Sara Iverson Smith, Senior Director of Real Estate, Facilities and Construction
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Hungry? So, who’s going where for what?
Quick: Name your fast food go-to spot. Come on, everybody has one (even if they swear fast casual dining is never on the menu). It's you, right?
Okay, I'll admit it. I occasionally do a fast food stop. For example, on the way back from visiting my daughter at the University of Mississippi, I pulled into a McDonald's for a quick burger. Shhhhhhhh! You're not going to rat me out, I hope.
Here's the thing: According to data from Numerator, nearly nine out of 10 American
households visited a McDonald's at least once over the last year. What, you think I was going to be that outlier.
And it's not just McDonald's. Sure, its average McDonald’s customer visited 54 times and spent $461 during the survey period, but there are others. I mean, we build them, do we not?
Take Starbucks. Ah, now I have your attention. According to Numerator, twothirds of U.S. households visited the place many of us deem the Nirvana of roasted beverages. And it's everyone. High-income customers. Gen Xers. You name the group; and they have a presence.
If you're looking for the Gen Z crowd, you'll want to check out Chipotle's, where 43% of the customer base tend to be of the younger variety. Subway. Now we're talking about urban and suburban customers, many of whom live in smaller towns.
The thing is that fast food, fast casual, quick-service restaurants (however we label them) have performed significantly better in recent years than other segments overall, according to the International Foodservice Manufacturers Association (IFMA).
In today's post-COVID, increasingly busy landscape, the role of the quick-service industry continues to shine. Driven by a number of value deals to win back the price-conscious consumers, innovation continues to be the key.
So, when you are rolling along switching between Estreet and Chris Stapleton Radio, and you feel the need for something to keep you on pace with your drive, where are you stopping?
CCR EDITORIAL BOARD
ACADEMIA
DR. MARK LEE LEVINE
Professor Burns School/ Daniels College University of Denver
ADA
BRAD GASKINS Principal The McIntosh Group
ARCHITECTS/ENGINEERS
MICHAEL MAGEE
Studio Leader Retail, Store Design Senior Associate Little
FRED MARGULIES Director of Retail Architecture Onyx Creative
STEVEN MCKAY
Managing Principal, Global Design Leader DLR Group
STEVEN R. OLSON, AIA President CESO, Inc.
CONSULTANT
GINA MARIE ROMEO Chief Heart Officer & Principal Consultant, Allied RDI
DEVELOPMENT/PROJECT MANAGEMENT
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
GENERAL CONTRACTOR
DAVID THOMPSON Vice President TCB Construction Group LLC.
MATT SCHIMENTI President Schimenti Construction
JOHN STALLMAN Marketing Manager Lakeview Construction
JEFFREY D. MAHLER RCA Advisory Board Member
HEALTHCARE
CLINTON “BROOKS” HERMAN, PMP Principal Facilities Project Manager, MD Anderson Cancer Center
HOSPITALITY
PAM GOODWIN Goodwin Advisors, LLC Goodwin Commercial The Pam Goodwin Show
GARY RALL Vice President of Design and Development Holiday Inn Club Vacations
ROBERT RAUCH Chairman Brick Hospitality
JOE THOMAS Vice President Engineering Loews Hotels
LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality
ANDY BRIGGS, CHA Managing Principal A14 Capital Management
INFORMATION TECHNOLOGY
CRAIG WEBER Director of Business Prime Retail Services, US Prime 3 Retail Canada, Inc.
REAL ESTATE
ROB ADKINS, LEED AP CDP Senior Tenant Coordinator, Retail Peterson Companies
MEGAN HAGGERTY Founder Legacy Capital Investment
RESTAURANTS
RON BIDINOST Vice President of Construction Bubbakoo’s Burritos
DAVID SHOTWELL The Wills Group Sr. Construction Manager
RON VOLSKE Development Director Focus Brands
BOB WITKEN Senior Project Manager Fox Restaurant Concepts
RETAILERS
AARON ANCELLO Facilities Asset Management Public Storage
DEDRICK KIRKEM Facilities Manager Alice + Olivia
BOB MEZA Senior Construction Project Manager Target
DAVID D. DILLON Director, Facility Standards Store Planning & Design Development Walgreens Company
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
NO ENTRY NO HARM
Stop Smash and Grab
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AroundtheIndustry
Hospitality
Hyatt Regency
The 2,032-room Hyatt Regency Chicago has wrapped up a $150 million overhaul that included a revamp of the guestrooms, ballrooms and meeting and event spaces. The property is marking its 50th anniversary with special offerings such as a 50th Anniversary Golden Lager by Revolution Brewing, the Gold Fashioned cocktail with a 24-carat edible gold flake garnish, its Anniversary Room Package and a Greetings Tour mural.
Wyndham Hotels
The first phase of Viva Miches by Wyndham, an all-inclusive resort, will debut Dec. 11 in the Dominican Republic with 538 guestrooms, and a second stage will bring the room count to 750. The family-friendly property offers an oceanfront pool with a swim-up bar, five restaurants, kids and teen clubs, off-site excursions and the Viva Vibe program, which includes theater performances and themed parties.
Club Med Musandam
Club Med Musandam, a 300-room all-inclusive resort, will open in Oman in 2028 with amenities such as a spa, gourmet dining options, land and water sports, wellness offerings and kids’ clubs. The resort, which will be part of the brand’s Exclusive Collection, will be the first Club Med property in the Middle East.
Nickelodeon Hotels & Resorts
A 2026 debut is scheduled for Nickelodeon Hotels & Resorts Orlando in Kissimmee, Florida, with the new property to include over 400 hotel rooms, condos available for purchase, a water park, retail stores, restaurants and the opportunity to meet characters from Nickelodeon franchise like Teenage Mutant Ninja Turtles, SpongeBob SquarePants and PAW Patrol. The resort, located in the Everest Place complex, is a partnership with Paramount, Lion Star Hospitality and Everest Place.
Omni Hotels & Resorts
Omni Hotels & Resorts is moving ahead with a plan to build a 1,000-room hotel across from the New Orleans Ernest N. Morial Convention Center following approvals from the Ernest N. Morial New Orleans Exhibition Hall Authority. The $500 million project is expected to be under construction by 2025, with an opening planned for 2028 or 2029.
IHG Hotels & Resorts
IHG Hotels & Resorts has 32 hotels in the pipeline in Latin America, Mexico and the Caribbean across several of its brands, with the additions to double its portfolio in the region. Among the properties opening soon are the 293-room InterContinental Presidente Monterrey in Mexico, the 130-room Kimpton Las Mercedes in the Dominican Republic and the Six Senses Grand Bahama in the Bahamas.
Choctaw Landing
Choctaw Landing has made its official debut in Hochatown, Oklahoma, with the $238 million venue including a casino with eight table games and 600 slot machines, a 100-room luxury hotel, an outdoor amphitheater, conference and meeting space, a fitness center and a pool area with two hot tubs, nine cabanas and three fire pits. The casino-resort is owned by the Choctaw Nation and celebrates the tribe’s culture, history and art.
Hilton Hotels
In the next four years, Hilton Hotels expects to double its portfolio of lifestyle hotels to 700, with more than 100 hotels set to open in 2024. The rapid expansion is partly due to recent acquisitions of NoMad and Graduate Hotels, which are joining the company’s other lifestyle brands, such as Tapestry Collection, Tempo and Canopy.
Restaurants
Chick-fil-A
Chick-fil-A expects to grow in Puerto Rico from its current five units to as many as 25 by 2030, leveraging government tax incentives designed to spur economic growth in low-income areas. The company, which first landed in Puerto Rico in 2022, ended last year with 2,964 locations in the US and a handful of eateries in Canada as well.
Flower Child
Fast-casual concept Flower Child aims to open up to seven new units this year as part of a national expansion strategy.
Restaurant Brands International (RBI)
Restaurant Brands International (RBI) is investing $45 million to jumpstart growth of its Popeyes and Tim Hortons brands in China.
Jack in the Box
Jack in the Box will re-establish its presence in the Chicago area next year, with plans to open eight company-owned locations and additional franchise stores and grow to 125 locations over time. Jack in the Box, which exited the Chicago market in the 1980s, is also in growth mode in other US and international markets.
Cracker Barrel
Cracker Barrel will invest up to $700 million on a three-year plan to transform its menu and operations with a focus on reviving the brand’s relevance with existing fans and new potential customers. The new menu featuring scratch-made dishes like shepherd’s pie casserole is already being tested in 10 locations, and the company is also trialing new prototypes including one that is 15% smaller without sacrificing seats.
Fuzzy’s Taco Shop
Fuzzy’s Taco Shop has signed new development agreements with operators to open 40 new units in Arizona and Texas in the next eight years. The deals mark the chain’s first planned new units since it was acquired in 2022 by Dine Brands, which also owns IHOP and Applebee’s.
Atomic Wings
Atomic Wings’ plan to expand from cities to suburbs includes a larger prototype with more seating and alcoholic beverages like local craft beers and spiked milkshakes on the menu to encourage dine-in traffic. The first unit opened recently in Greenfield, Indiana, and about 60% of the planned 150 new locations will boast the new format.
Smashburger
Smashburger has unveiled plans for a brand overhaul led by new chief marketing officer Thomas Prather that will focus on refreshing the brand’s visual identity, streamlining the burger-centric menu and strengthening Smashburger’s digital presence. The makeover will feature a new logo, consistent branding and a user-friendly app set to launch in August – changes aimed at positioning the chain for future growth.
Retail
Foot Locker
Foot Locker has redesigned and reopened its 13,000-square-foot store in New York City’s Herald Square, adding a communal “Home Court” area developed with Jordan Brand and Nike where customers can try out basketball sneakers from a variety of brands. The store also features digital enhancements, a sneaker hub for personalization and an interactive Kids Foot Locker area, and is part of Foot Locker’s broader retail enhancement plan, which includes a global expansion.
Dick’s Sporting Goods
Dick’s Sporting Goods will build an 800,000-square-foot distribution center in Fort Worth, Texas, to enhance its supply chain and support more than 100 Dick’s stores in multiple states. Construction will start in the fall, and the center is expected to be operational in early 2026 and bring 300 full-time jobs over the next decade.
L.L. Bean
L.L. Bean plans to open four US stores this year, bringing its total to 60 locations in the US, plus 13 in Canada and 22 in Japan. The brand expects to open up to 10 new stores annually going forward, with a focus on the Midwest and South. The expansion plans come as the brand increases its presence in the growing outdoor apparel market and works to grow market share.
Ecco
Ecco is revamping its North American strategy under new Chief Marketing Officer Ezra Martin to boost brand awareness in the US. The retailer also is exploring membership and loyalty programs to boost engagement, as well as wholesale partnerships and retail expansion in major US cities.
Babies R Us
Kohl’s is partnering with WHP Global to integrate Babies R Us shops in 200 stores. The move is part of Kohl’s ongoing effort to diversify its product offerings, grow sales and attract families. The Babies R Us sections will feature baby gear, furniture and other products from 90 brands, and a registry will roll out later this year.
Mercari
Resale platform Mercari has launched the Mercari x Japan service to give US shoppers a way to buy Japanese toys, collectibles, sneakers and fashion items directly from sellers in Japan. Mercari has also opened its first US brick-and-mortar store in Los Angeles, featuring curated items from Japan and space for DIY classes and events.
GU
GU, a Fast Retailing-owned and Japan-based brand, debuted its e-commerce operations in the U.S. The Uniqlo sister brand additionally announced the location of its flagship store in the SoHo neighborhood of New York. The new location follows the 2022 opening of GU’s popup storefront, also in New York.
On
Swiss running brand On has launched its first Milan flagship as part of a strategy to increase direct-to-consumer sales and strengthen its presence in key markets, which includes the recent opening of a second Paris flagship. The store openings reflect On’s broader strategy to engage with local communities.
College ready
Ikea testing mini showrooms and order pickup at college bookstores
If you're a college student in Chicago, does IKEA have an offer for you. Thanks to its new approach to win over college students, the retailer is testing mini showrooms and order kiosks on three Chicago campuses—Loyola University, the University of Chicago and University of Illinois Chicago.
The move, in collaboration with Follett Higher Education, is part of IKEA's strategy to engage with students during the back-to-college season and adapt to changing
retail environments. The showrooms and kiosks allow students to view and order products for free pickup at the campus bookstores, and customer feedback will help IKEA decide whether to expand the effort nationwide.
The partnership is one of several ways Ikea and its U.S. franchisee Ingka Group have been experimenting with displaying and delivering its products affordably outside of its large stores, often in suburban areas.
The numbers game
15,453 330 16
The number of hotels in the worldwide construction pipeline, an all-time high, according to Lodging Econometrics. The US comprises 39% of the total, with China coming in second at 25%.
Nearly two-thirds are classified as upper midscale, upscale and midscale properties.
The number of hotels expected to open in Europe by the end of the year, totaling nearly 44,000 rooms and 1,680 projects, according to Lodging Econometrics.
In 2025, 368 hotels are expected to debut, with 427 openings predicted in 2026.
The percentage of companies that have strategies in place for greenhouse gas reduction, with nearly 18% calculating and reporting both Scope 1 & 2 Emissions data, according to ISN’s “2024 ESG White Paper.” The report analyzed responses from more than 34,000 contractors and suppliers across a broad range of industries, including utilities, construction, manufacturing, mining and oil & gas extractions.
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McDonald's newest kiosks subbing in for human cashiers
Okay, this whole artificial intelligence (AI) thing is starting to get real. McDonald’s is testing a digital kiosk that can accept cash and make change at select U.S. units. The move will enable Mickey D customers to complete transactions without going to the counter.
Overall, the technology plays into the broader and fast-growing trend of digital ordering. Depending on the testing, McDonald’s franchisees will be able to choose whether to adopt the new system if and when it rolls out nationwide in the future.
Of note, during the pandemic, orders made via app, delivery or kiosks accounted for more than 40% of McDonald’s sales in leading markets last year.
They
said it...
“Brick
and mortar is never going to be dead, and you have to invest in your stores to make them exciting for your customers.”
— Foot Locker CEO Mary Dillon on why the retailer is betting on physical retail’s relevance
“We are investors, yes, but at the core we are operators who love helping founders and leaders
fulfill their business potential. The early growth stage of businesses is where the fun is.”
— Amok Consumer Growth Fund founder and former CEO of Jeni’s Splendid Ice Creams on why the group is investing in early-stage restaurant and CPG businesses
“We really wanted to make sure it is student-driven and student-focused so that folks could come in and this could be an asset for them. We have a Human Resources specialist who is dedicated to guiding students and employees on these pathways. This is the result of a lot of deliberate work from many different partners.”
— Heather Ignash, Economic Development Specialist with Battle Creek Unlimited, on the benefits of the new teaching hotel, the DoubleTree by Hilton, in Battle Creek, Michigan
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The Energy of AI
Examining a nuclear option
The Energy of AI Examining a nuclear option
By Jon Armour
An interesting thing is happening in artificial intelligence (AI), something that most people don’t think about. For most, we think about how AI can help in the workplace or in a factory or manufacturing situation, in logistics and in improving supply lines, human resources, and in reducing human interactions by employing robots and automated processes.
AI can use algorithms to fast track ideas, build reports, resource level and plan production. Or you might think about AI aiding in medical care and surgery, thinking through cures and developing medicines, or even in a diabolical fashion; robots taking over the world.
What’s interesting is that with the advent of AI into everything we know we seldom think of what it takes to power these systems and deliver its efficiencies into our lives. It is projected that AI servers in the next few years will consume the equivalent of several country’s total yearly electricity usage, around 134 terrawatt hours.
Our current electrical grid will not support this usage along with the expanding sales of electric cars, the potential elimination of fossil fuels, cryptocurrency mining and the “ever-love” of green energy by certain elite groups of pushy billionaires who themselves refuse to self-regulate their jet-setting life-styles.
If you think about it, as AI grows and servers are employed to support the exponential growth, then electricity has to be generated on a compounded scale to keep up with the demand. There are just not enough fossil plants being built to support the combined demand. Solar and wind power do not generate enough raw power to offset the growing need. These generation mediums are as artificial as artificial intelligence.
Where then do we turn to satisfy the insatiable demand for AI computing? I’ve always thought that nuclear energy was a solution to all of the so-called woes of fossil, wind and solar generation. Why? Because it is clean and carbon free. Nuclear accidents are at the lowest spectrum of incidence among all of the other generation sources combined.
As much as the general public likes to dwell on Three-mile Island, Russian Chernobyl and Japanese Fukushima melt-downs, nuclear accidents are rare and only 32 deaths have been reported between all three accidents since 1951. Most of those deaths are from the Chernobyl site as a result of radiation sickness among first responders, and one death at Fukushima. There were no deaths in the ThreeMile Island event. In fact many more people died as a result of the Japanese Tsunami and subsequent evacuations than did that nuclear incident; nearly twenty-thousand lives.
Since we are in effect afraid of nuclear energy, no significant number of plants have been built in the last 60 years. That number is actually two. We seem to have started the nuclear narrative off on the wrong foot by using it in time of war before first applying it to our private and industrial power needs. Had it been the other way around and we established nuclear power as a path to power dominance over oil, coal and other means, it is likely that the general public would have embraced it moreover and brushed off the three unfortunate accidents.
What are we to do with the nuclear option? I say we embrace it now. There are several plans on the drawing boards for new generation nuclear reactors. Bill Gates has a technology of nuclear generation that is deemed safe and efficient. The Natrium reactor utilizes sodium (metal) instead of water. The liquid sodium has a boiling point 8 times higher than water. Through heat transfer, sodium salts are used to heat water to generate more traditional steam to turn a turbine and spin a generator.
fresh U-235 and not the recyclable waste. These other nuclear technologies are promising and are a part of what is considered the next generation IV reactors that are being jointly developed by the United States and other countries.
The drawback is that you are still building a multi-billion dollar project of considerable size and proportion. How about another nuclear option? How about Micro-reactors? If we are to generate the power needed for AI, is nuclear the key? Is it possible to scale down the nuclear models to the benefit of an AI data center?
Let’s explore that thought.
It’s funny to think that someday everyone in the future will have their own version of a mini-nuclear power plant in their backyard, like a generator that seems so coveted these days in the never-ending cue of blackouts, power failures and over-taxed grid systems. But we may not be too far from that reality.
They are calling nuclear energy the “Keystone” of AI. Not just what we already
For the sake of continued development of AI, and to avoid the trap of a bottleneck of ideas but not enough power to produce them, we need to start critically thinking about fitting into this AI power need.
The beauty of the Natrium system (SFR) is that it is a fast neutron reactor versus a Light Water Reactor (LWR). This design will allow the reactor to utilize all of the already spent Uranium fuel currently in storage depots at various places around the United States and the world. Recycle, recycle, recycle, right? We can jump off there, it gets much more scientific, but it is a promising technology for large scale generation needs.
There are two other similar technologies that efficiently heat gases and molten fluoride and chloride salts. But they utilize
know now about the technology as I previously described above and all of its promise, but something much smaller.
SMRs, or Small Modular Reactors, are said to be the “Keystone.” Without this technology, some in the AI field believe all AI will crash. Like a keystone in a stone arch, the walls will come tumbling down.
There can be no advancement of AI’s reach without it. As the larger scale nuclear plants are difficult to build, wrapped up in regulation, testing and bureaucracy, and some take more than ten years to complete,
SMRs are seen as the key, or “keystone” to keep the industry from crumbling into AiSH. SMR’s can be built in 3-5 years and take one-tenth of the land area of a full size nuclear project. SMR’s are designed to reach decommissioning at the same time as the fuel is fully spent, a 25 year life span. They utilize a U238 fuel of which does not require Uranium enrichment processes to create the fission reaction material. The fuel is less radioactive at the end of life of the reactor due to a more efficient burn.
You can see that the speed at which these models can be deployed and the rate of efficiency, safety, costs, and end-of-life concerns are much more tenable than other nuclear options. SMR’s are a most likely candidate for keeping AI on track for the leaps and bounds of the future. One modular unit can produce up to 300MW of electricity.
SMRs can self regulate, they are modular therefore can be built in factories and wholly transported to where they are needed. Such as an AI data center, large factory, military installations, city centers and other major uses. I want to say “set it and forget it,” but I’ll hold on to that thought until I see one in operation. But for now, there are some important people heading up investment challenges to support this “Keystone” of AI.
For the sake of continued development of AI, and to avoid the trap of a bottleneck of ideas but not enough power to produce them, we need to start critically thinking about fitting into this AI power need. The alternative I guess is to just remain the same, be comfortable in our current state of technology. That sounds good to me as I start projecting a road to retirement. But for the future of our kids and theirs, AI if used for good, can do a lot of it.
But if used as some see it, for evil purposes, for control, advancing socialist ideologies and monitoring the public, I’d rather see it crumble. So, watch out for your Roomba, it’s listening. If it starts following you around the house, run! (Actually, just shut off the power.)
Jon Armour is a contributing editor/author to the line of Design and Construction publications and has 35 years of combined experience across the construction, real estate, and IT Infrastructure industry. He is certified Project Management Professional (PMP), certified Construction Manager, Program Manager, and a published author of a popular Western Genre fiction novel. He lives in Magnolia, Texas.
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Labor
Interplay Learning bolsters efforts to tackle labor shortage
Leading immersive skilled trades training provider Interplay Learning is acquiring Industrial Training International (ITI), furthering its vision to reach every industry that faces a chronic labor shortage.
Skilled Labor Survey says: Social media driving trade career interest
A recent survey conducted by DEWALT and WorldSkills International of young trade professionals found that their strong passion for their trade was significantly influenced by social media despite encountering social stigmas surrounding their career choices.
Education
GAF Roofing Academy places 2,000 graduates in skilled jobs across US GAF, a Standard Industries company and North America’s largest roofing and waterproofing manufacturer, has placed 2,000 graduates in jobs across the US through GAF Roofing Academy, the tuition-free program that prepares people for entry-level careers in roofing.
Education
The Refractories Institute names 2024 scholarship recipients TRI (The Refractories Institute) is announcing the 2024 recipients of college scholarships for students pursuing an education related to refractory science. The 50-member group awards scholarships annually.
It’s a Texas Party
RCA visits Riverhouse Houston for latest networking event
The neighborhood restaurant and patio known as Riverhouse Houston was the site of the latest Retail Contractors Association (RCA) networking event. The restaurant, built inside a repurposed, industrial warehouse building, overlooks the East River 9 golf course, bayou and downtown skyline.
Riverhouse and East River 9 golf course are part of Phase 1 of the larger, planned development, which includes several new buildings, office and multi-family. Attendees received a first-hand look at how the East Downtown community is driving expectations and behaviors throughout Houston. Speakers included David Hightower, Executive VP, Midway, and Juan Ponce, Studio Manager for Method Architecture.
Also, as part of its RCA statewide membership drive, Kate Kuykendall, Communications Chair of Retail Design Institute’s Texas City Center Chapter, discussed the ongoing membership drive and efforts to grow the chapter across Texas.
With 18 chapters worldwide, RDI Texas plans to host monthly events in major Texas cities to foster collaboration, education and innovation within the retail design sector. The drive will support the organization’s mission of empowering future and current industry professionals.
Hosted by:
Scan code for information about Retail Design Institute
David Hightower, Midway
Jay Dorsey and Juan Ponce, Method
1. Stuart Allison, CDA Architects; Virginia Taylor, Lincoln Waste Solutions LLC ; Peter Ferri, Hunter Building Corp
2. Jay Dorsey, Triad Retail Construction; Ray Duerer, CDA Architects
3. Kate Kuykendall, Retail Design Institute; Donna Coneley, Triad Retail Construction; Cindy Young, Page-Dawson Engineers
4. Juan Ponce, Method Architecture; Carol Sanderson, Onyx Creative; Jake Donaldson, Method Architecture
5. Lucas Bielecki, Warwick Construction; Brooks Herman, University of Texas/MD Anderson Cancer Center; Sean Hinton, Warwick Construction
6. Jeff Mahler, RCA Board/Onyx Creative; Jason Storey, The Home Depot
7. Triad Retail Construction Team: (Seated - left to right) Wendy Stahl, Christine Anderson, Alice Dorsey, Janie Prokisch, Patty McNerney (Standing - left to right) Donna, Hernan Morales, Chanda Richie, Steven Robinson, John “JP” McGill & Jay Dorsey with Triad Retail Construction
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On call
Prioritizing fire and life safety during building reuse projects
By Jonathan Hart
In the heart of Boston, the luxurious Liberty Hotel stands out as an iconic landmark, drawing tourists and locals alike to its impressive granite exterior and light-filled atrium. But some may not know that the Liberty Hotel was formerly the Charles Street Jail, built in 1851.
It wasn’t until nearly a century and a half later that the jail was evacuated of prisoners and the nearby Massachusetts General Hospital purchased the property and proposed its reuse, under the condition that certain historical elements of the building—such as original brick cell walls—be preserved.
Turning a formidable jail into a luxury hotel was no easy feat, and took a team of designers, architects, conservationists, and many other groups to complete. But the result is a success story for what are known as adaptive reuse projects.
In 2022, the American Institute of Architects found that the majority of architecture firm billings came from renovation work, not new construction, for the first time in its decades collecting this data. This trend sets the backdrop for the rise in converting old or existing buildings for new uses. Whether it is turning an old mill building or unoccupied office into an apartment or an abandoned fire station into a school, there are no shortage of creative ways to repurpose buildings.
But why are these projects gaining steam? Aside from the economics of supply and demand, building reuse can be influenced by societal trends (e.g., the hybrid work boom), tax incentives, or even local zoning regulations. These projects also typically cost less in construction materials than new builds, don’t require complete demolitions, and can help slow urban sprawl—a win-win both financially and sustainably for the communities they’re in.
But despite the many obvious upsides to finding new uses for existing buildings, these
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projects don’t come without their challenges. On a practical front, certain conversions require significant changes to infrastructure like plumbing and electrical systems.
For example, an office building is likely to only have one or two bathrooms per floor, whereas a residential building requires different amenities such as sinks, toilets and showers in every unit. These types of challenges are par for the course, especially when converting structures into spaces with vastly different uses than originally planned.
But some of the challenges are related to safety. The very circumstances of repurposing a building make it more vulnerable to fire and life safety hazards, such as fire protection systems that are likely to be limited or out of commission. In fact, significant demolitions or extensive renovations are a very common time for fires to occur.
Additionally, the structure being worked on will have less compartmentation than usual. A fire compartment, or “a space within a building that is enclosed by fire barriers on all sides, including the top and bottom,” helps prevent fires from spreading to other parts of the same building or adjacent premises. Thankfully, contractors and developers can turn to NFPA 241, Standard for Safeguarding Construction, Alteration, and Demolition Operations, for guidance on how to help prevent fire and safety hazards on adaptive reuse jobsites.
While NFPA 241 is a critical standard to follow, chapter 43 of NFPA 101®, Life Safety Code®, highlights the requirements that must be followed when working on adaptive reuse projects. This chapter is specific to building rehabilitation and specifies what needs to be done while any changes, small or large, are being made to existing buildings.
Typically, the updates need to be designed and constructed to the provisions for the new construction. Interestingly, there is a section in chapter 43 dedicated to adapting historic buildings to strike the right balance between preservation and compliance with codes and standards.
NFPA 101® walks readers through how to categorize the work that is being done to
When there is a change of use or occupancy classification, it is necessary to conduct a review to determine the fire protection systems or other life safety features that may now be required for the new space.
the building as one or more of these seven work categories: repair, renovation, modification, reconstruction, addition, change of use, and/or change of occupancy classification. Determining which of these categories the reuse project falls under enables workers to know which code requirements are at play.
When there is a change of use or occupancy classification, it is necessary to conduct a review to determine the fire protection systems or other life safety features that may now be required for the new space.
To understand how changes in use or occupancy classification are directly connected to safety, consider the investigation that occurred a few years ago when Elon Musk installed sleeping quarters at the X headquarters without alerting building inspectors to this change.
This scenario raises red flags for safety since action needs to be taken anytime the use of a building or the type/behavior of occupants shifts away from its original intent to ensure the correct fire and life safety systems and codes are implemented. When this
doesn’t happen or is assessed incorrectly, it puts occupants at risk. Some occupancy classification changes will be easier than others, such as transitioning to a classification with less stringent requirements than those currently in place.
Finally, other codes and standards such as NFPA 13, Standard for the Installation of Sprinkler Systems, and NFPA 72, National Fire Alarm and Signaling Code®, will need to be referenced closely to evaluate what kind of updates must be made during building reuse projects.
As these undertakings become increasingly commonplace for their benefits to communities, contractors and developers need to keep safety top of mind throughout the process. Knowing which systems to install and codes to reference based on the new use of the structure may seem daunting. But with plenty of training around codes available and digital tools like NFPA LiNK ® that can help contractors identify differences between existing and new requirements, it is getting simpler to prioritize safety. CCR
Jonathan Hart is the Technical Lead, Fire Protection Engineering at the National Fire Protection Association (NFPA).
Heartland Strong
How
Blain’s Farm & Fleet continues to be an American treasure
Interview by Michael J. Pallerino
It’s our pride in the red, white and blue...
It’s our commitment that always comes shining through... It’s everything that you need... the hardest working people in America Find Value at Blain’s Farm & Fleet.
Eddie Rabbitt’s original 1994 song saluting the commitment Blain’s Farm & Fleet has delivered to its customers said everything the Midwestern discount supply store could possibly say, and more. For more than 60 years, Blain’s has prided itself on delivering, adapting and expanding the products and services people needed.
Home improvement projects. Home goods. Apparel. Toys and games. Automotive services. Pet supplies. You want it; Blair’s has it.
That was the vision William Claude Blain and Norman Albert “Bert” Blain had in mind when they founded the first 1,000 square foot store in Janesville, Wisconsin in 1955. Depending on who you ask, their concept of a discounted retail store may have been the first in the US, as the Wal-Marts, Kmarts and Shopkos of the world didn’t surface until the early 1960s.
Expanding their offerings and vision, the Blains methodically grew to four states throughout the Midwest, offering a place where people could not only get what they wanted, but be comfortable doing it. Today, the family owned company (Jane Blain Gilbertson is Executive Chair of the Board and Mark Hasting is President and CEO Mark Hasting) continues to deliver on the words of Rabbitt’s song: We’re making it easy to save you time... we’re bringing you quality... the top of the line...
So many choices… and we believe... the hardest working people in America Find Value at Blain’s Farm & Fleet.
We sat down with Sara Iverson Smith, Senior Director of Real Estate, Facilities and Construction, to get a peek into what the discount supply store has planned for the future.
Give us a snapshot of your brand.
Blain’s Farm & Fleet is a family-owned, regional retail chain serving the Midwest since 1955. With
45 stores across Wisconsin, Illinois, Iowa, and Michigan, our brand is synonymous with quality, value, and exceptional customer service. In addition to our physical locations, we offer online shopping nationwide, making our wide array of dependable products accessible to customers everywhere.
Blain’s provides an extensive selection of products across various categories, including automotive, home improvement, agriculture, clothing, footwear, and pet supplies. Our stores are designed to be a one-stop shop for hardworking families and individuals, offering everything they need to support their lifestyles, whether they are farmers, outdoor enthusiasts, DIYers or simply looking to maintain their households. Our commitment to the community and our focus on delivering reliable products have made us a trusted name in the regions we serve.
What type of consumer are you targeting?
Blain’s Farm & Fleet primarily targets hardworking, community-oriented individuals and families who value quality, practicality, and tradition. Our typical customer leads an active and fulfilling lifestyle, whether starting on their own, raising a family, running a farm, or enjoying their retirement years. They enjoy a wide range of activities, from outdoor sports and DIY home projects to gardening, birdwatching, and family gatherings. Whether shopping for pet supplies, home improvement tools, agricultural equipment or seasonal items, our customers know they can rely on Blain’s Farm & Fleet for a wide selection of dependable products at fair prices.
How does the design of your facilities cater to what today’s consumers are looking for?
One significant change we have made in the last few years is moving our pet department right to the front of the store. We have an initiative to target what we are known for, which includes a large and robust pet department to serve all our furry friends, whether personal pets or the farm kind. We have expanded our offerings and are super proud of our private pet food brand, which is high-quality pet food. Regarding physical space, we have updated our storefront design to incorporate a barn roofline. It highlights our rural roots, is more visible from the street, marries our brand with the physical structure and tells our customers that we are here to provide quality products to hardworking farmers and families at an affordable price.
Walk us through how and why it is designed the way it is. Our strategy is to treat our customers like neighbors. So right when you walk in, you have customer service up front and the pet department next to the entrance. We created small brand shops for our premium brands, like Carhartt, DeWalt, Milwaukee, Ariat, etc., that draw customers into those store areas. Another differentiator is that we have department leaders and specialists in each area, so if you need help, you can always find an expert to answer your questions.
It’s frustrating when you’re shopping at a store, and the employees don’t know their
products. Our associates know their stuff and are happy to help you. Not only that, but we also service what we sell—for example, we have a small engine repair department and our tire and battery department to take care of your vehicle’s needs. We’ve updated these areas in the last few years with better technology, including the latest diagnostic equipment.
What
are some of the trends happening on the architecture side of the design business?
Architecturally, we are always looking for more efficient, durable, and sustainable building materials. But it must be data-driven. For example, we sometimes have difficulty obtaining city approval for metal buildings. Still, there have been so many advances from pre-engineered metal buildings to architectural metal panels it’s worth the extra effort it takes to convince them of the benefits.
The key is to get a municipality to understand the durability of a metal panel and that the appearance is quite attractive versus the preconceived notion of a pole barn. With the rising costs of labor and continued high construction costs, retailers need materials that last the longest and have the least maintenance.
For sustainability, we will continue to explore how we can use less waste, recycle what we are using, and find ways to support our neighbors in their recycling efforts. I aim always to put less in landfills and protect our environment because that is what farmers and outdoor enthusiasts like me, and our customers enjoy. Prefabrication is a growing industry. We tried this at my last job in the healthcare space, and I’m still looking for a good application here at Blain’s. But in 2022, it was a $91 billion industry projected to grow to $120.4 billion by 2027. We need to leverage this in our locations to see how we can save time and money by building components offsite. The icing on top; it also reduces waste.
What
are some of the more prominent features being added today?
We’ve switched from VCT and LVT to sealed concrete floors. The weight of our wide span and pallet movement is too hard on the floors and sealed concrete wears better. We’ve added self-checkouts to provide our neighbors with options. We will always have cashiers there to help, but now, if you want a quick in and out, you can use our self-checkout function.
Ground Breaking
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N E V E R F A D E C O A T I N G S . c o m
Eight years ago, we started adding customer drive-throughs to all our stores, which was well before COVID-19 shutdowns prompted many of our competitors to do the same. We now have an omnichannel experience where our neighbors can buy online, buy in-store, pick it up at the store, or get it delivered to their homes. You may be surprised to learn that while we are in four states today, we ship our merchandise nationwide.
Give us a rundown of your market’s layout.
Blain’s is based in Janesville, WI, and has 16 stores in our home state. In Illinois, we have 19 stores; in Iowa, five stores; and, most recently, we have expanded to Michigan with five stores.
What’s the biggest issue today related to the construction side of the business?
Because I run real estate and construction, I will list two issues. One is the availability of
good quality, empty box stores to remodel. With high land and materials costs, it is much easier and cheaper to retrofit a building with existing infrastructure. We have the highest net absorption in the last decade, which is great for our economy but not so great for us in real estate.
So, if we want to go to a new location, we are likely going ground up, at a higher land sale price and a much higher construction cost. For construction, the cost of labor and materials increased during COVID-19 and has not substantially decreased. It’s harder to show an ROI when the same building costs 25-50% more. In 2022, we reached a “crisis level” in our construction workforce, according to the Home Builders Institute, because we had almost half a million open construction industry jobs.
Now, the Association of Builders and Contractors estimates the industry needs to hire 650,000 additional workers on top of the average hiring pace.
I think Blain’s is in an excellent position to get a whole new segment of customers. We just need to get our story out there.
Talk about sustainability. What are you doing?
Blain’s has historically recycled tires, batteries, cardboard and pallets. We are very proud to have a decades-long track record on this, and we have just recently expanded our recycling to include plastic hangers, plastic wrap, and more extensive cardboard and pallet recycling. I am super proud that we were intentional about going to all the recycling locations and making sure that what we were sending them was getting reused. The pallets that cannot be rebuilt are being made into animal bedding. The cardboard is made into egg cartons and cereal boxes, and the plastic into plant pots.
We started in 2023 with two stores as a pilot and grew it to 20 locations in Wisconsin by year’s end. This year, we’ve added eight more stores to this expanded model. To date, we’ve offset over nine million pounds of waste that would otherwise be in the landfill. I have more fun ideas on this front, but you just have to wait and see what I can work out in the next two years.
In today’s complicated landscape, what type of opportunities do you see moving ahead?
I think Blain’s is in an excellent position to get a whole new segment of customers. We just need to get our story out there. We’ve always been the go-to store for farmers and rural consumers, but I don’t think enough people know how great our modern general store is for outdoor enthusiasts, DIYers, pet owners, families, and just about everyone else. I didn’t know about Blain’s when I started here five years ago, but now I get most of my home goods there. It’s just better prices, a better shopping experience, and a quick and easy way to do my shopping in one trip.
I always joke that I pull up to the drive-through, and they load up my cat food, dog food, and salt bags. I drive home and make my kids unload it all, and I never have to touch it. I don’t know what I will do when my youngest moves out in a couple of years. We are also upgrading our ERP system. The integration that will follow will be a game changer for our business, and our customers will benefit.
Are you optimistic about what you are seeing out there?
Yes, because we provide the essentials people need at a good price. Regarding construction, I am concerned about the lack of labor supply and the continued inflation of materials. We need many more young people going into the trades, and we are losing a lot of expertise in the crafts like carpentry. We must capture the young kids as early as middle school and show them they can have a fulfilling and rewarding career in the trades and work-life balance we all crave.
I also really appreciate our immigrant population and how dedicated they are to supporting our industry, so I would like to see the establishment of a more straightforward path to citizenship. I am optimistic about the continued focus on getting girls into STEM. I wish I had known all the paths available to me when I was younger. Today, kids can see a much wider breadth of careers at job fairs, school career days, and other focused interventions, something we never dreamed about in the ‘80s when our choices seemed much more limited.
What trends are you seeing?
Real estate trends discussed at length are creative uses for old malls and office buildings. That model is not as helpful to Blain’s because we need a large footprint for our brick-and-mortar stores and extensive yards. What is exciting is when cities understand where the gaps are in their zoning codes and are making changes to support workforce housing, comprehensive plans that include affordable housing for all segments of the population, and different sizes of property used to support creative ways of filling up our growing communities.
It doesn’t help us retrofit an old mall and build a store if we cannot staff it or the associates cannot afford to live and work in the same area. Solving this will go a long way in supporting not just our stores but also our communities. Sustainable design is a huge buzzword, but it has some real payouts. We upgraded all our stores to LED lighting over the last seven years and more energy-efficient HVAC units, and it has saved a bunch in usage and billing. It also has helped reduce the
entire electrical supply needed to power a store, which saves costs when we design a new building.
What is the secret to creating a “must-visit” facility environment in today’s competitive landscape?
At Blain’s, we like to introduce ourselves to the community first. We are a family-owned business that has never left a community after we’ve built a store. Our owner is passionate about being there for the long haul and this resonates when we go to a planning commission or city council meeting.
Physically, our storefront is large and welcoming, and our customers get excited when they hear they’re welcome to bring their pets. Creating a positive customer experience will have them coming back for more. We offer the Blain’s Best Price Promise, which means we pass value onto our neighbors, not Wall Street. Finally, we treat our customers like neighbors by being friendly and serving them with honesty, integrity, and respect.
IT Collaboration area
What is today’s consumer looking for in your facility?
Great value and great brands at fair and honest prices. A company that embodies a hard-working ethic and an agile, scalable infrastructure, constantly improving and resilient. We give back to so many causes that it’s impossible
to name them all here. We focus on kids, FFA, Toys for Tots, the American Heart Association, and charities local to the communities we serve. Having that local feel, like we are a member of the community and the favorite neighbor you go to for tools, advice and a treat for your pet.
One-on-One with… Blain’s Supply’s Sara Iverson Smith
Describe a typical day.
I start my morning with Wordle and coffee. My family has a group competition on who is best & fastest at the NY Times games. Nothing is more humiliating than having your kids beat your time in the mini crossword by minutes. But it keeps us constantly communicating and provides some good family jokes. I then have breakfast and head to the office by 7:30. Every workday is different.
Some days, we focus on a new store; other days, we focus on resets and remodels; some days, we focus on finance and accounting for CapEx and OpEx; and others, we play with design and strategy. I am so glad there are many different avenues I can work on and so many great people on our team who operate independently. I just keep them all rolling and communicate our accomplishments to leadership. I am not good at sitting still for long, so I often walk to other departments instead of sending emails. I try to communicate face-to-face as much as possible. I get a good ride on my road bike (pedal) at night, then watch Jeopardy with the family.
Then, my husband and I watch a British detective show or sit in the backyard at our fire pit and enjoy Wisconsin. I sleep like a champ with my fat cat Montee Ball and start it all over the next day.
What’s the biggest item on your to-do list right now?
Professionally, it’s to upgrade and improve our legacy stores to the latest brand standard. We have been remodeling and upgrading a few stores each year. Reinvesting in our pipeline and upgrading the storefront to our more modern, impactful design is fun. I am trying to learn to relax a little more and not feel like I must always be moving, doing, going or building. To be honest, I’m kind of failing at the relaxing part.
Currently, I’m on a board for the Children’s Museum of Rock County and part of a capital campaign to raise $10 million to build a new Children’s Museum here in Janesville. I am also learning how to create a foundation. We just started a CMRC Foundation, Inc. for when we are ready to build. I took on the role of president, so now I’m learning about filings, Articles of Incorporation, bylaws, audits and Robert’s Rules of Order.
What was the best advice you ever received?
As a young mother, I chose my kids over a growing career. I left at a high point while working for a great company. I was sad to go, but we were struggling as a family. A former boss told me I would never regret it. And I haven’t. I was a little confused about who I was without a job and two kids in tow,
Tell us what makes your brand so unique.
We have a practical and aspirational mix of carefully selected brands that are “best at better,” making us an inspiring destination for our customers’ work, home, and outdoor lifestyles. We are constantly innovating but also provide quality goods at fair and honest prices. CCR
but I soon learned there is so much more to me than work, and I learned to slow down and enjoy my time with my kids. I even slept in until 7 a.m. on occasion.
What’s the best thing a customer ever said to you?
I will cheat and say the best thing a contractor told me. I had this little spitfire of a foreman for a contractor about 4’10” and exceptional at her job. I finally told the company to stop sending the project manager to check up on her because this gal could take care of it all on her own. We worked together seamlessly for six years when I was at Kohl’s. Many years later, she thanked me for giving her a chance. She had not seen herself as management material.
At the time, it was a little selfish of me; I didn’t want my time wasted, and she was capable, but I also knew that I was pushing her into a role that her own company did not see her in. They let me have my way since I worked for such a big company. She is now a project manager for another large company in Milwaukee, and it makes me feel good that I made a positive difference in her life.
IT’S THAT SIMPLE
We’re a company with a fresh approach. We are highly skilled and passionate design and construction experts brought together and bonded by mutual trust and respect.
Every member of the PMC team stands ready to deliver, regardless of location, complexity or challenge. We will bring your projects to market with a focus on quality, performance and speed.
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Facility Maintenance Services and Products highlighted in annual report
Fi nding the right facility maintenance services and products is one of the most important decisions you can make. Our annual Facility Maintenance Services and Products listing provides the latest on the leaders in the retail, restaurant, hospitality, healthcare (and other) fields. In addition, the report provides the contact information and contact person for each firm. If you didn’t make the list, contact Publisher David Corson at davidc@ccr-mag.com.
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Paul Koblik, All Seasons 7931 NE St Johns Rd Vancouver, WA 98665 (360) 609-7035
Pete Yacavone, Business Development Executive 2655 Fortune Circle West, Suite E Indianapolis, IN 46241 pete.yacavone@comfortsystemsusa.com www.comfortsystemsusa.com
Year established: 1996, No. of employees: 16k + Maintenance Services/Products: HVAC
Maintenance Services/Products: Electrical, HVAC, Plumbing National Clients: N/A
Markets Served: Retail,Hospitality,Restaurants
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Lynn Harnishfeger, Executive Vice President 135 Warehouse Drive, Unit 6 Branson, MO 65616 (850) 380-9570 (850) 380-9570
lynn@usexterior.com www.usexterior.com
Year established: 1999, No. of employees: 25
Maintenance Services/Products: Electrical, Consulting, Lighting/Re-lamping, Painting, Windows National Clients: Amerisuites, Baymont Suites, Best Western, Charter One, Chick-Fil-A, Citibank, Darden Restaurants
Doreen Bouvier, Customer Service Manager 37 Broadway Arlington, MA 02474 (800) 718-2255
www.zipwall.com
info@zipwall.com
Year established: 1997, No. of employees: N/A
Maintenance Services/Products: Dust Barrier System
Markets Served: Big-Box, Specialty Stores, Groceries, Shopping Centers, Drug Stores, Hotels, Resorts, Restaurants, Casinos, Education, Medical, Federal
Raising the odds
Six areas where AI can help with project management
By Lucas Hayden
Artificial intelligence (AI) has played an important role in the construction industry for years, particularly in the design-build side of the business, where virtual tours, drone-enabled inspections and similar kinds of capabilities can be found in the tech toolbox at many firms.
Lately, that role has expanded as the range of AI-driven capabilities grows, as the large language models behind these capabilities learn, and as firms become more knowledgeable and comfortable with using these tools inside their business. One of the areas where AI shows the most potential for delivering value to a firm is in the intricacies of managing a project throughout its lifecycle, from initial proposal, to preconstruction, right through to final delivery.
With its ability to surface insight to improve decision-making for both projects and pursuits, and to automate manual processes so project teams work more efficiently, freeing them to focus on the higher-value work that produces better outcomes for clients and owners, AI can be a true difference-maker for a construction firm.
Some AI capabilities your firm may already have in-house, likely as part of an enterprise resource planning (ERP), project management (PM) or customer relationship management (CRM) system. The key to maximizing the value of whatever AI capabilities you may already have or are considering adding to your firm’s tech toolbox is to apply them to use cases that align to your business goals and resolve a business issue for you or your clients.
But first you need to ensure you have a strong foundation in place. And that foundation starts with data. From my experience working with companies across the architecture, engineering, and construction (AEC) industries, the firms that tend to get the most bang for the buck from their AI investments are those whose data is fresh, trusted and readily accessible, not only to people but to the systems that use AI. Because the models behind AI depend on data to learn and yield insight, the fresher, more reliable your data is, the more value your AI capabilities are likely to produce.
Beside a strong handle on your data, it’s also important to have a clear plan for piloting AI within specific areas of your business, with KPIs in place to measure and assess the results of those pilot initiatives. Then use those results to inform decisions about scaling your AI usage more broadly across the business.
With a strong foundation for AI in place, your firm can begin climbing the AI maturity curve shown in the graphic below, uncovering new business use cases for AI along the way.
Here are six compelling use cases for AI in the context of managing a construction project:
1 An elevated client experience from the outset with a superior, highly tailored proposal By making a positive first impression with your proposals, you set the tone for a healthy working relationship with your clients and owners. AI helps in that regard,
giving firms tools to ensure their bids track precisely to the nuanced requirements of each and every RFP.
Meanwhile, AI also can sharpen and streamline the processes behind proposal creation, with the ability to quickly cull content, and drop it into intelligent proposal templates (hopefully your firm has access to these within its CRM or proposal-generation solution), minimizing manual effort and ensuring consistency and accuracy.
What’s more, by identifying trends, patterns and correlations from past project data, AI can provide proposal teams with predictive insight into costs, resource requirements, expected profitability and other key performance indicators.
2 On-point estimating, minus the manual work
Estimating is another area where firms can put AI to work, with its ability to augment the takeoff process so it’s less manual, faster and more accurate.
3 Simplified, smart resource management
Who among your labor resources (staff and contracted) are available and have the appropriate skills for a particular project? How does resource availability match with projects in the pipeline? What’s the likelihood of a labor squeeze? AI-driven predictive capabilities not only can alert you to a potential labor shortage, they also can recommend optimal project team makeup based on an analysis of peoples’ skills, certifications, and performance.
Meanwhile, smart AI-driven tools also can automate resource scheduling with percent, frontload, mid-load or back load logic. If your firm’s ERP system lacks these tools, it could be worth switching to one that does.
4 Automating accounts receivable functions and other key finance & accounting processes
Using AI capabilities embedded within a modern ERP system, firms can automate AR
collection processes to encourage steady cash flow, while also using AI-driven posting and reconciliation to keep close tabs on how projects are tracking financially.
5 Forecasting to give project managers clear, real-time insight into project progress
AI-driven predictive modeling tools can give PMs an on-demand look at how every aspect of a project is tracking relative to specific timelines, budget line items and other KPIs. Based on these forecasts, PMs can make better informed decisions about potential adjustments to resource scheduling, timelines, etc., to keep a project on track in terms of profitability and desired customer outcome.
6 Improved relationship tracking
For PMs and business development teams alike, relationships—and relationship awareness—play a pivotal role in new business pursuits. AI can help ensure that everyone in the company is on the same page by automatically scanning emails and other publicly available sources for up-todate contact information about prospects as well as existing clients, then updating the contact database accordingly.
This gives firms the most current contact information so they don’t miss out on opportunities, and also provides important context to interactions with prospects. In my work with construction companies, this kind of awareness has literally helped win millions of dollars worth of business.
These handful of use cases for AI in a project management context only hint at AI’s vast potential value to a construction business. Firms that bring an explorer’s mindset to their adoption of AI, with a willingness to push boundaries, test new use cases, build on successes and learn from missteps, put themselves in a great position to consistently deliver projects that surpass expectations from both the firm and customer perspectives. CCR
Lucas Hayden is Senior Director of AEC Strategy for Unanet, a leading provider of project-based ERP and CRM solutions purpose-built for architecture, engineering, and construction firms, and government contractors. unanet.com.
Paving a path to sustainability
The electrification and decarbonization of buildings
By Riad Habib
As we strive toward a more sustainable future, the electrification of buildings has emerged as a critical component in reaching this goal. Building electrification is not a new phenomenon. It can be traced back to the 19th Century when Thomas Edison’s incandescent lightbulb was introduced and electricity was used to illuminate buildings, thus kicking off the concept of building electrification.
Fast forward 150 years later, and it’s clear that this concept has evolved two steps further. But the objective has changed and building electrification now aims to address contemporary challenges—the need to reduce greenhouse gas (GHG) emissions and improve building reliability.
To drive decarbonization, it is imperative to understand what fuels building infrastructure in cities across the country. The main driver of building GHG emissions comes from cooling and heating systems, which historically rely on fossil fuels such as natural gas, propane and fuel oils.
These legacy fuels deliver a substantial amount of total GHG emissions in the U.S. with some estimates exceeding 30% of total emissions. The objective is to phase out reliance on these fossil fuels quickly and carefully and replace equipment with more efficient, electric-driven components that leverage utility-scale clean power generation as the new source of fuel.
Enabling Building Electrification
As such, the ability to scale building electrification is akin to other large-scale initiatives or adjustments and requires careful consideration.
To drive the reduction of GHG emissions, the transition to building electrification aims to replace building heating and cooling systems reliant on fossil fuels with electric alternatives. But this shift necessitates a robust and reliable power supply. It’s imperative to be mindful and carefully consider where the power supply will come from and how it will be transmitted.
The reality is that converting to electrification will put a tremendous strain on an aging transmission infrastructure; a system that is already under significant stress, impacted mostly by seasonal load adjustments (summer and winter). The transmission grid is an electrical superhighway and decarbonization and reliability goals will not be met without it.
To support the electrification of buildings and achieve these goals, the strain on the grid must be addressed. This involves streamlining cost allocations and permitting processes for new high-voltage direct current transmission lines. These lines are crucial for delivering much of the utility-scale green power to urban centers, thereby facilitating the broader adoption of building electrification.
Credit: SP Global
Electrification goes beyond lowering GHG emissions and improving reliability. The Rocky Mountain Institute has conducted studies which drive better air quality and safety, especially when it comes to low-income communities.
The economic aspect of building electrification is increasingly prominent, with several coastal cities leading the charge through regulations and building codes designed to reduce GHG emissions.
Notable examples include:
> New York City – As of 2024, Local Law 97 requires most buildings over 25,000 square feet to meet stringent energy efficiency and GHG emissions limits. These limits are expected to become even more strict in 2030, pushing building owners toward greater electrification and efficiency.
> San Francisco – The city has implemented ordinances that require commercial building owners to perform energy audits and adopt energy conservation measures (ECM). These ECMs not only
contribute to electrification, but also offer energy and operational savings.
> Seattle – An early adopter of building electrification, Seattle implemented mandatory building tune-ups in 2016. This requirement delivers 10%-15% energy savings on average and focuses on the large portfolio of existing buildings within the city.
> Atlanta – Successfully launched its “Clean Energy Atlanta” plan in 2017 working toward achieving 100% clean energy resources to support its 8 million MWh of annual usage.
> Washington D.C. – To meet the city’s goal of driving GHG emissions down by 56% by 2032, D.C. took the initiative to lay out the 57 action items needed to align with its “Clean Energy D.C.” plan as it would be unrealistic to achieve these
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targets without tackling the district’s building impact on GHG emissions.
To align with these regulations, we’ve seen building operators factor in energy conservation and renewable measures into their building assets by installing solar panels, retrofitting HVAC systems, transitioning from gas to electric systems, upgrading to LED lighting, and installing energy-efficient windows.
While these are all applicable options, focusing on building controls tends to be the appropriate starting point to understand the building consumption baseline and identify means of load management and load shedding measures. Taking this approach also targets low capital expenditure (CapEx) intensive options to drive cost and energy savings, especially when most building owners have some version of a building management or SCADA management tools.
Load management also drives savings for local utilities. Less demand allows utilities to minimize their CapEx spend on large infrastructure projects and redirecting capital to more urgent infrastructure improvement. Every kilowatt (kWh) saved goes a long way.
In addition to decarbonization, building electrification can also become a strategy to bolster building reliability, when done correctly. This can be achieved through the installation of Distributed Energy Resources (DERs). Various levels of DERs, ranging from microgrids and onsite battery systems to traditional solar rooftop installations, can empower building owners and stakeholders to generate, deliver and utilize clean and reliable power.
In some cases, DERs are capable of bi-directional power flow; a capability that allows owners to feed excess power back into the grid, providing relief to an already strained electric distribution network. By doing so, asset owners can create a closed loop system, independent from the distribution grid during natural disasters or extreme temperature conditions.
Electrification goes beyond lowering GHG emissions and improving reliability. The Rocky Mountain Institute has conducted studies which drive better air quality and safety, especially when it comes to low-income communities.
Scaling these climate technologies would significantly improve health conditions
Understanding the building energy profile is critical, but having insight into the local market and local power providers becomes just as important when planning any type of electrification activity.
for many who have not been able to benefit from the electrification initiatives by lowering air pollution. There also could be a decrease in gas leaks and carbon monoxide exposure driving toward a safer environment.
Considerations and Professional Expertise
Partnering with experts in the field can greatly assist in navigating these regulations. Organizations can offer valuable support in implementing these solutions, ensuring compliance and achieving sustainability goals.
There are several points to consider when evaluating building electrification, within and external to the building. Understanding the building energy profile is critical, but having insight into the local market and local power providers becomes just as important when planning any type of electrification activity.
This includes utility coordination, future electrical infrastructure building out which may benefit or impact your building and maximizing city, state and federal incentives drive the most optimal ROI.
Firms like Bureau Veritas can support building owners with the necessary subject matter experts and technical expertise to provide this type of insight from the early planning stages all the way through construction and commissioning. These partnerships enable building owners to derisk their portfolio and ensure projects stay on track and on budget.
The Future of Building Electrification
Building electrification represents a pivotal shift towards a more sustainable and reliable future. As the call to mitigate environmental impact becomes more top of mind, this transition can guard buildings and investments against regulatory risks and market shifts. By understanding and addressing the challenges of infrastructure, economics, and compliance, stakeholders can drive meaningful progress in reducing GHG emissions and enhancing building performance. It is crucial to remain adaptive and proactive, ensuring that practices contribute positively to our climate goals and the overall resilience of our infrastructure. CCR
Harnessing the power of adaptive reuse
Why local and state and local governments are rushing to support these projects
By Ricardo Brites
The AEC industry has witnessed a significant surge in adaptive reuse projects. As more offices vacate cities, these sites are being replaced by newly transformed living spaces. Recent data reveals that over 151,000 apartment conversions are currently underway in the US, primarily in the form of office-to-housing renovations.
Photo Credit: Ahmed el Mad, Courtesy of EURBAN
| Ahmed el Mad / York House
Given the current affordable housing crisis in the US, it is no surprise that state and local governments—after a slow start—are now rushing to support these projects, offering various incentives that range from annual grants and funding to tax breaks. In the state of Texas, the Texas Historic Preservation Tax Credit Program covers 25% of all costs to rehabilitate a property listed on the National Register. Additional incentives are authorized at local and county levels of government, usually as property tax exemptions.
Do your homework before you break ground
Before embarking on an adaptive reuse project, it is vital to conduct a comprehensive assessment of the existing structure. Evaluations should consider critical elements such as structural integrity, environmental conditions, historical and cultural significance, and regulatory constraints to ensure the project’s feasibility and long-term success.
a building’s integrity. I encourage design professionals to embrace this challenge, respecting the character of the existing structure and producing a sustainable result that’s not just compelling, but also well-respected by the local community.
Innovate and collaborate
Hearing from all parties when approaching a potential project is much more than a formality. It is a crucial part of ensuring the initiative’s viability in the long term, helping to establish its place of belonging and acceptance within the community.
Getting in with locals and talking to the people directly affected by these developments can do wonders for the prolonged success of an adaptive reuse project. By incorporating their feedback into the design process, architects can ensure the outcome reflects and respects the community’s individuality.
Design-assist is crucial to the success of recycling and converting a previously used building. By involving key subcontractors
Adaptive reuse offers the ideal solution by addressing the “empty office epidemic” in cities and providing a sustainable alternative to building structures from scratch.
Maintaining a building’s cultural integrity is paramount to the necessary holistic assessment. Certain city buildings hold deep cultural significance to the local population due to historical aspects of their architecture, use or even aesthetic purposes. Considering these aspects before diving into a project can prevent the community from labeling the initiative as gentrification of an area.
Adaptive reuse projects provide design professionals, like architects and engineers, with opportunities and challenges that exercise and showcase their creativity by blending the old with the new. It’s about using new materials and cutting-edge technology like Building Information Modeling (BIM) and digital twins alongside design techniques to modernize structures while still maintaining
such as suppliers, specialists, engineers, and designers early in the design phase through design-assist, project teams can gain invaluable insights from the very beginning. This collaborative approach builds a deep understanding of the project from all angles, enhancing constructability, ensuring fabricability and optimizing project flow.
Bringing together essential stakeholders from concept to completion also provides a more accurate foundation for estimating project timelines and costs based on real-world constructability challenges and solutions.
Adaptive reuse projects offer opportunities to leverage innovative technologies and approaches. Among these, BIM stands out as a crucial tool, as it allows for precise planning and visualization of how various
materials and elements will integrate with existing structures. This allows engineers and architects to assess feasibility, identify potential clashes, and optimize designs before construction begins saving additional costs and time on site.
BIM when combined with Virtual Design and Construction (VDC) can create a virtual twin of a structure. The digital twin facilitates clash detection, helping to identify conflicts between the new and existing structural systems or mechanical, electrical, and plumbing (MEP) elements. Detecting these issues early reduces the risk of costly reworks during construction and delays to the project timeline. This is particularly beneficial in adaptive reuse projects, where multiple disciplines must work together to integrate new elements with existing structures.
In the early phases of these projects, it’s important to also consider design methodologies like DfMA (Design for Manufacture and Assembly). DfMA optimizes projects by emphasizing the use of fewer components and materials, making for simpler and more sustainable structures. By designing with DfMA, teams save an average of 37% on cost and effectively cut the number of parts needed for building by more than half.
Amp up your project with sustainable materials
To achieve a fully circular project, it must start at its inception. Ensuring the use of proper methodologies, like DfMA and design assist, offers significant advantages that lead to streamlined, minimalistic designs using less material. From a construction standpoint, circularity can only happen when the right technologies and sustainable materials are being used together. By combining these elements, future structures will be able to achieve full circularity. This means they will consist of pieces that can be broken down, moved or swapped to accommodate a structure’s ever-changing needs. And what material works best for a fully circular project? Mass timber. Mass timber is naturally a renewable source that can readily integrate with existing structural systems in building renovations. The wood used to create mass timber components like cross-laminated timber (CLT) and glue-laminated timber
(glulam), is farmed from sustainable forests from trees local to the ecosystem and close to manufacturing facilities. With CLT being used as panels for roofs and walls and glulam beams and columns supporting the structure, the need for large amounts of heavy carbon materials such as concrete and steel are eliminated.
The prefabricated nature of mass timber elements allows for precise customization and efficient installation, making it easier to adapt to existing structural conditions and architectural constraints in renovation projects. But careful analysis and engineering are required to ensure compatibility and structural integrity.
A few years ago, I worked with a fantastic team out of London on the York House project. In that project, we developed a new CLT extension and used the same materials to extend the existing structure at the roof. This material added a biophilic element to the eight-story structure, helping to breathe new life into the initially deteriorated commercial building.
Beyond their aesthetic qualities, CLT and other mass timber products also provide perfect examples of how building materials can reward communities with sustainability benefits. Mass timber essentially acts as a carbon sink, absorbing and storing carbon dioxide that would otherwise affect the atmosphere. Additionally, by promoting sustainable forestation in the U.S., architects can support healthier ecosystems and enhance biodiversity.
To support a stable economy in the US, governing bodies need to respond to the national demand for affordable housing. Adaptive reuse offers the ideal solution by addressing the “empty office epidemic” in cities and providing a sustainable alternative to building structures from scratch. But the bottom line is making sure it is done right.
Investing in the right tools and collaborating with all members of the AEC teams in the early phases are essential to the success of an adaptive reuse project. By employing
Before embarking on an adaptive reuse project, it’s vital to conduct a comprehensive assessment of the existing structure.
BIM and digital twin technologies, it ensures the project’s prosperity within the community by providing a comprehensive view of its lifecycle and identifying potential problem areas. It also is critical to implement DfMA to enable architects and developers to expedite and simplify their projects while garnering community support and achieving innovative, and fully circular, design solutions.
By following these strategies, an adaptive reuse project can thrive, revitalizing urban spaces and transforming structurally unsound community eyesores into beautiful, fully circular spaces. This approach promotes a sustainable future for generations to come while creating a perfect balance between tradition with modernity. CCR
Ricardo Brites, M.Sc., PhD, is Senior Engineer for Mercer Mass Timber. His duties included in-house coordination with the pre-construction, architectural, component design and install teams, as well as constant feedback with the sales team on VE opportunities on external mass timber projects and in the development of mass timber platforms/products for the company.
Meet ‘The Kooler’
How Matt Kuehlhorn is carving a niche for himself in today’s residential space
Matt Kuehlhorn Owner
Kooler Garage Doors
Meet ‘The Kooler’
How Matt Kuehlhorn is carving a niche for himself in today’s residential space
The credit for Matt Kuehlhorn’s nickname, “The Kooler,” goes to Chad Zummach. The name was handed out by teams in the Gentlemen’s Beer League when Zummach, the commissioner bestowed it upon Kuehlhorn.
Truth be told, as the story goes, Kuehlhorn, aka, The Kooler, was an exceptionally mediocre hockey player. But he was good at painting, so when he was looking for a name, Kooler presented itself again and Kooler Garage Doors was born.
It was a time of transition for Kuehlhorn, who after working for a non-profit organization in drug prevention, saw an opportunity to paint a spec home. After one opportunity led to another, Kuehlhorn’s first painting project came to fruition.
We sat down with him to get his insights on the world of residential construction today.
What’s your industry story?
I’m a Midwestern kid—Chicago and Traverse City, Michigan. I arrived in Colorado to finish school and found experiential education guided me for years. I jumped in as a garage door installer for about a year in the mid 2000s and enjoyed it. Fast forward to 2015 and I started a painting company by mistake, and then went after garage doors. Things grew quickly.
Give us a snapshot on your company?
We started in 2015 without a dime and grew to seven figures in under three years with garage doors and painting. We moved locations into a larger market, honing in on the new school home services model. We were not focused on new construction, but on serving the homeowner.
What trends are you seeing in the residential construction market today?
Right now, what’s trending is private equity and technology.
How are they shaping the industry?
Drastically. The money and wealth coming into residential construction is real. COVID showcased that trades were “essential” which shifted an immense flow of value. This causes rising prices and rising expectations—homeowners are more educated and
I think the labor pool is more healthy than most people think it is. Companies must invest in training systems in order to bring people on and this is a huge component often being overlooked.
the “chuck in the truck” stereotype is not the main game being played. Companies are branding, adopting technologies and stepping up service with customers massively.
Are trends like sustainable and energy-efficient homes influencing building decisions today?
Maybe. I see the reach for this and building codes constantly shifting. High R and lower U values are seen in garage door manufacturing and more and more homeowners are recognizing the value in insulated garage doors.
What are the biggest challenges you’re facing in the building trade today?
Educating customers. Today, they have choices. Choices in who services them, why
various providers are different and how to navigate through the noise.
What does the labor pool look like? How are you attracting and retaining skilled workers for your projects?
I think the labor pool is more healthy than most people think it is. Companies must invest in training systems in order to bring
One-on-One with... Kooler Garage Doors’ Matt Kuehlhorn
Describe a typical day.
Up at four AM and into the cold plunge. Coffee with my bride and off to the gym, then sauna. At the shop with the team before 8 to pump the day—then there is nothing typical—I may be online and focused on the computer in conversations, system building, or side by side with my team in training and producing. As the end of day nears, I'll make a family dinner happen occasionally. I strive to see my kids for a few days in the morning and evening even as we are all busy—then settle for a night's rest before 9 to prepare myself for the next day.
What's the biggest item on your to-do list? Currently, it's to streamline our sales process. How might we make homeownership a little easier?
What’s the most rewarding part of your job?
My team. I love seeing my team gel and win. I love seeing my team members grow. It's an amazing gift.
What was the best advice you ever received? Everything I ever want is on the other side of hard.
What's the best thing a client ever said to you?
"Thank you." With a smile. It fills me up everytime.
people on and this is a huge component often being overlooked.
How do you see the role of technology evolving in your corner of the residential construction sector?
AI (artificial intelligence) will help streamline customer service—with AI voice, text, emails and overall communication—this will be seamless in 18 months or less and customers don’t know if they’re speaking with an AI agent or a human.
How do you stay ahead of the curve when it comes to new building materials and techniques?
Constantly learn and study. Get to trade shows and keep an eye up to watch for trends—or create them and share what works.
What advice would you give to homeowners looking to embark on a new construction or renovation project?
Talk to several builders and folks who have built. Recognize there are many choices and options and the cheapest will always be the cheapest—the value is found in relatability, communication and service. Dig for this in all providers.
Can you share a story about the uniqueness of the project you have worked on?
What made it stand out?
The project we worked on with Haas was unique as it was the first set of their Plank Design Doors to go into Western Colorado. They fit the customer profile and design requirements and it was a beautiful full send.
What do you believe is the future of residential construction?
More automation, more service of humans and more options for customers.
How are you preparing your business to meet those changes?
Adopting automations as they make sense so we can serve humans best.
Ready. Set. Build.
When we decided to act as GCs for our new home on Lake Lanier (Georgia), we knew there was a lot to learn before getting the project off the ground. My wife, an experienced interior designer and remodeling contractor, had never taken on a ground-up build.
Fortunately, she already had a trusted network of subcontractors for the interior work—teams, so we didn’t need to closely monitor them. But we had to quickly get up to speed on site prep, foundations, framing and the county permitting process.
Here are some key lessons we learned during phase one of our build, which might be helpful if you're thinking about managing your own project:
Create a Detailed Budget: Start with a realistic construction budget and obtain quotes to ensure you understand the full cost of your build. Hiring a takeoff firm can help with estimating costs.
Contact the County Early: Reach out to the county’s Building Department to discuss your project and determine the necessary permits and fees. Gather names, titles, phone numbers, and emails from everyone you meet—it’s crucial to have contacts who can help keep the project moving.
Also, ask if third-party inspections are allowed, as they can expedite approvals and give you recourse if subcontractors don’t meet standards. If not, meet with the county inspectors early to understand how many inspections you’ll need, potential fines for non-compliance, and how to correct flagged issues.
Hire Local Subcontractors: Ensure your subcontractors have valid insurance, are registered with the state, and provide at least three referrals on similar builds.
Do Your Research: YouTube can be a goldmine of knowledge for residential construction.
There are countless videos to guide you through every stage of the house building process.
Utilize Local Resources: Subcontractors familiar with your county are often well-connected and can recommend others who will help you stay on budget, meet deadlines, and keep the project running smoothly.
Know Your HOA Requirements: If you’re building in a community with a Homeowners Association (HOA), familiarize yourself with their rules and regulations. This includes any required construction deposits and architectural reviews. Meeting the architectural review board in person can be beneficial, as they’ll eventually be your neighbors.
Install Security: Set up a 24-hour camera on your site to monitor the crew’s work and protect materials, especially if your property isn’t in a gated or secured area.
Ensure Proper Registration and Insurance: Your contracting firm should be registered with the state and city/county. Make sure you have builder’s risk, general liability, and umbrella insurance in place— especially if you’re operating as an LLC, to protect yourself personally.
Keep the Site Organized: A clean site is a safe site. Plan where to place dumpsters, temporary toilet and deliveries to minimize chaos and ensure safety.
Address Drainage and Erosion: Check neighboring properties for potential water flow issues that could cause erosion on your lot. The county will be very particular about erosion control, so hire a silt fence installer and hay spreader to be prepared for heavy rains.
Hire a Local Civil Engineer: A civil engineer can manage your surveys and work with local authorities to get approvals for land grading, septic, and site plans. Collaboration is essential to keeping things moving forward despite inevitable delays like weather or plan revisions.
It took nearly five months to get our permits due to issues like a zoning-related address change, driveway adjustments, septic tank relocation and moving an easement for a storm drain in the front yard. These changes were worth the extra time and cost because they addressed long-term concerns that could have become future headaches when selling the property down the road.
Like any build, there will be ups and downs. The key is to stay positive, stick to your budget, hire skilled subcontractors and be flexible when challenges arise—because they will. And remember, you can’t control everything, especially Mother Nature.
Happy home building and, most importantly, enjoy the process.
Jason Hlewicki,
Jon Dressler Rare Roots Hospitality Group
All in the family
How the Rare Roots Hospitality Group is bringing the best to culinary dining
It all started for Kim and Jon Dressler with the Dressler’s Restaurant at Birkdale Village in Huntersville, North Carolina. That’s where the Rare Roots Hospitality Group took shape.
Chasing what they called a lifelong dream, Kim and Jon opened the doors in September 2003, strategically building a following, and forming lifelong friendships with guests.
The co-owners of Rare Roots Hospitality continue to build their legacy of culinary excellence, including Chapter 6, Dogwood Southern Table, Fin & Fino, Joan’s Bakery & Deli, The Porter House and Dressler’s. As one of the brand’s driving forces, Jon started in the restaurant business washing dishes at 16 and continued his learning by busing tables, serving and managing.
We sat down with Jon and Jason Hlewicki, Director of Client Services at Swinerton, the national general contractor that is helping Rare Roots extend its legacy.
What was the inspiration behind that concept?
Jon: The name ‘Rare Roots’ pays homage to the group of us that have been together for so long—which is rare in the fast-paced restaurant industry. We always intended to create a company culture centered around
“I am eternally optimistic about our industry and our role in it. We strive to stand out in our guests’ culinary and service experiences and execute both at a high level.”
— Jon Dressler, co-founder, Rare Roots Hospitality Group
being a family and we are honored to celebrate five-year, 10-year and even 20-year anniversaries with many of our team members. “Hospitality” is what we provide on a daily basis.
What type of consumer are you targeting?
Jon: We target anyone who likes to dine. We want to make all people feel welcomed across all groups. We love what we do, and we are happy to share our passion and expertise with anyone who wants a seat at one of our tables
How does the design of the restaurant cater to what today’s consumers are looking for?
Jon: We intentionally design places that incorporate large bars, big open spaces, that have a bright and airy feel. We like to be a part of mixed-use developments in busy centers and neighborhoods. The design of
our establishments and our menus reflect our emphasis on community dining and a desire for vivacious atmospheres. Is there a location that really shows how the brand interacts with the community and customers? One of your favorites?
Jason: Chapter 6 is an excellent example of the Dressler difference. It is located in a really cool part of town, on a walking trail, in a thriving food and beverage area, and has spectacular nightlife. The community is dense with multifamily builds with subsequently high foot traffic. The large patio beckons people in from the outside and an Instagram photo opportunity in the mixed-use lobby is a popular stop.
What’s the biggest issue today related to the construction side of the business?
Jason: The biggest construction hurdles we face are seen across the construction industry as a whole- rising material costs alone, delayed material acquisition, and difficulty in securing subcontractor labor.
Where Your Vision Meets Our Expertise
Terrazzo is a handcrafted building material; its primary components are assembled on the construction site. For 100-years, the contractor members of the National Terrazzo and Mosaic Association have brought integrity and skill to countless installations. The NTMA has the expertise your project needs. Find specifications, information, color samples, contractor and supplier members at www.ntma.com or call 800-323-9736.
“Chapter 6 is an excellent example of the Dressler difference. It is located in a really cool part of town, on a walking trail, in a thriving food and beverage area, and has spectacular nightlife.”
Are you optimistic about the restaurant marketplace for the remainder of 2024 & into 2025?
Jason: Recently, the food and beverage market has broken records for consumer spend. People are excited about exploring new culinary experiences.
— Jason Hlewicki, Director of Client Services at Swinerton
Jon: I am eternally optimistic about our industry and our role in it. We strive to stand out in our guests’ culinary and service experiences and execute both at a high level.
What is your growth plan?
What areas are you targeting?
Jon: We always have our eye on the market
One-on-One with Swinerton’s Jason Hlewicki
What’s the most rewarding part of your job?
Having a positive impact on people's lives through our ability to create amazing spaces for people to work, live, worship and connect with each other throughout the community is extremely meaningful to me.
What was the best advice you ever received?
“Happiness is a choice." An individual has the power to influence their own happiness through their attitudes, decisions and behaviors. While the world around us can impact well-being, this perspective emphasizes the importance of a positive mindset and proactive efforts in cultivating happiness. By focusing on gratitude, positive thinking and meaningful interactions, people can enhance their lives and the lives around them making the world a better place.
What's the best thing a client ever said to you?
"You’ve exceeded my expectations."
Name the three strongest traits any leader should have and why.
Vision: A clear and compelling vision for the future inspires and motivates others. Empathy: Understanding and sharing the feelings of others fosters a supportive environment.
Integrity: Honesty and strong moral principles guide our actions.
How do you like to spend your down time?
If it’s not traveling with my beautiful wife and daughters, it would be exploring new topics and articles focused around personal health, wellness and longevity.
and expansion, but we thoughtfully consider timing and resources when evaluating opportunities and our desire to fill a need in the market.
What trends are you seeing?
Jason: We are seeing an increased emphasis on multifunctional spaces as shown by Chapter 6’s incorporation of open, indoor-outdoor dining. There are also many “compeateries” popping up that offer food and beverage alongside games like pickleball. We are currently building this kind of facility in the North End area.
Adaptive reuse is an ongoing trend as a way to revitalize old and outdated structures and breathe new life into them. Buildings that were previously used as factories, warehouses, or gas stations are now restaurants, office spaces, and boutique stores that incorporate the unique history of the structures and their surrounding communities.
What’s the secret to creating a “must visit” restaurant environment in today’s competitive landscape?
Jon: The secret to a “must visit” establishment is outstanding food, warm and friendly service, and a comfortable ambiance. Guests are looking for smaller plates and shareables to make dining more experiential and communal. They would rather share 4-5 dishes between the group then have one dedicated meal per person.
Tell us what makes your brand so unique?
Jon: We have a group of like-minded people that are passionate about service, family, food and beverage and we continue to push the envelope in our offerings. We put an emphasis on the overall guest experience and truly care about the small details that surprise and delight guests and take a place from ordinary to extraordinary. CK
CCR Coffee Talk Podcast Episodes
CCCT sat down with retired Captain William Toti, Author of “From CO to CEO” who served for more than 26 years on active duty, culminating as commodore of Submarine Squadron 3, then 15 years as a corporate executive and eventually a CEO. He has been featured in several documentaries, including The Lost Ships of World War II (Fox), USS Indianapolis: The Final Chapter (PBS), USS Indianapolis: Live from the Deep (PBS), USS Indianapolis: The Legacy, 9/11: One Day in America (National Geographic), 9/11: The Pentagon (The History Channel) and 9/11: Inside the Pentagon (PBS). williamtoti.com
CCCT sat down with Cloteen Jasmin, Atlanta Market Leader and Senior VP of Development for the Ryan Companies. Ryan has been operating since 1938 and has grown as a company with a belief that we are all part of the same family. Their story is shaped by a commitment to their employees, customers, communities and partners. The Ryan leadership team is dedicated to honoring our legacy while laying the path to a successful future. From commercial real estate project conception to completion and beyond, they place their hearts into creating spaces that bring your story to life in Construction, Architecture + Engineering, Development, Real Estate Management & Capital Markets. Enjoy the conversation. ryancompanies.com
CCCT sat down with Jesse Hernandez, Founder of Depth Builder LLC, Entrepreneur & Author, who helps construction professionals develop their coaching, communication, listening and feedback skills. Participants of this learning experience have expanded their influence, improved their relationships and provided a more meaningful experience at home and work. For organizations that are looking to improve productivity in the field, Jesse offers training on a collaborative approach in removing the burdensome elements of work. Enjoy the conversation.
depthbuilder.com.
CCCT with Wendy Merz, Director of Sustainability Services from Trinity Consultants, a leading global Environmental Health and Safety (EH&S) firm, that provides services and solutions in the Regulatory Compliance, Ecology and water, Built Environments and Life Sciences markets. Founded in 1974, Trinity has the technical expertise, industry depth, and capabilities to help clients achieve their goals across the natural and built environments. Enjoy the conversation. trinityconsultants.com
Listen to the latest episodes @ ccr-mag.com/category/podcast
Subscribe here to listen to all episodes: https://www.youtube.com/@ commercialconstructionreno1615 Would you like to be a guest or sponsor?
An interview podcast that talks to guests that will have business titles in design, construction, facilities, real estate, procurement, development, etc. in retail, restaurants, hospitality, healthcare, federal, multi-family, shopping center owners, developers, cannabis, mixed-use along with the A/E/C sectors plus vendor service suppliers & mfcs who’s products and services are specified, recommend and purchased by enduser brands to build and maintain their facilities in the Commercial Construction Building industry.
To be a guest or sponsor, reach out to David Corson your host at davidc@ccr-mag.com.
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Community RISES to the occasion
Community RISES to the occasion
Inside the Rockaway Beach Coastal Restoration Project, New York City
By JoAnne Castagna, Ed.D.
Allan Little, a 62 old Far Rockaway resident, who is deaf, is sitting next to a beach dune, digging into the sand with his bare hands, under the warm sun. He is planting vegetation to help make Rockaway Beach more resilient to coastal storm erosion and flooding. It is a far cry from his previous job at McDonald’s, where he worked for twenty years in midtown Manhattan before the pandemic.
U.S. Army Corps of Engineers, New York District constructing groins on Rockaway Beach, Queens, New York City. Credit: USACE.
Little says his life has a bit more purpose now because he’s making a difference in his own community. Plus, it keeps him active, moving, and out in nature—all good things. He is not alone. Alongside him are other adults and children of all ages. They are all taking part in a dune restoration program being carried out by the nonprofit, RISE (Rockaway Initiative for Sustainability and Equity). The organization’s work is supporting a more extensive coastal restoration project that is being carried out by its longtime partner the U.S. Army Corps of Engineers, New York District. The Army Corps is collaborating with RISE and other partners to make Rockaway Beach more resilient to coastal storm erosion and flooding that has increased due to more frequent and stronger coastal storms.
They are doing this using a combination of hard features with natural and nature-based solutions, such as dune creation and planting, to create a healthy, vibrant beach for Little, his community and future generations.
Jeanne DuPont, founder and Executive Director of RISE says the work that Allan and the rest of our Dune Squad is performing is not only helping Rockaway Beach, but it is also making a positive impact on them and giving them a sense of pride. “Allan is so excited about what he has been doing that he has even shared it with other deaf people. It also even encouraged his team to learn sign language.”
Rockaway Beach is a neighborhood located on the Rockaway peninsula in the New York City borough of Queens. The neighborhood
is named for the Rockaway Beach and the boardwalk, which is the largest urban beach in the US. The Rockaway peninsula stretches approximately ten miles and has the Atlantic Ocean on the south side and Jamaica Bay on its north side.
The area, generally referred to as “the Rockaways,” has been a popular summer destination for decades and is home to over 850,000 residents and more than 48,000 residential and nonresidential structures, including schools, hospitals and nursing homes. The peninsula has been vulnerable to coastal storms for years, which have caused tremendous erosion and sand loss of the beach, making the community vulnerable to flooding.
To reduce the risk of flooding, the Army Corps, since the 1970s, has been replenishing
Area Map of Rockaway Beach, Queens, New York City. Credit: USACE.
this lost sand by dredging sand from the ocean and pumping it onto the beach to increase the height and width of the beach berm. The berm is the flat area of the beach between the dunes and the ocean where beachgoers typically sunbathe. An enlarged berm acts as a buffer, protecting the structures and infrastructure behind the beach from the storm surges and flood damages.
The area has been battered by many storms including a recent Christmas storm in 2022 and historic Hurricane Sandy in 2012. Sandy’s intense winds created an unexpected storm surge that created fourteen-foot-high waves that pushed sand and water up into the community. “The Rockaway Beach community was bombarded by the water surge from all directions—the Atlantic Ocean side and the Jamaica Bay side—causing extensive beach erosion and flooding,” says Ahmed Radwan, project manager, New York District, U.S. Army Corps of Engineers.
RISE’s coastal work is being performed as part of its “Greater Rockaway” Coastal Resilience Plan,” which has been supported by the National Fish & Wildlife Foundation from 2020-2024 through the Coastal Resilience Fund.
As a result, Rockaway Beach lost millions of cubic yards of sand, which the Army Corps has replaced. With stronger coastal storms occurring more frequently, another Sandy-like storm is likely to happen again, so the Army Corps has been working in collaboration with its partners to develop long-term solutions to help make Rockaway Beach more resilient.
These partners include the New York State Department of Environmental Conservation (non-federal sponsor), New York City Department of Parks and Recreation, New York City Department of Environmental Protection, New York City Department of Transportation, New York City Mayor’s Office of Climate and Environmental Justice, New York City Mayor’s Office for People with Disabilities, National Park Service and RISE.
Members of the U.S. Army Corps of Engineers, New York District educating Rockaway Beach students about the work they’re performing on Rockaway Beach, Queens, New York City. Credit: USACE.
Jeanne DuPont, founder, and executive director of RISE (Rockaway Initiative for Sustainability and Equity). Credit: RISE.
RISE’s coastal work is being performed as part of its “Greater Rockaway” Coastal Resilience Plan,” which has been supported by the National Fish & Wildlife Foundation from 2020-2024 through the Coastal Resilience Fund. “Ensuring the success of our projects hinges significantly on maintaining strong coordination with key stakeholders from the private sector and nonprofit organizations like RISE,” Radwan says.
Radwan says these entities play a vital role in assisting the federal government by identifying local needs and leveraging local resources. “Moreover, their extensive research capabilities offer valuable insights that can greatly benefit our projects. We are committed to offering full support to encourage and facilitate their involvement in our initiatives.”
Joining forces
The Army Corps and RISE have collaborated for more than 18 years to educate school children about the work they are performing on their beach, and to show them why it is important for their community and wildlife. This has included performing workshops at PS 43Q The School by the Sea, which is located right next to the boardwalk and bringing touch tanks filled with sea life to have a show-and-tell for the students.
DuPont values this relationship with the Army Corps, “One time we had an Army Corps workshop on the beach where the kids were watching dredge pipes while the sand was being dredged and placed on the beach. “I thought, you know, most of the kids in Rockaway Beach didn’t really understand what was going on right on their own beach and how this work was helping to conserve our beach. So, it was kind of a great moment for these kids to be able to ask the Army Corps questions and learn. It’s also a way for them to find out about different career fields and learn what it means to be an engineer or biologist.”
This relationship continues today. The dune restoration work being performed by RISE is supporting the Army Corps’ efforts
To create a reinforced dune on Rockaway Beach, Queens, New York City, the U.S. Army Corps of Engineers, New York District first constructed a line of steel sheet piles into the beach. Credit: USACE.
U.S. Army Corps of Engineers New York District replenishing lost sand on Rockaway Beach, Queens, New York City after Hurricane Sandy in 2012. Credit: USACE.
to incorporate natural and nature-based features on the Rockaway Beach Coastal Restoration Project.
Natural and nature-based engineering features are landscape attributes used in combination with hard ones. Natural features occur naturally in the landscape and nature-based features are engineered, constructed or restored to mimic natural conditions. Examples of these features include beaches and dunes; vegetated environments, such as maritime forests, salt marshes, freshwater wetlands, fluvial flood plains and seagrass beds; coral and oyster reefs; and barrier islands.
The Army Corps has become a leader in natural and nature-based features and published the collaboratively written report, International Guidelines on Natural and Nature-Based Features for Flood Risk Management, that is used industry-wide.
To reduce the risk of flooding, the Army Corps, since the 1970s, has been replenishing this lost sand by dredging sand from the ocean and pumping it onto the beach to increase the height and width of the beach berm.
“Nature-based features are sustainable and attenuate typical flooding,” says Michael Oseback, a former project manager, New York District, U.S. Army Corps of Engineers. “These features may also allow the opportunity to strengthen the surrounding ecological environment.”
These natural and nature-based features are being implemented on portions of the project where work is being performed in two areas –along the south side of the peninsula on the Atlantic Ocean and along the north side of the peninsula on Jamaica Bay.
On the Atlantic Coast side, a large reinforced dune is currently under construction. It is actually not a natural or nature based dune, but a seawall that looks like a seven-mile dune, which will be covered with beach grass, shrubs,
RISE’s (Rockaway Initiative for Sustainability and Equity) Dune Squad planting vegetation on dunes on Rockway Beach, Queens, New York City. Credit: RISE.
and perennials. To create this, a thirty-foot steel sheet pile wall was inserted twenty feet into the ground and capped with several feet of concrete.
In the front of the structure, two layers of heavy armor stone were laid. On top of everything, millions of cubic yards of sand were placed, and the sand will be planted with native vegetation and trees.
The root structure of these plants and trees will hold the sand in place and stabilize it on the dune and it will reduce erosion. “It’s a sand dune with a skeleton inside,” says Rockaway Beach resident Daniel Fault.
Falt also is a former project manager, New York District, U.S. Army Corps of Engineers. According to the International Guidelines, beaches and dunes are valuable to flood risk reduction because they dissipate wave energy, can trap sediments, have the potential to grow with rising sea levels, and provide habitat for diverse species.
Dunes are areas of the beach where sand is elevated several feet to act as a buffer between the waves, wind, stormwater levels and the infrastructure landward on the beach. In addition, nineteen groins were constructed along the Atlantic Coast. These are structures that extend out perpendicular from the shore into the water and interrupt water flow and limit the movement of sand, to reduce the frequency of beach erosion.
Putting in the work
As work continues on the Atlantic Ocean side of the project, plans are starting to be worked out for the low-lying coastal area of Jamaica Bay. A variety of flood reduction measures, including natural and nature-based features, are being considered.
RISE’s office is located in the middle of the peninsula, between the ocean and the bay, where, according to DuPont,
flooding is a regular problem and not just during coastal storms. “When it’s high tide in Jamaica Bay,” DuPont says. “The water coming up from the storm drains all along the entire length of the peninsula and floods the streets, including in front of our building. Cars can’t even get through. It’s really bad.”
Nature-based solutions are being considered for this area including the use of rock sills. Sills of rock would be placed parallel to the shore of Jamaica Bay to dampen wave energy and reduce shore erosion. Other flood risk reduction features are being considered including a variety of wall structures (stone revetments, flood walls, and bulkheads). Stone revetments are walls that protect against erosion caused by wave action, storm surge, and currents. Flood walls keep tidal water from entering a community, and bulkheads or retaining walls help to stabilize a shoreline.
As work continues on the Rockaway Beach Coastal Restoration Project, DuPont says that the partnership that RISE has with the Army Corps is a winning combination for the project’s success. “With the Army Corps handling the hard infrastructure like the jetties and the front line of defense and RISE handling the soft infrastructure including
education, outreach, and employment opportunities, both of our efforts together will help the community understand and appreciate the work the Army Corps is doing for their community.”
RISE looks forward to continuing to support the Army Corps. “We’re open to continuing to have more meetings with the Army Corps and helping in any way we can,” DuPont says. “[That’s] whether this is donating native plants from our nursery for planting on the dunes or inviting the Army Corps engineers and biologists for more events to speak to our community’s children.”
DuPont is confident of a positive future because there has already been great progress on the project. “It’s not the same beach it was ten years ago. A lot has changed, since there’s been a lot of focus on improving the beach by the Army Corps. “The buses, trains, and subways are packed with beachgoers and people coming to see the piping plovers and terns in our new bird sanctuary and nature preserve. Not only are the beaches packed, but our waters are brimming with humpback whales, bottlenose dolphins, sharks, and manta rays. It’s really amazing that in New York City we have a shoreline like this. It’s beautiful. Really beautiful.” FC
Learn more on Flood Risk Management
To learn more about International Guidelines on Natural and Nature-Based Features for Flood Risk Management, visit https://ewn.erdc.dren.mil/international-guidelines-on-natural-and-nature-based-features-for-flood-risk-management
Dr. JoAnne Castagna is a public affairs specialist and writer for the U.S. Army Corps of Engineers, New York District. She can be reached at Joanne.Castagna@usace.army.mil.
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Ode to history
Behind the scenes of restoring the iconic Clayborn Temple
Ode to history
Behind the scenes of restoring the iconic Clayborn Temple
By Tony Pellicciotti
Through more than 20 years of neglect and abandonment, Clayborn Temple’s physical condition belied its importance to the American Civil Rights Movement.
As if purposefully cast to be an anamorphic metaphor, Clayborn Temple in Memphis, Tennessee had become a decrepit old soul with a broken back, crumbling in on itself. The roof had failed. Windows were broken. Masonry had crumbled and the main roof truss had largely collapsed with catastrophe staved off by an emergency shoring effort.
This tragic deterioration disguised Clayborn Temple’s proud heritage and central role as the staging ground for the 1968 Sanitation Workers’ Strike that precipitated Dr. Martin Luther King’s fateful trip to Memphis. In fact, the iconic “I AM A MAN” signs were made daily in the church’s basement as a means to proudly demand the most basic of human rights and dignity.
In February 1968, more than 1,000 black sanitation workers initiated a strike, protesting inadequate wages and harsh conditions. Their pleas for change initially fell on deaf ears among city leaders, prompting them to join forces with Civil Rights activists, including Dr. Martin Luther King Jr. During his visit to support the strike, Dr. King was assassinated as he stepped out onto the balcony of the Lorraine Motel.
The fallout from King’s death and the end of the strike saw Clayborn Temple fall into disrepair. The nearly seventy-five-yearold building was eventually shuttered despite efforts to maintain its operations throughout the 1980s. The continued challenges of preserving such a monumental building proved daunting.
Hope for Clayborn Temple’s revitalization emerged when it was designated a National Treasure by the National Trust for
As Clayborn Temple peers into the future, its resilience will echo that of the sanitation workers themselves—beckoning to future generations to continue to advance the cause of equality on the hard-won foundations of our forefathers.
Historic Preservation in 2018. Under the leadership of Anasa Troutman, the newly established 501(c)3 non-profit, Historic Clayborn Temple, assembled a highly accomplished building committee to guide plans for its revitalization.
The project has attracted funding from a number of private sources, including Kataly, Kresge, and Mellon Foundations, as well as a $2.5M 2025 Community Projects Award through Congressman Steven Cohen (D TN, 9th District), which will help to fund the third and final restoration phase (interior envelope) required for the building to reopen.
Today, Clayborn Temple is being painstakingly returned to its rightful place in American History—a canvas for the art of life, a dignified counterbalance
to injustice, and the fundamental human instinct to create community. Once complete, the collaboration of hundreds of skilled craftsmen, artists, designers, preservationists and public officials will have resurrected the condemned church to reflect its 1968 stature.
As Clayborn Temple peers into the future, its resilience will echo that of the sanitation workers themselves—beckoning to future generations to continue to advance the cause of equality on the hard-won foundations of our forefathers.
Frequent collaboration between preservation consultants, architects, engineers, and skilled craftspeople has been necessary to ensure adherence to the Secretary of the Interior’s Standards for Rehabilitation. LRK is guiding historic preservation efforts
for Clayborn Temple in coordination with the National Park Service and Tennessee Historical Commission. Self Tucker Architects is leading the architectural team tasked with restoring the building, and Allworld Project Management serves as Project Manager for this herculean effort.
“By the early 2000s, the building had suffered significant deterioration, even requiring the partial demolition of a collapsed section,” says Greg Morrison, Historic Preservation Consultant at LRK. “The main sanctuary building has left an incredible dome structure in the center that creates a complicated structural system. The deteriorating roof was exerting immense pressure on the south exterior wall, causing it to lean outwards and become unstable.” This failure ultimately necessitated careful disassembly of the south wall, individually numbering each stone for reconstruction.
The completion of exterior work in September 2023 marked a significant milestone, revealing a fully restored envelope adorned with revitalized stainedglass windows that pay homage to the building’s rich history. With this major phase accomplished, the team has now turned its attention to the intricate task of restoring the interior.
“Historic photos have helped us to really refine efforts so that they reflect the period of significance that’s most important to this building,” Morrison says. “For example, old photos helped us determine the types of doors used in the 1960s compared to newer ones that were later updated in the 1980s. All updated doors from previous restoration attempts were then switched back to doors that reflect the 1960s time period.”
This same process was extended to the interior lighting. The team found the sconces lining the sweeping cantilevered balcony were from the 1980s, but the light shades had been salvaged and dated to the church’s initial construction.
The sanctuary’s intricate dome structure will undergo comprehensive restoration, facilitated by advanced 3D scanning and digital modeling. The original chandelier, meticulously restored and converted to LED compatibility, will once again grace the center of the dome. Having endured the
“Historic photos have helped us to really refine efforts so that they reflect the period of significance that’s most important to this building.”
building’s most challenging periods, the chandelier now serves as a poignant symbol of Clayborn Temple’s resilience and rebirth.
“Throughout the past seven years, the Design Team has strived to highlight the important legacy of Historic Clayborn Temple and its position at the heart of the community through the highest expression of historic preservation, environmental sustainability and community revitalization,” says Jimmie Tucker, Managing Principal at Self Tucker Architects.
The restoration of the church’s interior is slated for completion in 2026. Upon its
reopening, the revitalized Clayborn Temple will not merely resume its role as a place of worship, but it will also house a museum dedicated to the Civil Rights movement, paying homage to the landmark campaign that unfolded within its walls.
Furthermore, the temple will serve as a versatile venue for community-led programs and activities. These efforts represent an enduring contribution to Memphis’s Civil Rights landscape, perpetuating awareness of the stories of local achievement and activism that shaped the nation’s history.
Tony Pellicciotti, AIA, LEED AP BD+C, brings more than 30 years of highly relevant leadership, collaboration and design experience to LRK. With a broad, diverse portfolio, he has focused his professional practice to prove that good design transcends budget and program.
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Step-by-step
Embracing sustainable master planning for resilient campuses
Step-bystep
Embracing sustainable master planning for resilient campuses
By Sadaf Jafari
In response to escalating environmental challenges, institutions are increasingly turning to sustainable master planning as a foundational strategy for creating resilient campuses. This approach both addresses climate change concerns and also integrates social equity and economic prosperity into the fabric of campus development.
River House revitalizes Providence’s Jewelry District, reclaiming an urban area previously affected by environmental degradation. This mixed-use residential community incorporates 270 beds specifically designated for Brown University graduate student housing.
Step 1: Create a Strategic Core Committee
Central to any successful sustainable master plan is the establishment of a core committee—a strategic decision-making team that guides the process from inception to implementation. This committee plays a pivotal role in engaging diverse campus stakeholders, ensuring that every decision aligns with overarching sustainability goals.
Step 2: Assess Existing Conditions
Before initiating the planning process, it is essential to conduct a thorough evaluation of the current campus conditions. This includes examining infrastructure and systems, existing plans, metering data, facilities records, operational reports, occupant surveys and any available performance data. Advanced technologies like digital twinning should be employed to create a baseline and establish standards for optimized tracking and reporting. This extensive evaluation helps to pinpoint strengths, weaknesses, gaps, and opportunities, informing the setting of targets and the development of strategies to achieve institutional objectives. This process provides a heat map of your campus, highlighting existing buildings, utilities and infrastructure most in need of
sustainable updates to inform decision-making on how to address them. Moreover, it identifies straightforward, cost-effective solutions that can be quickly implemented.
Step 3: Develop Goals & Climate Commitments
A sustainable master plan begins with setting goals aligned with the institution’s sustainability vision and mission, providing measurable metrics for tracking progress and reporting externally.
In partnership with master planners and consultants, the core committee will set quantifiable targets and timelines that align with climate commitments, empowering the group to easily navigate environmental policies and social awareness. It’s crucial to identify benchmarking targets, such as quantifying campus resource use, embodied carbon and occupant wellness, to compare against peers. This data-driven approach empowers stakeholders to make informed decisions, aligning with institutional goals and surpassing peer achievements.
Revolution Labs, designed by SGA, focuses on seamlessly integrating with the natural landscape, strategically placing structures to enhance outdoor experiences that enrich daily activities for its occupants.
How to Set Key Targets for Critical Areas
Carbon Emissions: Set targets for both embodied and operational carbon emissions, aiming for carbon neutrality or broader goals. Focus on electrification strategies and industry-standard green certifications like LEED, Passive House and Living Building Challenge. Incorporate flexible designs for future innovations to keep lowering operational carbon with new technologies and include targets for construction materials and circular design planning to reduce embodied carbon.
Energy Sources: Define ambitious yet achievable energy usage targets for each building type and design adaptable energy infrastructure for future technological
integration. Utilize renewable energy and storage strategies, leveraging regional geothermal, wind and solar resources.
Water Usage: Establish goals for low water usage fixtures, water reuse, intensive gray and, if possible, black water filtration and stormwater management. Ensure targets fully utilize all water conservation opportunities on campus.
Occupant Wellness: Prioritize the health and wellbeing of campus inhabitants by setting standards for comfort and environmental connection early in the design process. Promote wellbeing through natural materials and aim for certifications like WELL or Fitwel.
Resiliency: Integrate measures to ensure the built environment withstands climate challenges based on regional climate projections. Focus on minimizing environmental impact and reducing the environment’s impact on the campus with proactive solutions for operational continuity and safety.
Step 4: Engage Stakeholders
The core committee will spearhead decision-making and help identify key audiences that can provide valuable insights into the institution’s unique needs. Engaging stakeholders such as relevant city agencies, institutional departments like finance, planning, and operations, employees, facilities staff, students (in an academic setting) and the local community is essential. A robust stakeholder network ensures effective collaboration and implementation.
Facilitated by the core committee and consultant team, programming and envisioning sessions, surveys, and presentations with this broader group will translate outlined goals and commitments into actionable opportunities tailored to your campus.
Step 5: Study Campus Opportunities
Existing Assets: Identifying existing assets with the most significant energy or infrastructure strains on the campus is crucial
for the success of a sustainable master plan. Once these assets are pinpointed, they can be evaluated for potential renovation or adaptive reuse opportunities. With the primary goal being to enhance and expand existing building stock in a way that makes them more sustainable and functional, the demolition of an existing structure may be identified as a more effective solution to future sustainability objectives.
There is significant potential to refresh and reimagine existing spaces to meet growing demands. Reusing an existing structure often results in substantial savings in embodied carbon compared to new construction. These savings mainly come from the reduced need for producing and transporting new materials and these projects frequently require smaller construction teams.
Redefining the riverfront, Parcels 14/15 are integral to CV Properties’ strategic master plan aimed at blending residential and commercial developments for economic benefit. This expansive project, designed by SGA and includes Brown University-owned property, envisions over 500,000 square feet of development. Future phases propose state-of-theart Class A laboratory and office spaces.
Site and Landscape Considerations
Infrastructure: Effective space planning for utilities, central plants, and new infrastructure like geothermal, thermal storage, solar, and battery storage is crucial. Identifying potential site impacts and site permitting requirements is essential, whether for new installations or the rehabilitation, reuse or optimization of existing infrastructure.
Water Conservation: Implementing strategies for Xeriscaping and rainwater and greywater reuse for functions like landscape maintenance, along with stormwater management, helps reduce the environmental load on municipal systems.
Topography/Natural Resources: A thorough assessment of the campus’s
Simons Galeries de la Capitale, Québec, QC, Canada
natural features ensures that future improvements preserve these assets. This understanding allows for the integration of natural landscapes with building development, tapping into geothermal capabilities, protecting natural habitats, and identifying resiliency opportunities.
MEP Infrastructure: Mechanical, Electrical and Plumbing (MEP) systems should align with campus needs, using high-performance, fossil-free technologies. Efficient MEP planning reduces grid dependency and supports the goal of Net Zero energy use. Technologies that minimize water use in
There is significant potential to refresh and reimagine existing spaces to meet growing demands. Reusing an existing structure often results in substantial savings in embodied carbon compared to new construction.
Pedestrian-Friendly Campuses:
Creating pedestrian-friendly campuses involves introducing multimodal pathways to encourage walking, biking, and other green transportation methods. This design encourages commuters to leave cars on the campus periphery, enhancing engagement with the campus’s architectural and environmental features.
Gardens & Outdoor Spaces: Integrating native and drought-tolerant plantings throughout the campus promotes climate-appropriate landscaping. These green spaces help reduce the heat island effect, enhance biodiversity, and improve occupant wellness while engaging the community in sustainability efforts.
Building Opportunities
Envelope: A well-designed building envelope is essential for energy efficiency and occupant comfort, acting as the first defense against external environmental influences. Standards should be set to guide envelope design, enhancing thermal performance.
HVAC systems are also crucial for campus conservation efforts.
Building Orientation: The orientation of both existing and new buildings should be evaluated to optimize solar gain, daylight, and views. Understanding solar orientation allows for integrating shading strategies, landscaping, and strategic placement of new structures to reduce energy loads and enhance natural lighting.
Material: Using low embodied carbon materials like mass timber and low-carbon concrete offers sustainability benefits and aesthetic potential. Sustainable interior materials should also be chosen to ensure occupant health, wellness and comfort.
Waste Management and Recycling:
Establishing ethical sourcing and waste removal practices from demolition through post-occupancy reduces environmental impact. Providing easy access to composting and recycling empowers users to participate in sustainable practices directly.
Williams College Garfield House, a 40-bed residence hall spanning 16,500 square feet, is designed to meet Passive House (PHIUS) standards, aiming for a targeted Energy Use Intensity (EUI) of 28.
Step 6: Define Action Items, Timeline and Preliminary Cost Estimates
Achieving sustainability goals requires clear action items and timelines to maximize efficiencies and returns on investment. It is important to look at the cost of these efforts holistically. A sustainable master plan informs phased approaches, low investment initiatives, and identifies shorter-term projects that allow real estate and facilities to strategically implement upgrades. This evolving framework sets standards for future campus development, accelerating sustainable initiatives.
Involving an experienced construction manager or cost estimator early ensures accurate planning for timelines and costs. A knowledgeable team can identify paybacks, grants and incentives to make the institution’s mission feasible.
Step 7: Implementation
Partnering with a qualified design team of campus planners, sustainability experts, and relevant consultants to implement these efforts provides your organization with the knowledge and tools to efficiently and effectively achieve institutional objectives and municipal mandates.
A decision-making matrix that includes all the sustainability action items discussed above, and their first cost and associated payback, is a necessary tool in this process to identify and rank solutions by their value from both cost, performance, and institutional benefit perspectives. This allows your facilities and leadership teams to align the implementation of project opportunities in an informed, phased approach.
Sadaf Jafari, CPHC, LEED® AP BD+C, is Director of Sustainable Design at SGA.
Finding a seat at the table
Meet PuroClean’s Becky Edgren
I grew up in a family owned tooling and machining company that my father started in 1947. He passed away in 1990, but my brothers and I continued running the business.
I decided it was time to pursue something new and began exploring options for a business that would fit my family, which included my husband and three adult daughters. While working with a business broker, I was introduced to PuroClean, and in August 2008 I purchased my franchise. Gradually, my husband and three daughters joined the business.
With my semi-retired husband, the girls run the day to day operations while I focus on growth, teaching and leadership development among our team.
We are fortunate to be on several preferred vendor programs and receive a sizable amount of work from direct agent referrals. We are asked to do more and more without really being compensated for it.
Finding, training and retaining highly skilled technicians willing to be “on-call” 24/7 requires a strong focus on career development and culture. It’s about more than just competitive wages.
The opportunities out there are limitless, but you have to be willing and capable of change with an on-going commitment to continuous improvement. It’s easy to get comfortable, and that can be dangerous.
We are a very fragmented industry with a very easy entry point, which means anyone can claim to be a “restoration professional” and new competitors enter the market daily. For owners, including women owners, it’s about identifying where you want to be in the next three to five years and laying out a plan to get there.
Technology continues to evolve at an alarming rate and the restoration industry is no exception. Technology allows the carriers to track a loss in real time and collect data every step of the way.
We need to learn to be extremely proficient in utilizing the technology available not just to satisfy the carriers, but to ensure we are profitable without over-stressing our staff.
Understand, track and “act” on your data. It’s common for owners to feel confident and secure when revenue and growth are moving in the right direction, but that’s no indication of a healthy business.
Study the trends, understand what the data is telling, and then adjust/act accordingly so that you can create a predictable business. That takes time and commitment but is crucial to profitability and longevity.
My father always told me to “take care of your employees and they will take care of you and your customers.” I firmly believe as a business owner, I have a responsibility to develop my employees and provide them with opportunities, regardless of their background or position.
Stop trying to be everything to everyone and define what success means to you, then put a plan together to achieve it. Stop comparing yourself to others and stop worrying about what everyone else is doing.
It’s not about wanting a seat at the table, it’s about building your own table and surrounding yourself with the people who are important to you.
My goal is to develop a very focused five year plan that provides options for me, my girls and our company. CCR
Contractor The Retail Interns Receive RCA Scholarships
In an effort to ensure that scholarship recipients are more connected with our industry, the RCA focused its 2024 scholarships on interns at RCA member companies. Students who had interned with a member company in 2023, with a major in Construction Management and Construction Sciences, were eligible to be nominated. A representative from the nominating company submitted a brief narrative describing the intern’s contributions to the company and achievements during the internship. Students were also asked to submit a brief personal statement for consideration. A scholarship committee comprised of Board members and Advisory Board members reviewed and scored the applications (identifying information was removed prior to their review).
Five interns were selected and each received a $3,000 to be used for their fall 2024 semester. Here, we share information about our recipients, in the words of their nominators and the students themselves.
“Thank you to all members of the RCA who see potential in students who are eager to join the construction industry.”
Alexandra Fongers, Michigan State University Wolverine Building Group
Alexandra interned in Wolverine’s retail division, working in the field assisting a project superintendent build a ground-up Taco Bell. She gained enough skills and confidence to cover for the project superintendent during her vacation. Alexandra wanted to gain some project management experience as well and successfully helped the retail team source subcontractors and bid jobs. During her internship, Alexandra gained knowledge in project scheduling, daily logs, blueprint reading, progress meetings and punch lists. She returned for a second internship in summer 2024.
At the RCA Regional Event hosted by Wolverine in July, Alexandria told us, “This scholarship allows me to graduate in December of 2024 by funding classes necessary for my career goals. Now, being a member will allow me to make connections, gain skills in the workforce, and feel confident with my degree after graduation. I am grateful to be recognized as an outstanding student worth investing in. Thank you to all members of the RCA who see potential in students who are eager to join the construction industry.”
Andrew Garate, University of Illinois
William A. Randolph, Inc. (RANDOLPH)
Andrew Garate has interned with RANDOLPH for three summers. He brings a great attitude, hard work ethic, passion for the construction industry, and has produced high quality work during his time with the company. Andrew has worked in the estimating department, project management group, and field assignments with RANDOLPH’s superintendent team.
Andrew noted that “The scholarship provides me with a documented commitment to excellence within the constructon industry, as well as a powerful tool to achieve that success. Beyond the financial support this
scholarship provides, it associates me with a reputable organization, and I hope to leverage that exposure into valuable networking opportunities.
Kaitlyn Heffelbower, Michigan State University Wolverine Building Group
Kaitlyn Heffelbower us a mechanical engineering student with an interest in construction management. She has interned at Wolverine for the past two summers. Kaitlyn worked on projects in both the field and the office, including an Ace Hardware new build. She originally wanted to work in only the office, but developed a love for being in the field, and her role became hybrid. Kaitlyn attended progress meetings, finalized a closeout package, created and presented an estimate, updated a project schedule, created and sent scope letters to trades,
Kaitlyn said, “My dedication to pursuing my degree in mechanical engineering has been affirmed. Through the support of the RCA, my education goals have become more attainable and I have the support to dive deeper into my academic and professional goals. Receiving this award has been a great honor, and I am very grateful to the RCA for seeing my potential and investing in my future.”
Mason McDonough, San Diego State Graves Construction
Mason McDonough interned in Graves’ preconstruction department. When the company’s VP of Preconstruction needed medical leave, Mason stepped up. Despite his limited time with the company, he took on senior-level estimating responsibilities with remarkable proficiency and minimal oversight, showcasing his competence and determination. His nominator noted that “Mason's genuine passion for retail construction
(Continued on page 2 )
RCA’s mission is to promote professionalism and integrity in retail construction through industry leadership in education, information exchange, and jobsite safety.
The Retail Contractor
(Continued from page 1 )
is evident in everything he does, reflecting his deep understanding of our industry's intricacies and the pivotal role of preconstruction. He demonstrated exceptional talent, dedication, and character throughout his internship.”
“Receiving the RCA Intern Scholarship fuel my ambition to excel in construction, especially in the retail sector. Additionally, it would ease some financial pressure on my family, who have been incredibly supportive of my education. This scholarship would help alleviate a portion of that burden and allow me to focus on my studies and future goals.”
Prairna Pannu, Eastern Michigan University Wolverine Building Group
Prairna Pannu was a quick learner during her Wolverine internship and made contributions to projects from the start. She drafted and managed RFIs, managed submittals, coordinated building permits, and mentored other staff on use of Procore. Prairna worked both in the field and in the office on a large multi-family project. After interning with Wolverine for two years, Prairna joined the company as a Project Engineer after graduating in August.
Prairna shared that “This scholarship has not only been a financial blessing but also a source of inspiration and motivation. This generous support has had a profound impact on my educational journey, allowing me to pursue my academic and career aspirations with greater focus and determination. I am deeply grateful to the RCA for their commitment to supporting students and fostering the next generation of leaders in the construction industry.”
RCA’s scholarship program is made possible with the support of our members. We would like to thank the following RCA members for contributing to the Scholarship Fund in FY24 (May 2023-April 2024).
> Bogart Construction, Inc.
> Diamond Contractors Inc
> Division 9 Commercial Construction Inc
> Eckinger Construction Company
> Elder-Jones, Inc.
> International Contractors Inc.
> Scheiner Commercial Group, Inc.
> Shames Construction Company
> Triad Retail Construction Inc.
> Vision General Contractors of GA, LLC
> Westwood Contractors, Inc.
> William A. Randolph, Inc.
> Woods Construction, Inc.
To contribute to the RCA Scholarship Fund, visit retailcontractors. org or contact the RCA office at info@retailcontractors.org.
President’s Message
Eric Handley, COO., William A. Randolph, Inc. (RANDOLPH)
As a busy summer winds down for all of us, RCA continues our efforts to improve communication, enhance member benefits, offer more training opportunities, enhance regional events, and make the annual meeting an event that cannot be missed.
Our workforce development committee is working hard to develop the blueprint for our first ever RCA-sponsored Workforce Development event, to be held in 2025. Our goal is to continue to expand these events regionally and have our member companies utilize the resources developed by the RCA to continue these outreach efforts, which over time will help address the shortage of skilled trades and construction professionals.
While the December superintendent training program is full, there is still space available for the March training session in Dallas. Your team will benefit greatly from this training and come back energized and ready to put to work everything they learn in this two-day session. The first-ever RCA Project Manager training is being held in March. This three-day course is sure to provide project managers with excellent training that will help develop them into future leaders for our companies. Sign up early: both of these sessions are likely to fill up before the end of the year based on current demand.
I
encourage you to participate in a committee, as it gives you an immediate conduit to make a difference, to share your ideas, and to make memorable connections with other RCA members.
RCA makes progress and accomplishes the goals that we establish through the contributions from our committee members. We have set aggressive goals and need broad participation to accomplish these goals. I strongly encourage you to participate in an RCA committee, as it gives you an immediate conduit to make a difference, to share your ideas, and to make memorable connections with other RCA members. Please reach out to me or Executive Director Carol Montoya (carol@retailcontractors.org) if you would like to get involved in any of the committees below or if you have interest in serving on the board.
Committees:
> Construction Training
> Membership and Recruitment
> Professional Development
> Sponsor and Member Benefits
> Workforce Development
> Legislative & Regulatory
Congratulations to the recipients of the RCA Intern Scholarships. Our organizations can continue to build the next generation of leaders and construction professionals with your support of the scholarship program and by hiring interns/college graduates directly into your organization.
Autumn has arrived, which means cooler temps, football, and the holiday season quickly approaching. I hope everyone had an enjoyable summer; best wishes for closing out the 4th quarter! I look forward to reconnecting with all of you at the upcoming regional events and at ICSC Centerbuild.
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 David Martin H.J. Mar
2027 Hector Ray RAYWEST DESIGNBUILD
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
Eric Handley
The Retail Contractor
RCA Membership
COMPANY
Acme Enterprises, Inc.
Atlas Building Group
Bayley Construction, LP
Beam Team Construction, Inc.
Bogart Construction, Inc.
Buildrite Construction Corp.
Buch Construction
Commercial Contractors, Inc.
Commonwealth Building, Inc.
Connor Construction, LLC
Construction One, Inc.
David A. Nice Builders
De Jager Construction, Inc.
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
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
Bill Moberger 614-235-0057 OH wmoberger@constructionone.com 2015
Brandon Nice 757-566-3032 VA bnice@davidnicebuilders.com 2011
Dan De Jager 616-530-0060 MI dandj@dejagerconstruction.com 1990 Desco Professional Builders, Inc.
Diamond Contractors
Division 9 Commercial Inc.
Bob Anderson 860-870-7070 CT banderson@descopro.com 1995
Lori Perry 816-650-9200 MO loriperry@diamondcontractors.org 2015
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 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
Go Green Construction, Inc.
Graves Construction
Willy Rosner 770-612-8005 GA wrosner@fulcrumconstruction.com 2014
John Castellano 412-389-2577 PA john@ggc-pgh.com 2017
Anthony Graves 949-467-1799 CA anthony@gravesconstruction.com 2022 Gray
Robert Moore 714-491-1317 CA ramoore@gray.com 2005 Groom Construction Co., Inc.
H.J. Martin & Son, Inc.
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.
JAG Building Group
James Agresta Carpentry Inc.
Bruce Bronge 630-834-8043 IL bbronge@icibuilds.com 1995
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.
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 Lakeview Construction, Inc.
Kent Moon 262-857-3336 WI kent@lvconstruction.com 1998 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
RAYWEST DESIGNBUILD
Rectenwald Brothers Construction, Inc.
Retail Construction Services, Inc.
Retail Contractors of Puerto Rico
Right Choice Development & Construction
Russco, Inc.
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 2011
Greg West 910-824-0503 NC greg.west@raywestdesignbuild.com 2021
Art Rectenwald 724-772-8282 PA art@rectenwald.com 1996
Stephen Bachman 651-704-9000 MN sbachman@retailconstruction.com 1998
Sean Pfent 586-725-4400 MI spfent@rcofusa.com 1996
Jeff Chandler 812-379-9547 IN Jeff.Chandler@TBCCI.com 2014
Robert Baker 941-795-6100 FL inbox@tdsconstruction.com 1994
Thomas-Grace Construction, Inc. Don Harvieux 651-342-1298 MN don.harvieux@thomas-grace.com 2012
Threecore, LLC
Tilton Pacific Construction
Ray Catlin 972-800-2910 OH ray.catlin@threecorellc.com 2021
Robert Schroeder 916-630-7200 CA rschroeder@tiltonpacific.com
Tom Rectenwald Construction, Inc. Aaron Rectenwald 724-452-8801 PA arectenwald@trcgc.net
Trainor Commercial Construction, Inc. Brian Trainor 415-259-0200 CA brian.trainor@trainorconstruction.com
Tri-North Builders, Inc.
Triad Retail Construction
Vision General Contractors of GA, LLC
Warwick Construction, Inc.
Weekes Construction, Inc.
David Brown 608-204-7227 WI dbrown@tri-north.com 2015
Jay Dorsey 281-485-4700 TX j.dorsey@triadrc.com 2013
Tony Durand 770-769-4674 SC tonyd@viscongc.com 2021
Walt Watzinger 832-448-7000 TX walt@warwickconstruction.com 2008
Hunter Weekes 864-233-0061 SC hweekes@weekesconstruction.com 1990 Westwood Contractors, Inc.
William A. Randolph, Inc.
Winkel Construction, Inc.
Wolverine Building Group
Woods Construction, Inc.
Robert Benda 817-877-3800 TX bbenda@westwoodcontractors.com 1990
Tony Riccardi 847-856-0123 IL tony.riccardi@warandolph.com 2011
Rick Winkel 352-860-0500 FL rickw@winkel-construction.com 1990
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.
The Retail Contractor
Building a Strong Workforce: Community Development
This is part of a series featuring takeaways from the RCA Annual Conference.
When tackling workforce shortage in the construction industry, two heads are better than one… and oftentimes, the more you involve the community, the better.
During the 2024 RCA Annual Conference, a panel consisting of Jon Hostasa of Casey’s, Jason Storey of The Home Depot Pro, Paul Robinson of ConstructReach, Chuck Hundley of Sachse Construction, and David Brown of Tri-North Builders presented strategies to encourage kids to consider the trades as well as case studies aimed at increasing participation in construction.
Show them what we’ve got.
You’ve seen kids’ eyes go wide when they get to climb a tractor, fire truck or any big equipment. We have bulldozers, excavators, backhoes and more. With hard hats and vests, we can give communities hands-on experiences of what it’s like to be in the construction industry.
It’s also important to ensure you’re reaching a wide audience. For example, AGC She Builds Wisconsin is a program that encourages young women to pursue construction careers and features a partnership with the Boys & Girls Club of Dane County. Not only does it offer a network of mentorship, but She Builds Camps offers dozens of middle-school aged girls the opportunity to visit an active construction site, meet female construction professionals, and learn about the industry. We will dive deeper into ways to build a diverse pipeline of talent in a forthcoming article.
Milestone Memberships
Congratulations to our members celebrating milestone membership anniversaries!
Find the right partners
Youth-focused organizations like the YMCA and the Boys & Girls Clubs is a good start, but also ensure you’re working with village councils and other like-minded organizations.
“We have partnered with other trades and held events at the YMCA, where kids learn to weld, handle screwdrivers, and see what they like,” added Hundley. “It lets them celebrate their gifts and shows them what they can do.”
Leverage existing events or create your own
Tapping into existing festivals and local events where you can expose families to the construction industry is a great start. You can also create your own event.
Brown presented a Tri-North case study that construction leaders can implement in their own markets. Celebrating its 10th year in 2024, Kids Building Wisconsin is a free public event that aims to inspire and encourage thousands of kids with their families about the construction industry. The event features big construction equipment and hands-on exhibits highlighting the many exciting careers in the construction industry. In 2023, Kids Building Wisconsin had 8,292 attendees, six hours of construction fun, 46 press mentions, 62 interactive exhibits, 3,000 construction vests, 12 pieces of construction equipment, 410 photo-content entrants, six grand-prize winners, 407 volunteers, and 70 sponsorships.
Our next article in this series will focus on how to diversify the construction industry.
Our comprehensive digital agency offers a full suite of services to elevate your online presence, from strategy and design to marketing and analytics. Let us be your go-to partner for all your digital needs, ensuring seamless and effective results.
RCA Regional Events
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 Grand Rapids (July), Orlando (August), and Houston (September) events.
Upcoming events include: October 22 – Long Beach, CA October 24 – Philadelphia, PA December 3 – Phoenix, AZ
Grand Rapids: Ken Sharkey, Commercial Contractors, Inc. & Justin Elder, Elder-Jones, Inc.
Houston: David Corson, Commercial Construction & Renovation, Virginia Taylor, Lincoln Waste Solutions & John “JP” McGill, Triad Retail Construction, Inc.
Houston: Lukas Bielecki, Warwick Construction, Inc., Clinton “Brooks” Herman, The University of Texas MD Anderson Cancer Center & Sean Hinton, Warwick Construction Inc.
Orlando: Janine Buettner, ArcVision Inc. & Matt Frank Fortney & Weygandt, Inc.
Orlando: John Stallman, Lakeview Construction & Jeff Mahler, Onyx Creative
Orlando: Jason Storey, The Home Depot & Joe DeLiberato, Bowen Architecture
The Grand Rapids Knowledge Share was hosted by Wolverine Building Group.
Grand Rapids: Matt Brecker, DeJager Construction, Inc., Mike Gurski, Wolverine Building Group & Cindy Heigl, Royal
Grand Rapids: Kelli Krakowiak, Acme Enterprises, Inc., Jeff Lomber, Acme Enterprises Inc., Brian Hogan, FCP Services, Inc. & Hunter Weekes, Weekes Construction, Inc.
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Back in the saddle
At 61, I can look back at my life with its many ups and downs, recognizing that life constantly challenges us. You either take it head-on—become a “doer” and take action—or remain a “sayer” and never follow through. Whether in business, athletics or personal matters, I’ve always meant what I said, followed through and let my actions speak for themselves.
Was it easy? No. Were there tough moments? Absolutely. Did I make mistakes? You bet. Was I afraid of failure? Of course. But as I've aged, my follow-through has become a defining trait, something essential for getting things done. I've learned that your future is shaped by how well you persevere. The key is to learn from your mistakes and keep trying—no matter how small or big the challenges are. Tackling obstacles with a mindset that’s 100% positive is crucial. I grew up with horses outside of Philadelphia. My grandfather, a U.S. Cavalry Combat Engineer in WW II, had a lifelong passion for riding. When I was young, I was bucked off a pony and was in tears, terrified to get back in the saddle. But my family wouldn't let me leave the corral until I faced my fear and got back on that horse.
That was my first big step toward becoming a “Doer” instead of a “Sayer.”
The second pivotal moment came with sports. My parents had me on skates and skis as soon as I could walk. When I joined a local hockey rec league, I wasn’t the best skater and spent most of the time on the bench. Determined to improve, I found a camp in Pickering, Ontario, called “The Hockey Ranch,” which combined hockey and horseback riding. Instead of following my friends to local summer camps, I crossed the border to Canada, not knowing what to expect. After hours of training every day, I returned the following season as the most improved player on the ice. I never sat on the bench again, and my confidence and skills soared. I could ride any horse that was in front of me. Gitty up!
Fast forward to December 17, 2001, when I resigned from Nielsen to start my own publishing company. Since it was just after 9/11 and timing in business and life is everything, my family and friends warned me not to, but I knew if I didn’t try, I’d regret it forever. Now, almost 23 years later, I proudly say, “I built that,” just like many of you say every day after completing a construction project. I have no ego—I just want to keep doing what I love and moving forward with a true smile on my face.
The picture of me that accompanies this column shows me standing in front of the first home I am building with my wife. We navigated the construction loan process, learned about permitting, hired the right subcontractors, cleared the lot, poured the foundation, framed the house, and are now ready to rough in the interior. Soon, I’ll be able to say again, “I built that,” just like we do every month when creating each issue of CCR for your digital browsing pleasure.
In a recent video (https://youtu. be/9GEMNPnJWhA), I reflected on my year-long daily five to seven mile trek. I titled it, “Better Done is Better Than Well Said.” That’s how I live my life—with consistency and determination. Where there’s a will, there’s a way. And whether I win or lose, crossing the finish line always makes me want to do it all over again.
As we approach the end of 2024, my message is simple: Live life to the fullest, enjoy every moment, and be a “doer,” not a “sayer.” Here’s to prosperity, good health, and safe travels for all. And, as always, “Keep the Faith.”
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