace. We have invested a lot in the well-being of the internal team, along with subcontractors, to ensure everyone goes home safely at the end of the day.
We also heavily invest in training our internal team and in obtaining the latest and greatest engineering tools to keep things running smoothly. We also invest a lot in relationships, which is key to end-user satisfaction. Another key strategy at Cooper Tacia is to prioritize client satisfaction over profits—which results in repeat customers.
The biggest challenge today, especially after the pandemic, is material procurement— specifically electrical and mechanical equipment. There’s also the challenge of price increases. We’ve seen somewhat of a slowdown in price escalation, but it’s still a challenge with bids, budgets and so on.
Let me give an example. Say we win a project, but the permit goes on hold or is
delayed. Then three months go by, and there are price escalation issues.
These are our current challenges. Looking ahead, the industry faces workforce issues that we must address.
The biggest project-related challenge is scheduling and finishing on time. There are many factors that can affect the progress of a project that are out of our control. We try our best to be proactive and avoid these issues. On hard bid projects, it usually dictates the duration of a project, which is based on historical data from similar projects. Most of the time, these timelines are not tailored to the specific project at hand and an RFQ fails to see things on a project-by-project basis.
As general contractors, we create sustainable buildings and communities as designed by architects, working with them to support
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these efforts for their clients. But as general contractors, we also have a role to play in our own industry—whether it’s purchasing and using electric vehicles, regulating energy use on our projects and the buildings we are constructing, looking at solar options or coming up with more sustainable construction methods. This is going to be a hot topic as we continue to deal with climate change.
do you see as some of the biggest challenges in construction, moving ahead?
Finding talent and hiring young people who are interested in the construction industry is our top challenge. As the older generation is nearing retirement age, it’s crucial to go out, find good people and entice them to become part of this industry. Construction is hard work and long hours—but you can make a good living out of it. So, how do we make our industry more attractive to younger people?
you optimistic
what you see in your building and construction sectors?
Absolutely. Cooper Tacia has been blessed over its 20-plus year history. We have a diverse portfolio and we’ve grown tremendously over the last three years throughout the Southeastern U.S. Recently, we were awarded a project in Utah. With all the growth in Raleigh and North Carolina, the future is promising. And I can say the same thing about the Atlanta market. I’m looking forward to what’s ahead for us.
Cooper
As mentioned, our industry is facing a labor shortage with older workers retiring, leaving a gaping hole of experience. We have to create apprenticeship and internship opportunities to attract younger people to our industry and get them excited about careers in construction. We also mentioned sustainability, with a new focus on green building practices and renewable energy.
Other trends focus on technology, such as automation, robotics and the use of drones, to improve efficiency and safety on the job site; experimentation with modular and prefabricated
Tacia is headed to be a billion-dollar company. The goal is to continue growing and be a substantial part of the industry, while providing services and support to as many industry sectors as possible.
David M. Schwarz Architects, established in 1978 and located in Washington, DC, is a design firm dedicated to crafting sustainable, humancentered spaces that enhance our public realm. With a team of 35 architectural staff, the firm has amassed significant experience across a diverse range of project types, including civic, institutional, cultural, commercial, residential, educational, sports, healthcare, and planning projects. The firm prioritizes designing places for people by meticulously considering scale, materials, and details, while aligning with the client’s needs, the site’s inherent nature, and suitable architectural themes.
construction materials and 3-D printing; and how to work around the scarcity and increasing costs of such materials as aluminum and steel.
Where is your business headed?
Cooper Tacia is headed to be a billion-dollar company. The goal is to continue growing and be a substantial part of the industry, while providing services and support to as many industry sectors as possible. Essentially, we want to repeat what we’ve successfully done over the past 20 years. Serve our clients well. Earn repeat business. Expand into new sectors. Win new projects in other states. And provide the same level of exceptional customer service that has made us who we are today.
Tell us what makes your brand unique?
Our approach to customer service and projects makes us unique, and we are
Describe a typical day.
There is no typical day. You might come to work with a plan and then one phone call or email can send you on a completely different track. Whether it’s coming to the office or going to a job site, I always come in and hit the priority of that day—whether that’s addressing a new opportunity, working with our clients and trade partners or following up on closing another project.
What was the best advice you ever received?
One piece of advice that’s stuck with me is that everybody has a boss. If you work with your project team in a way that prevents them from having to go to their boss to ask for help or break bad news, then you will be the person they want to work with all the time because you’re relieving stress and establishing trust.
What’s the best thing a client has ever said to you?
What was the job and why?
The client I worked with for The MET in Costa Mesa. I asked him if he would meet me for lunch because I wanted his feedback after the project ended. He was a very senior guy, and he told me that he always looked to me in meetings because I had the information they were looking for. This compliment, especially coming from someone who was so seasoned in his career, made me feel good about myself and my abilities on the job.
always thirsty and ambitious for growth. Our mindset is to keep pushing forward and challenging ourselves to do better next year, the year after that and five years from now. Is there a story you can share about a client/job/etc. you did that really shows off your work and ability to engage with the industry?
I worked on a high-profile project called The MET in Costa Mesa, California at the beginning of my career. It was one contract with 12 separate projects, and it involved different locations and multiple groups of subcontractors. We were working on over 600,000 square feet of space and I was the sole project engineer at the time. I was working long hours seven days per week to keep up with the pace of the project and I collaborated with national design firms to do a great job—and do it on time.
That project gave me a whole different perspective on my talents and abilities—and it gave me a glimpse of what my future could look like in this industry. I also had repeated opportunities to work directly with higher-ups in the company, which is something I would not have typically done at that level in my career. The amount of trust they put in me helped me understand nothing is truly impossible. And I needed to go after opportunities, rather than wait for them.
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Four construction and design strategies that helped AdventHealth Riverview become a full-service hospital
Four construction and design strategies that helped AdventHealth Riverview become a full-service hospital
By Todd Watson
As we begin a new year, builders are still grappling with the pressures of the last four years, including building more and faster with tighter budgets and a smaller workforce. These challenges are most evident in the healthcare construction sector, as the need for more patient care spaces continues its upward trend across the country.
In late 2021, healthcare construction leader Robins & Morton embarked on a four-story, 372,400-square-foot hospital and medical office building project with long-term client AdventHealth in the Tampa, Florida, suburb of Riverview.
The facility was set to become the first full-service hospital in Riverview, and data indicated that the construction venture was well-timed. From 2017 to 2023, the city’s population grew by 26.4%, and healthcare close to home had never been more critical. To meet its goals, AdventHealth needed to use every tool available to build the hospital rapidly and economically. Construction partner Robins & Morton and architect HuntonBrady collaborated with the AdventHealth staff to construct a facility that maximized available space and embraced a prototypical design. The hospital recently opened to patients in October 2024.
As the operations manager for the project, I had the opportunity to see how teamwork and innovation resulted in an extraordinary project, overcoming speed-to-market pressures, flexible space needs, and labor shortages. Here are the four strategies that most directly influenced its success.
From 2017 to 2023, the city’s population grew by 26.4%, and healthcare close to home had never been more critical. To meet its goals, AdventHealth needed to use every tool available to build the hospital rapidly and economically.
One of the most striking aspects of the AdventHealth Riverview project is its signature curved design. Although the hospital would open with 82 beds, it needed room for future expansion. This project called for HuntonBrady’s 200-bed model, which is part of AdventHealth’s suite of prototypical designs. To accommodate future expansion, the crescent-shaped building features long, straight wings on the backside of the radius to house beds.
Another distinct advantage of the structure’s design is the uniform exterior wall that it provides. The column-base spans were increased to 31 feet, allowing a wider footprint and more usable space inside the configuration. Larger rooms often benefit patient satisfaction scores and improve physician recruitment. There was also another strategic advantage to upsizing and optimizing the spaces: the creation of flexible space. There are different regulations for the required size of healthcare rooms based
on their purposes. When all rooms exceed those minimum requirements, the spaces can be more flexible in the future and can be converted into different types of rooms as needed.
The use of tilt-wall construction was one of the most significant contributors to this project’s success. The method involves pouring multi-story concrete panels within 50 feet of their final location and then tilting them upright with a large crane. By using a tilt-wall approach for large portions of the facility’s structure, the team was able to expedite construction and mitigate the cost impacts of a full steel structure.
Tilt-wall construction requires more space than other methods, and it took detailed coordination and impeccable orchestration to execute it seamlessly on the AdventHealth Riverview project.
Structures that use the tilt-wall process have traditionally been more angular, so erecting and bracing panels in such a sequence that it accommodated the signature curved radius of the building was a notable feat.
The four-story panels topped out at 64 feet—nearly the height of two school buses stacked upright. Additional stacked
panels formed the stairwell, reaching the highest point of the building at 79 feet. The panel erection sequence took only 18 days, and once each section of the wall was upright, all the work for the trades could be released, further speeding up interior work.
In addition to being cost-effective, the concrete structure was also a strategic choice for the hospital’s coastal location in
With 35% to 40% of a typical healthcare facility’s construction cost stemming from the MEP portions of the project, seamless execution is a tremendous schedule and budget advantage for our clients. That was never more evident than at the AdventHealth Riverview project.
the Tampa Bay area, specifically because it hardens the skin for hurricane resilience.
To amplify productivity, Robins & Morton used collaborative schedule management tools paired with prefabrication.
Many of the “usual suspects” were prefabricated—such as ductwork, glass and glazing, PVC pipes, and electrical runs and kitting — but the AdventHealth Riverview team also used several larger-scale solutions.
These included the installation of shower pods in patient rooms and the use of pre-manufactured concrete precast floor joists and ceiling beam soffits. But perhaps the system most advantageous to the schedule was the use of prefabricated operating room (OR) ceilings.
Traditional “stick built” OR ceilings contain lights, air quality equipment, filters, and more, all essential to maintaining a sterile environment. Coordinating the systems among multiple trades with independent installation can be challenging and time consuming. Because there was extremely limited above-ceiling space, the install-and-go nature of prefabricated OR ceilings proved to be a distinct advantage to the productivity of the construction team, allowing installation in a fraction of the time.
As construction came to a close, the project team began working with the commissioning agent to evaluate the new facility’s systems. Although commissioning often extends for months after the completion of a project,
AdventHealth Riverview’s commissioning wrapped up just three weeks after the project’s completion.
The efficient commissioning process was due not only to excellent documentation throughout the project, but also to having an onsite mechanical, electrical, and plumbing (MEP) manager.
As the complexity of MEP grows in healthcare facilities, it’s becoming more beneficial for general contractors to employ MEP experts on staff. They are able to assist with the direct coordination of MEP trades, as well as leading equipment installation and communication, while also supporting the integration of the MEP scopes with a “total project” mindset.
With 35% to 40% of a typical healthcare facility’s construction cost stemming
from the MEP portions of the project, seamless execution is a tremendous schedule and budget advantage for our clients. That was never more evident than at the AdventHealth Riverview project.
We’re living in a new era of the construction industry—one marked by an increasing labor shortage and the need for every building to accommodate rapidly changing technology and patient and provider needs. Project teams must work with their clients to reimagine the design and construction process to be more labor-efficient, budget-friendly, and expedient.
Through practices such as prefabricating, hiring in-house expertise, and using innovative construction methods, we can continue to meet the demand for much-needed access to care in our communities.
Todd Watson, Division Manager at Robins & Morton. An integral part of the growth and success of the Florida division since he joined the company in 2002, for the past 22 years, he has directly contributed to the success of more than $1.6 billion worth of projects.
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CCCT sat down with Frank Stasiowski, President of PSMJ Resources, a prolific author and advisor to architecture and engineering firms. Known for his datadriven insights and energetic speaking style, Frank specializes in strategic planning, transition planning, and M&A strategies. With over 40 years of experience, he’s dedicated to improving A/E/C business performance worldwide. A licensed architect with degrees from RISD and Bryant University, Frank is also a passionate world explorer, constantly seeking new ways to inspire future industry leaders.
CCR Publisher David Corson sat down with T. Shane Johnson of T. Shane Inspires & Big Guns Coffee on February 14, 2025. A motivational speaker, bestselling author, and life coach, T. Shane’s journey is one of resilience and determination. After surviving a near-fatal attack, enduring life-threatening injuries, and flatlining three times, he overcame adversity to build a successful mortgage business—only to face homelessness during the 2008 crash. Undeterred, he rebuilt his life, became a thriving entrepreneur, and dedicated himself to supporting homeless veterans and raising awareness for veteran suicide prevention. T. Shane has raised hundreds of thousands of dollars, trekked across the country, and even set a world pushup record to inspire others to rise above challenges.
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CCCT with Nick Tricarico, President from Tricarico Architecture & Design PC that is a diversified architecture/ interior design firm. Since 1987, Tricarico has created innovative designs and completed contract documents for over 20,000 high profile projects in the retail, restaurant, office, spa, residential, gym, healthcare, hospitality industry, as well as shopping center design. They invite you to explore their site and discover what has made Tricarico one of the nation’s most successful design firms.
CCR sat down with Mark Goldfinger, US General Manager of Mindspace, to discuss the evolving workplace landscape. With 79% of U.S. CEOs expecting employees back on-site within three years (up from 34% in early 2024), demand for flex office spaces is surging. As companies embrace hybrid models — with 43% implementing structured hybrid setups — flexible workspaces are key to balancing in-person collaboration and employee flexibility. Mindspace stands out by delivering inspiring, high-end environments that enhance the employee experience and support businesses navigating this shift.
The transformation of the Gretna Primary School into a modern workspace
The transformation of the Gretna Primary School into a modern workspace
The historic Gretna Primary School has stood as a landmark in downtown Gretna for more than a century. The Italian Revival architecture is testament to the Louisiana city’s rich past. After decades of vacancy, the building is getting a new lease on life—one that blends history with modern functionality. Thanks to the vision of Formwork Development and the expertise of Studio BKA and Perrier Esquerre Contractors, this once-forgotten space is being transformed into Primary Workspace, a dynamic hub for work and collaboration.
We sat down with David Hecht, founder of Formwork Development; Kim Payne Allen, co-founder and design director for Studio BKA; and Brett Perrier, co-founder of Perrier Esquerre Contractors, to discuss the inspiration behind the project, the challenges of adaptive reuse and how they are reimagining the school’s historic charm for today’s professionals.
Give us a snapshot of the project.
Kim Payne Allen: The historic Gretna Primary School, a 1911 Italian Revival structure in Downtown Gretna that had sat fallow for 50 years, has been restored as a dynamic centerpiece of Gretna’s Cultural National Register Historic Districts. The project transformed the three-story building,
once a school and later a hub for community services, into a multifunctional workspace and event venue.
What are some of the things the client was looking for in the design? What were the goals?
Payne Allen: Broadly speaking, the client wanted to bring the building back to commerce. Specifically, the client was looking for a multi-functional space that honored the historic architecture but with modern amenities to accommodate uses they identified with the help of the developer: a workspace and a community event venue. The developer asked for a mix of workspace areas, such as conference rooms, breakout and huddle rooms, private offices, dedicated desk
areas, hot desk areas, phone booths and training rooms.
How does the overall adaptive reuse of the school cater to what the facility managers were looking for?
Payne Allen: This specific school had a layout that naturally catered to the use of a coworking and event venue with its large auditorium in the center of the building. This is where we located the “Commons,” the social center of what has been dubbed The Primary Workspace. There are large historic halls spanning in both directions from the commons which serve as a hot desk area, as well as a generous circulation zone. We carved a variety of room types from the remaining areas, most of which were former classrooms.
How did this historic preservation project come together, particularly regarding the funding and public-private partnership approach?
David Hecht: The local community has been incredibly supportive of the space and the project. The Gretna Primary School building has been a beloved part of the community for more than 100 years and locals are thrilled to see the building restored and activated. People have really appreciated the care taken to preserve the historic aspects of the building and to create beautiful and dynamic spaces within the property.
What were the key design challenges in transforming a 114-year-old schoolhouse into a modern coworking space?
Payne Allen: The wood flooring was a challenge. Flooring is a large expense regardless of the type of project and as a part of the preservation efforts we needed to retain this historic feature; however, it was worn, damaged or missing in many places. In some areas, we had to pull it up completely and install new flooring, but we couldn’t do that everywhere due to expense.
To blend in with the areas we were preserving, the new flooring couldn’t be the typical 3/4-inch thickness due to ADA requirements, so we found a thinner engineered wood flooring. The preservation team asks us to match as closely to the heart pine as possible. This also comes with its own challenges because we site-finished the heart pine and there was no telling how the entire floor was going to receive the new stain.
Some areas are much lighter than other areas. We wanted to put a commercial-grade carpet in the private offices as a way to soften the acoustics in those rooms but that was rejected by the preservation compliance reviewers whom we worked with to ensure tax credits.
How does the renovation balance historic preservation requirements with contemporary workplace needs?
Payne Allen: For historically significant spaces, we had to maintain their character
and find which modern use/typology would best fit the character of that space. For other areas, we could build out what we needed to meet modern needs and expectations.
For example, the old auditorium became the new hub for gatherings and meetings, with a recreated stage, a central kitchenette, and booths for impromptu small discussions. But since the old stage wasn’t already present, having been demolished years ago with no real record of where it was, we could recreate it in a way that aligned with our desired use of the space.
Also, in the wings of the building, we had more freedom to chop up the space into smaller modern offices.
What specific features were incorporated to attract today’s coworking tenants?
Payne Allen: Commons area with soft seating banquettes next to a breakout room with beer and coffee on tap. Quiet
phone booths for private calls. Private offices with natural light and acoustic barrier construction. Reception for receiving and check-point. Secured entry and smart TVs in conference rooms and flex meeting rooms.
How did you address structural and safety concerns in a building that sat vacant for 50+ years?
Payne Allen: The building had been prepped for development within the past 10 years with new fire stairs, updated guardrails, and an elevator. We inherited a sprinkler system that had been installed, though it had to be modified a bit for what we needed to do.
Structurally, the historic masonry had been reasonably well maintained given the building was empty and unconditioned for so long, but there was a lot of moisture damage to the wood structure at the brick we had to triage. We had to do a lot of coordination with the State Fire Marshal on bringing
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the two-story open Commons space up to modern standards for prevention of smoke spread.
What impact has this project had on downtown Gretna’s economic development so far?
Hecht: Primary Workspace is a triple-win for the community. First, it takes a building that was a drag on Parish finances - the public paid to maintain an empty buildingand turns it into a self-supporting entity.
Second, the project creates space for entrepreneurs, young businesses and local professionals to grow their businesses. Third, at full capacity, the workspace will host more than 100 professionals, providing meaningful positive economic impact and investment for the surrounding community.
What were some of the unique construction challenges in rehabilitating such an old structure?
Payne Allen: The exterior walls and windows needed a lot of investigatory work as to what was causing moisture issues and what elements were failing. The windows were a very important aspect to retain for historic tax credits, but they present a liability in terms of energy conservation and moisture management.
We added flashings and opened paths for trapped water to escape while replacing rotted material and air sealing as best we could. I hope the rehabilitation work on the many beautiful wood windows has set them up for success for the next 75 years.
Brett Perrier: Working in the confines of an existing historic structure presented some opportunities as we needed to coordinate all MEP scopes around the existing structure. We were able to successfully complete the coordination with all MEP trades with some extensive in-field coordination and collaboration throughout the project.
The existing exterior facades are always a challenge to assess and scope out
for a historical building like this one. Building codes, energy codes, building practices, building science, and best practices have changed significantly since the original construction of this building in the early 1900s. We conducted several intense inspections and assessments pre-construction, but like every historical project, we overlooked some and encountered these challenges mid-project. Thankfully, we were able to work together with the design team and ownership group to resolve and address all exterior façade opportunities during the project without majorly impacting the overall costs and schedule of the project.
How did sustainability factor into the renovation process?
Payne Allen: The greenest building is the one you don’t have to build. By saving a failing structure, immense building material resources were saved. New mechanical equipment and electrical lighting controls met the 2021 energy conservation codes that Louisiana recently adopted.
What lessons from this project could benefit similar historic preservation efforts?
Payne Allen: A key victory for us is successfully returning the building to active use through collaboration between private and public entities. This approach is an important takeaway for future preservation projects, especially as these types of undertakings continue to become increasingly costly.
Perrier: The approach to the project in a collaborative manner, with the owner/architect and contractor all having the same goals in the forefront and the pre-construction/budgeting phase of the project, allows for a more collaborative, transparent and overall successful project.
How has the local community responded to the transformation of this landmark building?
Hecht: The team at Formwork Development has extensive experience with co-working
spaces, most notably the Greenhouse in the Mid-City neighborhood of New Orleans. One of co-working’s great strengths is its inherent flexibility; it’s a use that can accommodate a broad range of sizes and types of businesses.
This makes it an ideal use for burgeoning live-work-play neighborhoods that lack large corporate anchors. Additionally, the presence of the Jefferson Parish Courthouse in Downtown Gretna creates demand from lawyers and law firms who need flexible space near the court complex.
The City of Gretna, Jefferson Parish and JEDCO have been trying for years to put the building back in commerce. In collaboration with these stakeholders, Formwork Development proposed a unique public-private partnership structure which, when coupled with the strengths of the co-working model, unlocked the potential of this building and created the conditions for the project to proceed.
What features of the original schoolhouse were you able to preserve or highlight in the new design?
Payne Allen: Other than the historic brick exterior and wood windows that were restored, the central preservation feature of the project was the historic plaster proscenium in the Commons.
At the start of the project, the entire interior was gutted to wood studs, with just door casings and maybe 2/3rds of the old
lath and plaster proscenium arch that hung from the ceiling in the old auditorium. There was no stage present, that element was reimagined by the design team.
What changes do you expect to see this year in the marketplace?
Hecht: Broadly, we expect the return-to-office trend to continue, and we see this as a tailwind—not a hindrance—toward workers and employers growing preference for comfortable, beautiful and flexible workspaces. If you have to be in the office, let’s make it a great space.
Locally, Downtown Gretna is unique— it has amazing walkability, a critical mass of restaurants and amenities, and strong leadership. Together, these position the community for continued growth and we anticipate additional demand from people who want to be in Downtown Gretna.
plans moving forward?
Hecht: As demand for flexible and shared workspaces continues, the brand currency and operating model of spaces such as Primary Workspace and Greenhouse Workspace will continue to grow. Our focus is on building a supportive, professional and dynamic community of members at Primary Workspace. FC
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How The Ellinikon is a model of sustainable urban development
3 reasons the next generation of multifamily housing should go geothermal
By Wyatt Roberts
The United States has a profound housing problem. Too many people need more affordable housing, and demand outpaces supply by up to seven million homes. It’s an enormous problem that won’t be overcome by single-family construction alone. As a result, multifamily housing solutions are surging in popularity.
After a downturn in 2024, the National Association of Home Builders expects 388,000 apartments to come online in 2025. Additionally, a separate analysis expects 2025 to be the fourth-strongest year for apartment rentals since 2000, making new multifamily construction critical to progressing toward a more sustainable, affordable housing market for everyone.
It also is an opportunity to advance climate outcomes. The housing sector significantly contributes to climate change, emitting more than 441 million tons of carbon dioxide into the atmosphere annually. With many reliant on fossil fuels, propane, heating oil or less-efficient electrified equipment, these outdated systems create comfortable indoor settings while
making the planet increasingly hotter and less habitable.
As communities, architects and developers invest in multifamily housing in 2025, there is a meaningful opportunity to reverse this trend so that the next generation of housing stock can meet communities’ needs and set a new standard for environmental sustainability that reverberates for generations.
Here are three reasons we should future proof our next generation of multifamily housing with geothermal HVAC solutions:
Geothermal heating and cooling is the most efficient and durable HVAC solution on the market, lowering costs and increasing
efficiency while making the built environment more environmentally sustainable in the process.
It also requires an up-front investment. Fortunately, there has never been a better time to invest in green infrastructure.
Recognizing that the next generation of housing can be better than existing options, local, state and federal governments are investing in green infrastructure through tax credits and other financial incentives.
For example, tax rebates and incentives combined to offset up to 80% of the initial cost of installing a geothermal heating and cooling system when building new multifamily housing. When coupled with Energy Star and ZERH incentives, the cost of installing a geothermal heating and cooling system
becomes even more cost-effective and financially advantageous, including:
> 30% Federal Tax Credit
> + 10 percent domestic tax credit.
> +10 percent when located in a designated Energy Community
> Energy Star 3.2 45L and DOE ZERH 45L
> 168E, 5-yr accelerated depreciation
> Potential for additional funding for dedicated affordable housing projects
In one multifamily unit, geothermal heating and cooling units were 36% more efficient than air-source heat pumps (ASHPs) and significantly more efficient than traditional HVAC units, saving $400 per apartment unit in annual operating costs.
When multifamily buildings have hundreds of units, these cost savings are substantial, potentially amounting to
Recognizing that the next generation of housing can be better than existing options, local, state and federal governments are investing in green infrastructure through tax credits and other financial incentives.
In many regions, including Colorado, Maryland and others, state and local incentives significantly enhance these federal incentives.
Whether considering geothermal heating and cooling, solar panels or other green infrastructure investments, now is the best time to capitalize on the incentives that make these more cost-effective than ever.
For would-be buyers and renters, the message is clear: they prefer housing with high comfort and low operational expenses.
Multifamily housing with geothermal heating and cooling, solar panels, and other sustainability solutions commands higher rents and attracts more buyers.
The cost savings also accrue to building owners.
New regulations are raising the cost of traditional HVAC in multifamily housing and developers must meet new energy efficiency requirements.
Geothermal heating and cooling solve both problems as an all-electric, highly efficient climate control solution. Some developers opt for air-source heat pumps with the same energy rating as fossil fuels, making them less helpful when meeting regulatory requirements and efficiency goals.
For example, changes to refrigerant use standards are forcing builders reliant on traditional HVAC solutions to adapt. Meanwhile, geothermal heating and cooling customers eliminate the need for field-charged refrigerant, providing significant cost savings by avoiding the expensive fire-rated chases that new regulations require for refrigerant line sets in conventional AC and air-source heat pump installations.
hundreds of thousands of dollars annually for the entire property.
Geothermal heating and cooling also present opportunities for maximizing space and delivering even more value to new construction.
For example, In multifamily housing units, traditional HVAC equipment is often installed on rooftops or in amenity spaces. With geothermal heating and cooling, owners reclaim these spaces. Instead of installing an HVAC unit on the roof, owners can install amenity space or solar panels to drive up property values and increase tenant satisfaction.
With builders and buyers increasingly capitalizing on incentives from the IRA to outfit their buildings, competitive advantage will fall to those that adopt the latest, most efficient technologies.
Regulatory standards continually change; however, adopting electric-powered, high-efficiency heating and cooling solutions is a win-win, especially when regulatory requirements become more more stringent and push owners to all electric development.
New multifamily housing construction is one way that we will solve our pernicious housing problem. In the process, we can create more environmentally sustainable, cost-effective communities that will best support people and the planet for generations to come.
With generous financial incentives available, clear competitive advantages, and evolving regulatory requirements, the case for incorporating geothermal heating and cooling into new multifamily projects has never been stronger.
Wyatt Roberts, head of New Construction for Dandelion Energy, is a builder, building scientist and Certified Passive House Designer (CPHD). A veteran in the building industry, prior to joining Dandelion, he specialized in high-performance home construction in upstate New York. Dandelion Energy is committed to freeing homes from fossil fuels through the adoption of geothermal HVAC systems. For more information, visit www.dandelionenergy.com.
This is part of a series featuring takeaways from the RCA Annual Conference.
Today, Americans under 35 are a multicultural majority, according to U.S Census projections. Yet of today’s construction employees, less than 11% are women, 6% are Black and 2% are Asian. And less than 8% of high school graduates and just 14% of college graduates are pursuing careers in construction.
As our industry grapples with a retirement crisis, it must expand its reach to younger, more diverse groups. That’s why it is important to meet everyone where they are, utilize modern approaches and shift our messages so that they resonate more deeply.
“Here you have an industry that is in dire need for a younger demographic for its overall sustainability—and this is a segment that is the most diverse generation in our history,” said RCA Advisory Board Member Paul Robinsson, whose company ConstructReach specializes in empowering youth and rebuilding the construction and manufacturing industries with diverse talent.
To attract women and multicultural workers, it is all about relationships. Robinson recommends taking a look at your community, finding school districts with equity disparities, and building relationships with under-resourced districts.
“There is no 1-2-3 process that is going to drive systematic change to a better future overnight,” said Robinson. “Take small steps—talk to those educators and guidance counselors and find ways to get in front the students. What can those conversations unlock? You begin to hear stories and other ways you can help.”
Robinson has found that developing internship programs where young talent can engage with contractors can make a difference. Those kids often become models of success, especially when they understand how to start and how to create a career path that is exciting, fulfilling, and sustainable.
Young people today live in a virtual, on-demand world, and we need to tap into what they’re already using and
lead with tech. Create short reels for youth to help them visualize what a career in construction looks like. Show them fun things as well as construction in the field. Make sure you are featuring diverse representation— after all, we want them to see people like them succeeding in our field. This also allows you to cross geographical boundaries because programming is digital with community and networking opportunities.
When it comes to writing your job descriptions, be creative with your job descriptions. “This position requires travel” compared to “Do you want to see the world?” can yield a different person. Shifting your language to show that contractors can make money, offer opportunities for families to travel to different parts of this country, and do work that is fulfilling. It’s all in how you position the life of a contractor.
Your company has to be healthy internally with the right culture so that you can retain diverse talent. “This is a segment that hasn’t been served well by our industry—but with every crisis comes opportunity, and in this case, it’s an opportunity to solve problems more intentionally.”
Robinson works with companies to empower them to be agents of change and position themselves in their communities as providing reachable opportunities in construction. “We want transformation to be a byproduct of internal culture, where communities are strengthened because of your presence and engagement, and where young talent is inspired by who they see working in your organization… where people are valued, seen and heard,” he added. For more information, visit constructreach.com
RCA’s mission is to promote professionalism and integrity in retail construction through industry leadership in education, information exchange, and jobsite safety.
Thank you to everyone who participated in our general election. The following members were elected to the RCA Board of Directors for the 2025-2028 term, which will begin after our Annual Conference in March.
> Tim Aubel, VP of Construction, Rectenwald Brothers Construction
> Denise Delong, Chief Executive Officer, Singleton Construction, LLC
> Eric Handley, COO, RANDOLPH
> Cheryl Montour, Chief Executive Officer, Division 9 Commercial, Inc.
> Ken Sharkey, President/COO, Commercial Contractors, Inc.
At RCA’s December 2025 Board meeting, the following officers were elected for the 2025-2026 term.
> President: Justin Elder, President, Elder-Jones, Inc.
> Vice President: Tim Aubel, VP of Construction, Rectenwald Brothers Construction
> Secretary/Treasurer: Denise Delong, Chief Executive Officer, Singleton Construction, LLC
Eric Handley, COO., William A. Randolph, Inc. (RANDOLPH)
As we welcome the new year, we are excited to share some updates and plans for 2025. Our annual meeting in Dallas is just around the corner, and we have an array of exciting speakers and training initiatives lined up that we believe will greatly benefit our members.
Our individual companies all face significant challenges in recruiting talent, training and retaining our existing teams, and developing future generations of skilled trades and construction professionals. The RCA continues to take on these challenges and is leveraging the strength and broad representation of our organization to make a difference and promote the industry. We are rolling out the first RCA Project Manager Training session along with the Superintendent Training Workshop directly before our annual conference. The Project Manager training is a great way to involve your team in the annual meeting and provide them with an outstanding opportunity to further develop their project management skills.
Planning and scheduling is underway for our 2025 Regional Events; dates and venues will be announced in the near future. This series of networking events will provide opportunities for members to connect, share experiences, learn something new, and likely visit a great venue at the same time. We are in the process of enhancing additional member support services where we will make resources available to members to help with technology decision making, regulatory compliance, safety issues and training, project management and supervision tools, and other common business issues we all face running construction companies.
We all face significant challenges in recruiting talent, training and retaining our existing teams, and developing future generations of skilled trades and construction professionals. The RCA continues to take on these challenges.
It continues to be an exciting time to be a part of the RCA. We have newly elected board members, new advisory board members, new committee members, and new member companies that will all be working together this year to put in motion the ambitious plans and goals that the RCA has set to accomplish this year.
We are confident that these initiatives will provide significant value to our members and help you achieve your business goals in 2025. We look forward to seeing you at the annual conference and working together to make this year a success.
Thank you for your continued support and participation in the RCA!
Randy DanielsonOpus Development Company, LLC
Jon Hostasa - CASEY’S
Jason Kraus - Kohl’s
Jeffrey D. Mahler, AIAOnyx Creative
Stahler McKinney - FMI
CONSTRUCTION TRAINING
David Brown
LEGISLATIVE/REGULATORY
Jay Dorsey
MEMBERSHIP RECRUITMENT & RETENTION
Denise Doczy-Delong
Hector Ray
President
Eric Handley
William A. Randolph, Inc.
Vice President
Justin Elder Elder-Jones, Inc.
2025 Timothy Aubel Rectenwald Brothers Construction, Inc
2026 Steve Bachman Retail Construction Services, Inc.
2025 Eric Berg Gray
2027 Matt Brecker DeJager Construction, Inc.
2027 David Brown Tri-North Builders
2025 Denise Doczy-Delong Singleton Construction, LLC
2027 Jay Dorsey Triad Retail Construction
David Weekes 1990-1992
W. L. Winkel 1993
Robert D. Benda 1994
John S. Elder 1995
Ronald M. Martinez 1996
Jack E. Sims 1997
Michael H. Ratner 1998
Barry Shames 1999
Win Johnson 2000
Dean Olivieri 2001
Thomas Eckinger 2002
Jason Miller - JCPenney Company
John Polzer - Duane Morris LLP
Steven R. Olson, AIA - CESO, Inc.
Paul Robinson - ConstructReach
Brad Sanders - bartaco
PROFESSIONAL DEVELOPMENT
Matt Brecker
SPONSORSHIP AND MEMBER BENEFITS
Anthony Graves
WORKFORCE DEVELOPMENT
Eric Berg
Secretary/Treasurer
Timothy Aubel Rectenwald Brothers Construction, Inc.
2026 Justin Elder Elder-Jones, Inc.
2027 Bard Fulton Fortney Weygandti
2026 Anthony Graves Graves Construction
2025 Eric Handley William A. Randolph, Inc.
2027 David Martin H.J. Martin & Son, Inc.
2027 Hector Ray RAYWEST DESIGNBUILD
2026 Rick Winkel Winkel Construction, Inc.
James Healy 2003
Robert D. Benda 2004-2006
K. Eugene Colley 2006-2008
Matthew Schimenti 2008-2012
Art Rectenwald 2012-2014
Mike Wolff 2014-2016
Robert Moore 2016-2017
Brad Bogart 2017-2018
Rick Winkel 2018-2019
Steve Bachman 2019-2021
Ray Catlin 2021-2023
COMPANY
Acme Enterprises, Inc.
Atlas Building Group
Bayley Construction, LP
Beam Team Construction, Inc.
Bogart Construction, Inc.
Buildrite Construction Corp.
Buch Construction
CE Gleeson Constructors
Comanche Construction, LLC
Commercial Contractors, Inc.
Commonwealth Building, Inc.
Connor Construction, LLC
RCA members must meet and maintain a series of qualifications and are approved by the Board of Directors for membership. They have been in the retail construction business as general contractors for at least five years; agree to comply with the Association’s Code of Ethics and Bylaws; are properly insured and bonded; are licensed in the states in which they do business; and have submitted letters of recommendation.
CONTACT PHONE STATE EMAIL MEMBER SINCE
Jeff Lomber 810-499-7127 MI jlomber@acme-enterprises.com 2009
Brian Boettler 636-368-5234 MO bboettler@abgbuilds.com 2017
Steve Grasso 206-621-8884 WA steveg@bayley.net 2024
Rick Stehr 678-987-1800 GA rickstehr@thebeamteam.com 2019
Brad Bogart 949-453-1400 CA brad@bogartconstruction.com 2008
Bryan Alexander 770-971-0787 GA bryan@buildriteconstruction.com 2013
Greg Kozero 301-369-3500 MD gkozero@buch.us.com 2022
Charles Gleeson III 248-647-5500 MI cegleeson3@gleesonconstructors 2024
Andrew McClung 405-740-6950 OK andrew.mcclung@comanchellc.com 2024
Kenneth Sharkey 616-842-4540 MI ken.t.sharkey@teamcci.net 1990
Chris Fontaine 617-770-0050 MA cfontaine@combuild.com 1992
Benjamin Connor 856-599-1765 NJ bconnor@connorconstructionllc.com 2021 Construction One, Inc.
David A. Nice Builders
Bill Moberger 614-235-0057 OH wmoberger@constructionone.com 2015
Brandon Nice 757-566-3032 VA bnice@davidnicebuilders.com 2011 De Jager Construction, Inc.
Dan De Jager 616-530-0060 MI dandj@dejagerconstruction.com 1990 Desco Professional Builders, Inc.
Bob Anderson 860-870-7070 CT banderson@descopro.com 1995 Diamond Contractors
Lori Perry 816-650-9200 MO loriperry@diamondcontractors.org 2015 Division 9 Commercial Inc. Cheryl Montour 770-919-9941 GA cmontour@division9inc.com 2021 DLP Construction Company, Inc.
Dennis Pigg, Jr. 770-887-3573 GA dpigg@dlpconstruction.com 2008 E.C. Provini, Co., Inc.
Joseph Lembo 732-739-8884 NJ jlembo@ecprovini.com 1992 Eckinger Construction Company Philip Eckinger 330-453-2566 OH phil@eckinger.com 1994 EDC Christopher Johnson 804-897-0900 VA cjohnson@edcweb.com 1998 Elder-Jones, Inc.
Justin Elder 952-345-6069 MN justin@elderjones.com 1990 Encore Construction, Inc.
Joe McCafferty 410-573-5050 MD joe@encoreconstruction.net 2018 Engineered Structures, Inc.
Mike Magill 208-362-3040 ID mikemagill@esiconstruction.com 2016 Englewood Construction Inc.
Christopher Di Santo 847-233-9220 IL Cdisanto@eci.build 2024 FCP Services
Brian Hogan 517-528-8990 MN bhogan@fcpservices.com 2024 FMGI Inc.
Darin Ross 678-903-2200 GA darin.ross@fmgi-inc.com 2022 Fortney & Weygandt, Inc.
Mitch Lapin 440-716-4000 OH mlapin@fortneyweygandt.com 2013 Fred Olivieri Construction Company
Dean Olivieri 330-494-1007 OH dean@fredolivieri.com 1992 Frontier Building Corp.
Andrew Goggin 305-692-9992 FL agoggin@fdllc.com 2018 Fulcrum Construction, LLC
Willy Rosner 770-612-8005 GA wrosner@fulcrumconstruction.com 2014 Go Green Construction, Inc.
Graves Construction
John Castellano 412-389-2577 PA john@ggc-pgh.com 2017
Anthony Graves 949-467-1799 CA anthony@gravesconstruction.com 2022 Gray
Groom Construction Co., Inc.
H.J. Martin & Son, Inc.
Robert Moore 714-491-1317 CA ramoore@gray.com 2005
Dwight Groom 781-592-3135 MA dwgroom@groomco.com 2023
David Martin 920-494-3461 WI david@hjmartin.com 2016 Hardesty & Associates
Harmon Construction, Inc.
Healy Construction Services, Inc.
Scott Hardesty 949-723-2230 CA scott@hardestyassociates.com 2020
William Harmon 812-346-2048 IN bill.harmon@harmonconstruction.com 2017
James Healy 708-396-0440 IL jhealy@healyconstructionservices.com 1996 International Contractors, Inc. Bruce Bronge 630-834-8043 IL bbronge@icibuilds.com 1995
JAG Building Group
James Agresta Carpentry Inc.
Matt Allen 239-540-2700 FL matta@jagbuilding.com 2019
James Agresta 201-498-1477 NJ jim.agresta@jacarpentryinc.com 2013 JG Companies, Inc.
Jirsa Construction
Kerricook Construction, Inc.
Lakeview Construction, Inc.
M. Cary, Inc.
Management Resources Systems, Inc.
Marco Contractors, Inc.
Market Contractors
National Contractors, Inc.
Pinnacle Commercial Development, Inc.
Prime Retail Services, Inc.
R.E. Crawford Construction LLC
Retail Contractors of Puerto Rico
Royal Mechanical Services
Russco, Inc.
S.M. Wilson & Co.
Adam Shihadeh 909-993-9393 CA adam@jg-companies.com 2024
Jennifer Jirsa 847-836-1321 IL jjirsa@jirsaconstruction.com 2022
Ann Smith 440-647-4200 OH ann@kerricook.com 2012
Kent Moon 262-857-3336 WI kent@lvconstruction.com 1998
Bill Tucker 631-501-0024 NY btucker@mcaryinc.com 2014
Doug Marion 336-861-1960 NC dmarion@mrs1977.com 1992
Martin Smith 724-741-0300 PA marty@marcocontractors.com 1994
Kerry Lobbestael 503-255-0977 OR kerryl@marketcontractors.com 2019
Michael Dudley 952-881-6123 MN mdudley@ncigc.com 2018
Dennis Rome 732-528-0080 NJ dennis@pinnaclecommercial.us 2012
Donald Bloom 866-504-3511 GA dbloom@primeretailservices.com 2014
Jeffrey T. Smith 941-907-0010 FL jeffs@recrawford.com
Stephen Bachman 651-704-9000 MN sbachman@retailconstruction.com
Sean Pfent 586-725-4400 MI spfent@rcofusa.com
Cindy Heigl 800-728-1155 KS cheigl@royalsolves.com
Matthew Pichette 508-674-5280 MA mattp@russcoinc.com
Mike Yazbec 314-645-9595 MO mike.yazbec@smwilson.com
Sachse Construction and Development Corp. Jeff Katkowsky 248-647-4200 MI jkatkowsky@sachseconstruction.com
Scheiner Commercial Group, Inc.
Schimenti Construction Company
Shames Construction Co., Ltd.
Singleton Construction, LLC
Solex Contracting
Sullivan Construction Company
Joe Scheiner 719-487-1600 CO joe@scheinercg.com
Matthew Schimenti 914-244-9100 NY
Carolyn Shames 925-606-3000 CA
Denise Doczy-Delong 740-756-7331 OH
Gerald Allen 951-308-1706 CA jerry@solexcontracting.com
Amanda Sullivan 954-484-3200 FL
Taylor Brothers Construction Company, Inc. Jeff Chandler 812-379-9547 IN Jeff.Chandler@TBCCI.com
TDS Construction, Inc.
Robert Baker 941-795-6100 FL
Thomas-Grace Construction, Inc. Don Harvieux 651-342-1298 MN don.harvieux@thomas-grace.com
Threecore, LLC
Tilton Pacific Construction
Tom Rectenwald Construction, Inc.
Trainor Commercial Construction, Inc.
Tri-North Builders, Inc.
Triad Retail Construction
Vision General Contractors of GA, LLC
Warwick Construction, Inc.
Weekes Construction, Inc.
Westwood Contractors, Inc.
William A. Randolph, Inc.
Winkel Construction, Inc.
Wolverine Building Group
Woods Construction, Inc.
Ray Catlin 972-800-2910 OH ray.catlin@threecorellc.com
Robert Schroeder 916-630-7200 CA rschroeder@tiltonpacific.com
Aaron Rectenwald 724-452-8801 PA arectenwald@trcgc.net
Brian Trainor 415-259-0200 CA brian.trainor@trainorconstruction.com
David Brown 608-204-7227 WI dbrown@tri-north.com
Jay Dorsey 281-485-4700 TX j.dorsey@triadrc.com
Tony Durand 770-769-4674 SC tonyd@viscongc.com
Walt Watzinger 832-448-7000 TX walt@warwickconstruction.com
Hunter Weekes 864-233-0061 SC hweekes@weekesconstruction.com
Robert Benda 817-877-3800 TX bbenda@westwoodcontractors.com
Tony Riccardi 847-856-0123 IL tony.riccardi@warandolph.com
Rick Winkel 352-860-0500 FL rickw@winkel-construction.com
Michael Houseman 616-949-3360 MI mhouseman@wolvgroup.com 2012
John Bodary 586-939-9991 MI jbodary@woodsconstruction.com 1996
Visit retailcontractors.org to view the profile of each RCA member company. Click on “Find a Contractor” on the home page to search the member list.
Please notify the RCA Office (800-847-5085 or info@retailcontractors.org) of any changes to your contact information.
Committees are the lifeblood of our organization and a great way to get involved and make a difference. Scan the QR code to volunteer.
> Establish and maintain sponsorships per budgeted goals
> Seek out new sponsors, ensuring a diverse sponsor base
> Maintain relationship with current sponsors
> Leverage the buying power of the membership to establish partnerships with companies that can provide rebates or discounts for members
> Mission is to recruit, review and retain members
> Actively seek new members at SPECS, Center Build, CCRP Events, and job walks with competitors and at client vendor summits. Conduct regular outreach to potential GC candidates
> Work with current board members and Advisory Board members to solicit GCs for membership
> Review membership application on an annual basis to make sure it’s accurate and up to date
> Make recommendations for requirement changes and process improvements
> Onboard new members; maintain regular communications with them in their first few years of membership
> Plan and produce regional networking events, with a focus on collaboration and networking amongst members and the retailer community
> Find programs that RCA can partner with that help to place people in the retail construction industry; this can include veteran/military job fairs, college career fairs, other associations, partnerships with trade schools, scholarships, women in construction, etc.
This committee also oversees the scholarship program:
> Create a strategy for what scholarships are meant to do/the implementation of the program
> Increase scholarship funding from the membership base
> Increase the impact of the scholarships we give (both for the students and the RCA)
> Plan webinars/roundtable discussions on timely topics (at least quarterly)
> Plan RCA panels at industry conferences (e.g., SPECS, CenterBuild)
> Assist the Vice President in developing content and securing speakers for the annual conference
Construction Training
> Oversee continued successful implementation of the Superintendent Training Program
> Identify other training needs of our membership and explore next steps, e.g., Project Manager Training, recertification, refresher courses, etc.
> Find ways to promote certified members
This committee also oversees the safety program:
> Review RCA’s safety materials once a year and update as needed
> Educate membership about safety issues that need attention (e.g., regulation updates)
Legislative/Regulatory
> Identify issues that are relevant to our industry and determine how members and the organization can make their voices heard
RCA’s membership committee plans regional networking events for RCA members, sponsors, benefit providers, and other supporters. The events have a variety of formats, including knowledge shares, happy hours, and tours or other unique activities.
There is no fee to attend these events, but we ask that you register to confirm your spot.
Register at retailcontractors.org. Stay tuned for the 2025 schedule of events!
Thanks to everyone who joined us at our Long Beach, CA, and Philadelphia, PA, events in October and our reception at CenterBuild in Phoenix in December.
Our calendar of 2025 events will be announced soon. Watch your email inbox and check retailcontractors.org for details.
How Vykintas Genys and GoToPros are creating meaningful and lasting spaces
How Vykintas Genys and GoToPros are creating meaningful and lasting spaces
For more than two decades, Vykintas Genys has been redefining what it means to create a home. As founder and president of Genys Construction and GoToPros, he has built a reputation for designing and delivering high-end residential spaces that seamlessly blend artistry, craftsmanship, and innovation. With a background in fine arts and architecture, Genys brings a unique perspective to construction—one that prioritizes both aesthetics and functionality.
Since establishing the company in 2004, he has cultivated a trusted team of professionals dedicated to bringing clients’ visions to life. At the heart of GoToPros is a philosophy centered on collaboration, precision, and an unwavering commitment to quality. Every project, from concept to completion, is designed to inspire, enrich, and elevate everyday living.
Here, Genys shares his insights on the evolving landscape of residential design, the importance of craftsmanship and how his team continues to push the boundaries of innovation in modern homebuilding.
Tell us a little about yourself. What is your industry story?
I studied architecture in Lithuania before moving to the U.S. in 2002. With no professional experience, I took any opportunity I could find, starting as a construction helper. That hands-on experience
When a client loves a unique idea, we figure out how to bring it to life. That process—finding the right materials, methods and craftsmen—is our best form of education.
gave me a deep understanding of the trade and, by 2004, I had started my own remodeling company.
Today, we design, build and remodel, focusing on high-end residential projects that blend architectural innovation with craftsmanship.
Give us a snapshot of your company.
GoToPros Industry is a high-end residential architecture and remodeling
services firm that works on luxury home renovations, design-build solutions, and custom architectural design. Our mission is to create homes that are a seamless extension of their owners—combining innovative design, superior craftsmanship and personalized details.
Our target audience is high-networth individuals seeking unique, high-quality home transformations. Unique Value Proposition: We specialize in out-of-the-box architectural solutions,
Our mission is to create homes that are a seamless extension of their owners—combining innovative design, superior craftsmanship, and personalized details.
meticulous craftsmanship and creative problem-solving to deliver one-of-a-kind, investment-worthy living spaces.
Our key achievements are completed multi-million dollar renovations, recognized for innovative spatial planning and premium craftsmanship in Atlanta.
What trends are you seeing in the residential construction market today? How are they shaping the industry?
We only take on two or three projects a year, which allows us to focus on quality rather than trends. However, from experience, we see a growing push for energy efficiency, often driven by local building regulations.
On the other hand, clients prioritize quality materials and craftsmanship while seeking a balance between cost and innovation. Ultimately, every project depends on the client’s vision and values.
Are trends like sustainable and energy-efficient homes influencing building decisions today?
Yes, absolutely. Most clients want their homes to perform at the highest efficiency possible. That starts with a well-insulated building envelope—floors, walls, and ceilings—because energy efficiency isn’t just about the latest innovative systems; it’s about designing a structure that retains heat in winter and stays cool in summer.
What are the biggest challenges you’re facing in the building trade today?
The shortage of skilled specialists is one of the biggest challenges in the industry. There’s more work than there are craftsmen capable of delivering high-quality results. If a trade doesn’t meet our standards, we voice our concerns—but often, they move on to
another project rather than improving. Maintaining quality requires constant vigilance.
What does the labor pool look like? How are you attracting and retaining skilled workers for your projects?
As a general contracting firm, we subcontract all of our work. Over the years, we’ve curated a network of subcontractors whose values align with ours—quality, cost-efficiency and reliability.
Our relationships are built on mutual respect and long-term collaboration. If issues arise, we address them directly, which leads to continuous improvement rather than turnover.
How do you see the role of technology evolving in the residential construction sector?
Technology has streamlined project management and communication, making tracking progress and coordinating details
easier. Most of my work—reviewing drawings, resolving issues, or consulting with my team—can now be done remotely. That level of efficiency was unheard of in the past.
How do you stay ahead of the curve when it comes to new building materials and techniques?
We often design spaces we’ve never built, forcing us to research and innovate. When a client loves a unique idea, we figure out how to bring it to life. That process—finding the right materials, methods and craftsmen—is our best form of education. We also attend construction industry exhibits to stay updated on advancements, but our real learning comes from hands-on problem-solving.
What advice would you give to homeowners looking to embark on a new construction or renovation project?
Find a contractor you trust and can build
a good working relationship with because he will be your unofficial roommate for the project’s duration. His work will be messy, loud, and disruptive and his crew will occasionally drive you crazy. But if he’s the right contractor, he’ll handle the challenges so you can enjoy your coffee peacefully, knowing the project is in good hands.
Can you share a story about a unique project you’ve worked on? What made it stand out?
We’ve remodeled many penthouses, which are unique by nature, but the most satisfying projects are the ones where we design something genuinely new.
One of our most incredible recent projects was a penthouse remodel featuring a custom-designed bar. The client wanted something extraordinary, so we proposed a coral-inspired design. He loved it and asked, “What will it be made of?”—to which we had no clue at the time.
Describe a typical day.
I wake up at 6 a.m. and jog with my two 70-pound mutts. After that, I do push ups, sit-ups and abs, followed by a shower, meditation and breakfast before heading to the office. During the day, I focus on the most critical tasks, handling issues with subcontractors, responding to client requests, and collaborating with the design team. Then, it’s another trip to the park with the dogs, dinner, catching up on world news and unwinding with a book before bed.
What’s the biggest item on your to-do list?
Ensure that everything moves forward—whether it’s design, construction or problem-solving—so that progress never stalls.
It took us months to find the right craftsman—a Lithuanian artisan who proposed a material to achieve the desired look and durability. The bar was massive, built offsite over six months in multiple sections, then shipped and assembled by the same craftsman. The result? A stunning, unique bar showcasing the client’s liquor collection—an international effort.
What do you believe is the future of residential construction?
If we’re talking long-term, I believe modular construction will dominate. Customization will still play a role, but the industry will move toward more standardized, efficient building methods.
How are you preparing your business to meet those changes?
The strongest muscle we train is flexibility. Every project we take on challenges us beyond what we thought was possible, but we adapt and find solutions. The construction industry evolves, but it’s not always the strongest that survives—it’s the most adaptable.
What’s the most rewarding part of your job?
My team. I love working with them. We face challenges, solve problems together and become stronger every time. Every project throws up something unexpected, but we tackle it as a team.
What was the best advice you ever received?
One of my first employers—when I was starting as a helper— told me to remember, “If you don’t have time to do it right, when will you have time to fix it?”
What’s the best thing a client ever said to you?
“I don’t think I could have achieved this without you.”
We purchased our lake lot in fall 2020, initially planning to sit on it until the timing felt right. That timing arrived when the HOA reached out and informed us we needed to start building. Without hesitation, we replied, “We’re ready!”
Fortunately, our house plans had already been approved by the HOA’s architect, so we quickly applied for our building permit to get the ball rolling.
Our first challenge came from the Environmental Health Department regarding the septic tank placement. While our county had a valid perc test on file and our architect positioned the septic tank in the front yard (like all other homes in the subdivision), the county had different ideas. They insisted we relocate the tank to the rear yard, which required a revised septic plan.
Next, the county decided we needed to change our address because our driveway was on the main street rather than the cul-de-sac where our house sat. This meant revising and resubmitting every form we’d previously filed—another frustrating delay.
The county’s paperwork claimed septic approval would take two weeks and the building permit process would take 20 days... let’s just say it took a bit longer than that.
Just when we thought we were in the clear, we hit another snag—an easement on the left side of our front yard with a storm drain. To complicate things further, our neighbor’s gutter runoff was flowing directly onto our property, causing erosion on the right side of our lot.
The county inspector recommended installing a new storm drain on the right side of our yard. We then ran a new rainwater drainpipe from our neighbor’s runoff to this new pipe, which connected to the original storm drain.
Additionally, we had to install a concrete riser for the old drain, which allowed
us to fill in the easement and level the yard properly. Of course, this required HOA approval as well—yet another delay.
While this solution wasn’t originally in the budget, we knew it was crucial to protect the property, so we pushed forward and got it done.
By late May 2024, we finally had our building permit in hand. We cleared the lot, but soon discovered another challenge—a 25-foot downward slope from the back of the property to the front. Originally, we’d planned for a basement, but achieving that would have required trucking in hundreds of loads of dirt to elevate the house. Not only would this be costly, but it would have made the house sit too high, creating an awkward and overly steep driveway.
Our solution? Remove the basement plan. After revising our design and securing county approval once again, we got back on track.
We prepped the land for concrete footings and retaining walls, passed inspections, and poured the foundation. With the concrete dried and ready, the framing crew arrived and progress was moving fast... until Hurricane Helene decided to pay a visit.
The storm’s powerful winds knocked down the entire front frame of the house, turning our hard work into what looked like a pile of pixie sticks. Undeterred, we rallied the team, rebuilt the front frame, and from that point on, things went smoothly.
Now, we’re in the final stages:
` Driveway poured
` Fence installed
` Landscaping complete
` Interior assembly underway
The inside is coming together like a giant LEGO set, and it’s looking fantastic as we approach the finish line.
Building our first ground-up home has been a rewarding and unforgettable experience. We’ve learned that the most important things are:
` If you don’t know, ask.
` Be humble.
` Patience is key.
We’re excited to finish this project, move in and get started on our next adventure—a barndominium build, which currently is all the rage in residential construction.
Of course, none of this would have been possible without our incredible team of subcontractors—they were instrumental in bringing our vision to life. We consider them family now and will gladly partner with them on future projects.
As always, remember the golden rule of construction: Measure twice, cut once... and have fun.
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Twenty-plus years. That’s how long Kim Davids has been pouring her heart into the construction industry. Working with a number of prominent general contractors over the years, she fine tuned her acumen through a variety of roles, including project engineer, superintendent, project manager, project executive, operations manager to business unit leader.
Today, as President and CEO of the Arizona Builders Alliance (ABA), she oversees the group dedicated to keeping its members and the construction industry more prosperous through education, networking, and business development and legislative advocacy. As part of an alliance of the Associated Builders & Contractors (ABC) and the Associated General Contractors of America – Building Chapter (AGC), ABA has offices in Phoenix and Tucson, serving more than 380 member companies that serve commercial and industrial construction industry professionals.
We sat down with Davids to get her take on building her legacy in the commercial construction space.
Tell us your story. How did you get started in the industry?
When I was in eighth grade, my geometry teacher assigned the class a project to recreate the house we currently lived in to scale on an 8.5 x11 piece of paper. It was such a fun project, I even used the drafting table in my bedroom. At the time, I thought I wanted to be an architect, but soon realized that it wasn’t the creation side of design that I was passionate about, instead, I was intrigued
by the how and why of buildings and their internal systems.
It was then that I discovered civil engineering and went on to the University of Illinois. Upon graduation, I interviewed with several design firms and construction companies. I originally thought of it like a residency in the medical profession and that I would work in construction for a few years and learn how to build before I went on to design buildings. I enjoyed the ever-changing projects and challenges that I never left.
What are some of the biggest changes you have seen over the past few years?
Technology has been a major catalyst in the construction industry. When I started as a project engineer, we would have multiple rolls of plans, enough to fill the bed of a pickup truck, both on paper and Mylar (if anyone even remembers Mylar), and I would have to stamp every single sheet in the set. Today, plans are uploaded to a tablet and everyone can walk to the job site and make changes in real time. That is just one example of how far we have come and AI is only going to accelerate that change.
What opportunities are out there for the industry as we move forward? For women?
The opportunities are plenty. We are currently facing a workforce shortage and need qualified people to work in the trades and on the management side of the industry. As someone who has a four-year degree, I am here to say that someone can make a very nice living working in the trades. It is hard work, but the payoff is priceless for men and women alike.
What type of trends are you seeing today?
Optimization of efficiency is at the forefront of everything construction professionals do. Safety is paramount. Companies care whether their employees feel safe in their work environment, both physically and mentally. Working smarter, not harder is key to establishing and maintaining a schedule. Collaboration to ensure a fair and equitable outcome for all parties involved is pivotal and experts are focusing on people rather than just the product.
As someone who has a four-year degree, I am here to say that someone can make a very nice living working in the trades. It is hard work, but the payoff is priceless for men and women alike.
advice
This is a broad question, but I would say, “Don’t forget to have fun.”
What’s the best piece of advice you have ever received?
It wasn’t advice, but it is a favorite quote from a book, “Experience is what you get when you don’t get what you want.” The quote itself is from Randy Pausch, a professor of computer science, human-computer interaction and design at Carnegie Mellon University. When things don’t go as planned, don’t forget to learn the lesson.
What’s the single best thing every woman can do to make sure they continue to get a seat at the table?
Say yes, often. Throw your name in the hat. Have confidence, even if you don’t feel like it. At a previous place of employment, they were looking for a new leader for the regional office. I was recommending colleagues I knew in the industry and many of my peers were telling me to put my name in the hat. I didn’t. After the CEO asked who was bringing the (recent) candidates to the table, he reached out to me and asked if I was interested in the position. I said yes and never looked back.
What’s the biggest item on your to-do list?
There are so many to choose from, but I will say that my current focus is on the Arizona Builders Alliance’s new vision of being the leading voice of Arizona’s construction community. Our goal is to serve as the catalyst for growth, development and transformation in the construction industry. CCR
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As a lifelong pet owner, I know firsthand how deeply our furry (and sometimes scaly or feathered) friends become part of the family.
Over the years, we've had dogs, cats, chameleons, birds, horses and fish—you name it. Each holds a special place in our hearts.
So, when one goes missing, it’s nothing short of devastating.
During my daily 5-mile run, I always start with a warm-up lap in our neighborhood to stretch my legs and arms before heading out on the streets toward the lake. It’s my way of keeping both my body and mind happy and healthy.
About two weeks ago, a woman stopped me. She rolled down her window; her face full of concern.
"Have you seen a white cat?" she asked anxiously. "Our 12-year-old cat got
out of the house and has been missing for days."
I told her I do this route every day and, unfortunately, hadn’t seen the cat. I asked if the cat had a collar or was microchipped. She confirmed both, but despite her efforts — placing flyers in mailboxes and at the tennis/pickleball courts — there had been no sightings. She feared the worst, knowing there are plenty of predators near the lake, especially coyotes.
I promised I’d keep an eye out. She thanked me, rolled up her window and
continued her search. I knew her hope was fading, but not her determination to find her lost loved one.
A week later, I saw her again — this time with a flashlight, still searching outside all the homes. My wife asked who she was, and I explained the story. My wife immediately sympathized, knowing how heartbreaking it would be if one of our rescue dogs went missing.
Another week passed, and once again, the woman stopped me to ask if I’d seen her cat. Sadly, I hadn’t. I asked if the cat still had her claws, and she confirmed she did—at least giving her a fighting chance to protect herself and hunt for food.
The next day, my wife excitedly told me that the lady posted on the neighborhood's Facebook page that the cat had returned home. After more than two weeks in the wild, the cat showed up in the woman’s backyard safe and sound. The family was overjoyed, and their relief was overwhelming.
I give this woman so much credit. In a world where many might have given up hope, she refused to stop searching. She kept looking, believing that her cat would either find her way home or she’d be the one to find her. Her persistence paid off— her cat’s “vacation in the wild” ended with a heartwarming reunion.
This story is a powerful reminder that when life throws potholes and speed bumps in your path, you must stay positive, think outside the box to get things done and stay the course—and adjust as needed.
Even if her cat hadn’t returned, this woman would have known she did everything possible to change the outcome—and that’s what truly matters.
As the saying goes, "Rough waters create real captains."
This determined woman earned my respect with her unwavering love for her cat and her relentless pursuit to bring her home.
As we wrap up Q1 and head into the remainder of the year, remember this:
Remember, you are in control of your mindset and efforts. A positive outlook is crucial in everything you do. For better or worse, finish what you start.
Here’s to good health, prosperity, and safe travels—and above all, remember to always "Keep the Faith."
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