CCR March 21

VIRTUAL ROUNDTABLE EXAMINES LIFE IN INDUSTRY’S NEW LANDSCAPE

March 2021 • www.ccr-mag.com

Hearth and home How the Patel Brothers’ grocery chain model delivers a sense of belonging

Patel Brothers President Mafat Patel and friend

Photographed By Primus Visuals

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Exclusive Inside: Inside Austin’s Omni Barton Creek Resort & Spa New design transforms National Comedy Center building Report highlights leading roofing firms

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CIRCLE NO. 1

Vol. 20, Issue 3, 2021

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FEATURES 26 Hearth and home

How the Patel Brothers’ grocery chain model delivers a sense of belonging 38 On call

Virtual Women’s Roundtable examines life in the industry’s new landscape 82 Heart of the Resort

Inside the design excellence of Austin, Texas’ Omni Barton Creek Resort & Spa 88 A window into comedy’s past and future

New look helps unite two worlds in National Comedy Center building design 94 Training for tile

Our conversation with tile industry stalwart, Bart Bettiga

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Vol. 20, Issue 3, 2021 INDUSTRY SEGMENTS

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DEPARTMENTS 4 Editor’s Note 12 Industry News 116 Women in Construction 144 Commercial Construction & Renovation Data 146 Ad Index 148 Publisher’s Note

SPECIAL SECTIONS

CCR Project Profile Awards 58 2021 Best-of-the-best construction projects

99

Federal Construction 99 March ahead

Army Corps helps USMA West Point cadets prepare for what comes next Commercial Kitchens 105 BBQ + Media = West Coast Cool

How Cali BBQ is helping transform the way Californians think about barbecue The Cannabis Operations 121 Opening Up

How Zoned Properties is helping pave the way for today’s cannabis retailers Commercial Construction in Healthcare 129 Beacon of hope

How Ascension Medical Group’s Third Ward clinic is transforming Milwaukee’s healthcare scene

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Craft Brand and Marketing 137 Gamechangers

How Roosters Brewing Co. continues to set the trends others follow

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CIRCLE NO. 3

EDITOR’S NOTE

EDITOR’S NOTE

by Michael J. Pallerino

That time I went to the movies

I

was starting to feel like Will Smith in the 2007 post-apocalyptic action thriller “I Am Legend.” You remember the plotline: Smith played a US Army virologist running around New York City immune to a virus that was originally created to cure cancer—only to wipe out everyone but him and a slew of unsightly nocturnal mutants.

What can I say, I am a fan of those “postapocalyptic-world-is-going-end-and-somehow-this-person-is-the-last-man-standing” genres (see Charlton Heston in “Planet of the Apes,” he types, hopelessly dating himself).

So there I was midway through one of my nightly walks with a friend discussing the last movie I saw in a theater. It was “1917,” the 2019 British war film directed and produced by Sam Mendes, inspired by stories he was told by his paternal grandfather about his service during World War I. Surprisingly, it took a little longer that

I expected to recall the feeling of sitting in a darkened theater with my feet propped over the empty chairs in front of me. Armed with my smuggled M&Ms, bottle of water and a guilty pleasure of lightly buttered popcorn, it felt like it was 100 years ago.

It just feels weird to reminisce so hard about that mask-less exhilaration of taking deep breaths, methodically mixing my M&Ms and popcorn, and waiting for the surround sound to lift me into another world.

The inspiration for this piece is one part longing for that world and the other a

recent story I saw that said—according to box office site The Numbers—the movie “Black Widow’s” move from May 7 to July 9 improved its domestic projection from $45 million total to $170 million. That’s with just 55% of US movie theaters currently operating at reduced capacity.

When I squint, and that takes some doing, I can see the future. There are a slew of movies waiting to make their triumphant return in the upcoming months. “Mortal Kombat.” “Cruella.” “A Quiet Place Part II.” “F9.” “Top Gun: Maverick.” “Shang-Chi and the Legend of the Ten Rings.”

So there is some hope out amid the madness. But let’s not kid ourselves, there is still work to do. More social distancing.

Vaccines (I got my two doses). Patience.

As we continue to do a deep dive into what exactly happened since the walls came tumbling down, so to speak, there is much to be studied and learned from. As for our industry, we stayed true to the legacy of our profession by pushing forward when pushing forward did not seem possible.

Do you remember where you were when they said stop? Do you remember how it made you feel?

While it may not seem like it, the light is in front of us—out there flickering and begging us to stay committed to what needs to be done to reach it.

Until then, masks and elbow bumps and Zoom calls and longing for the day when I can grab a fistful of M&Ms and toss them into my popcorn will have to do. It has taken me (us) this far.

Stay safe. Stay strong.

And let me know if you have any good movie recommendations. CCR

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

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

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

CIRCLE NO. 6

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

CIRCLE NO. 7

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

RESTAURANTS GREGG LOLLIS Sr. Director, Design Development Chick-fil-A DAVID SHOTWELL Construction Manager Atticus Franchise Group ISYOL E. CABRERA Director Design & Construction Edibles DEMETRIA PETERSON Project Director, Design and Construction at HMSHost

BOB MEZA Senior Construction Project Manager Target

DAVID THOMPSON Construction Manager Scooter’s Coffee

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

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

JERRY SMITH Head of Construction Bluemercury LAURA GROSS Retail Facilities Manager American Signature Furniture ERRAN THOMAS ZINZER Senior Manager Real Estate Services, Construction & Design RON VOLSKE Construction Project Manager Orscheln Farm & Home DEDRICK KIRKEM Retail Facilities Consultant

HOSPITALITY JOHN COOPER Principal Executive Vice President at Stormont Hospitality Group LLC

RESTAURANTS RON BIDINOST Vice President of Construction at Bubbakoo’s Burritos

10

GINA NODA Founder Connect Source Consulting Group, LLC.

GENERAL CONTRACTOR

ARCHITECTS/ENGINEERS

MATT SCHIMENTI President Schimenti Construction JOHN STALLMAN Marketing Manager Lakeview Construction

DEVELOPMENT/PROJECT MANAGEMENT KAY BARRETT NCIDQ, CDP Senior Vice President, Cushman & Wakefield PAM GOODWIN Goodwin Advisors, LLC Goodwin Commercial The Pam Goodwin Show MEGAN HAGGERTY Founder Legacy Capital Investment MIKE KRAUS Principal Kraus-Manning JOHN LAPINS Project Management Consultant, Greystar

ROBERT RAUCH CEO RAR Hospitality Faculty Assoc., Arizona State University

JIM SHEUCHENKO President Property Management Advisors LLC

JOE THOMAS Vice President Engineering Loews Hotels

CHRIS VARNEY Principal, Executive Vice President EMG

RICK TAKACH Chairman Vesta Hospitality

STEPHEN HEKMAN Executive VP Kingsmen Retail Services US

SAMUEL D. BUCKINGHAM, RS CMCA AMS President & Co-Founder Evergreen Financial Partners LLC PUNIT R. SHAH Chief Executive Officer of Liberty Group+ Part-Owner of Miami Marlins

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

CONSULTANT

LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality

GARY RALL Vice President of Design and Development, Holiday Inn Club Vacations

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

HOSPITALITY

KEN DEMSKE Vice President Jones Lang LaSalle BOB WITKEN Chief Operating Officer KCA Development MIKE KLEIN, AIA, NCARB Senior Architect Core States Group

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

ADA BRAD GASKINS Principal The McIntosh Group

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

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INDUSTRY NEWS

NEWS, NOTES & TRENDS...

AroundtheIndustry RETAIL Burlington Stores Burlington Stores plans to open another 1,000 stores over the long run, more than doubling its current tally.

Toys R Us Brand management firm WHP Global has bought a controlling stake in Tru Kids, the parent of Toys R Us, with plans to open branded US stores likely in time for the holiday shopping season. Tru Kids acquired Toys R Us and its related brands in 2017 after the retailer filed for Chapter 11 bankruptcy protection.

Dick’s Sporting Goods Dick’s Sporting Goods plans to unveil a new 100,000-square-foot store prototype, Dick’s Sporting Goods House of Sport, in Rochester, New York.

Target Stores Target is reportedly one of a list of companies considering a move into the soon-to-be-vacant Macy’s department store on Chicago’s iconic Magnificent Mile, a district traditionally known for high-end retailers and brands. Macy’s plans to vacate its 323,812 square feet that span all eight floors and the mezzanine level of Water Tower Place, which has lost other shops during the pandemic.

Dollar Tree Co-branded Dollar Tree and Family Dollar stores could grow to several hundred locations in the coming years, as the sister companies look to build on pandemic-fueled momentum to achieve better results in rural communities.

Dollar General Dollar General will open a 6,000-square-foot urban concept store in downtown Minneapolis next year. The DGX Minneapolis location will feature the retailer’s more upscale format, with grab-and-go food selections, pet products, groceries and toiletries.

Payless Payless has opened a store in North Miami, Florida that will feature augmented reality, interactive touchscreens and other features. In August, the brand indicated it could open hundreds of stores in the next five years.

12

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

Fanatics Sports apparel retailer Fanatics has raised $320 million in a new funding round that it will use to further its international growth efforts, grow vertical commerce and explore new acquisition opportunities. The company launched Fanatics China in February, a division the company predicts will grow to be worth more than $1 billion.

RESTAURANT Famous Dave’s A Famous Dave’s franchisee in Minnesota will open the chain’s first fast-casual Quick ‘Que barbecue concept this fall. The casual dining chain’s new format will feature a drive-thru, and be more affordable and potentially more profitable for franchisees.

Red Robin Gourmet Burgers Red Robin Gourmet Burgers is planning a bigger rollout of Donato’s pizza, which is expected to generate $60 million in annual sales, and will keep in place the streamlined menu adopted in response to the pandemic.

The Twelve Thirty Club Veteran restaurateur Sam Fox is set to unveil the first phase of The Twelve Thirty Club, a 30,000-square-foot Nashville project funded by investors, including Justin Timberlake. The three-story space will include two lounges set to open in April and an upscale 400-seat eatery likely to debut in August.

Cava Mediterranean chain Cava is poised to grow its presence in suburban markets with a real estate portfolio acquired with the purchase of Zoe’s Kitchen in 2018. The pandemic led many people to relocate from cities to less-populated areas, and Cava converted seven Zoe’s locations to Cava units last year and expects to do 12 more in 2021.

Foxtrot Market Foxtrot Market, a fast-growing chain of upscale, delivery-focused corner stores and cafés with eight locations in Chicago and Dallas, is expanding to the East Coast with the opening of two stores in Washington, DC.

Fuzzy’s Taco Shop Fast-casual chain Fuzzy’s Taco Shop has created a smaller format set to debut in Minneapolis. Fuzzy’s Taco Shop Taqueria locations will be less than half the size of the chain’s typical restaurants and feature a streamlined menu that will offer franchisees a more affordable growth option.

El Pollo Loco/LA Mex El Pollo Loco is embarking on a three-year strategy to enter new markets, continue digitization and develop an asset-light model. The company plans to remodel 55 units and build six new ones this year with its L.A. Mex design.

Checkers & Rally’s Checkers & Rally’s is undergoing complementary kitchen and exterior makeovers that could help the company maintain its edge as other businesses recognize the value of a drive-thru model.

Sprouts Farmers Market Sprouts Farmers Market has revealed plans to add about 20 new locations across the country this year, including 10 more stores in Florida and four smaller-format stores that will average about 25,000 square feet each. The grocer also plans to open new produce distribution centers in Orlando, Florida and Aurora, Colorado.

Amazon Fresh Amazon plans to open at least 28 more Fresh grocers in the US. The grocer confirmed five new stores will open in Long Beach, California, Woodland Park and Paramus, New Jersey, and Seattle and Bellevue, Washington.

HOSPITALITY

Sapphire Bay The Sapphire Bay mixed-use project on Lake Ray Hubbard in Dallas will include a 500-room hotel and conference center with more than 100,000 square feet of event space. Hyatt Hotels will operate The Sapphire Bay Resort & Conference Center, which is scheduled to open in 2023.

American Life Hotel The proposed 30-story American Life Hotel Project that would replace the empty lot where the former Jergins Trust Building once stood moved one step closer to reality in Long Beach, California.

Hilton Hotels/Curio Collection The Valley Hotel, a stylish 129-room property in Homewood, Alabama, has become the latest addition to Hilton Worldwide’s prestigious Curio Collection portfolio.

Jungle Island Plans to redevelop Jungle Island in Miami into a new resort featuring a 300-room hotel are underway. The resort also will have adventure attractions, water slides, a zipline course, a four-story parking garage and an expanded event space.

Hilton Worldwide Hilton Worldwide plans to add nine hotels by 2026 to the 14 it lists in Egypt, with three new brands in the mix. The additional 1,700 rooms will be a 28% increase for Hilton in the Arab world’s most populous nation.

Choctaw Casino A $500 million overhaul of the Choctaw Casino and Resort in Durant, Oklahoma is underway and will feature more than 800 new hotel rooms, additional dining and retail space and a lazy river when completed this spring. The project, which will double the size of the casino-resort, is expected to bring 1,000 jobs to the facility.

Marriott International Marriott International has completed the Dallas/Plano Marriott at Legacy Town Center in Texas. The $3.6-million renovation includes its meeting and event spaces.

Treehouse Hotel The affiliate of Starwood Capital Group, SH Hotels & Resorts, plans to open its Treehouse Hotel in Miami in 2023. This will be the brand’s first US location.

Hilton Hotels & Resorts/Playa Hotels & Resorts Hilton Hotels & Resorts and Playa Hotels & Resorts will open their second all-inclusive property in Playa del Carmen, Mexico, in May. The boutique adults-only Yucatan Resort Playa del Carmen, Tapestry Collection by Hilton, joins the Hilton Playa del Carmen, with both managed by Playa.

Hyatt Hotels Hyatt Hotels’ three independent brands will have openings in several new countries by 2025, including Japan, Finland, Mexico and Thailand. Sixteen properties have planned 2021 debuts in locations ranging from California to China, and a number of 2020 openings were posted by The Unbound Collection by Hyatt, Destination by Hyatt and JdV by Hyatt.

ISSUE 3, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION

13

INDUSTRY NEWS

NEWS, NOTES & TRENDS...

Small is the new big.

But is it really?

What does the future hold for smaller store formats?

M

acy’s did it. So did Target. And Kohl’s.

Take a look around the industry and you will see the rising prominence of smaller store formats, which many brands found as an affordable way to expand into major cities and other urban areas pre-pandemic.

But looking ahead, do they make sense? While you seek the answer, consider this: Along with the fact that small-format locations hinder a retailer’s ability to carry inventory, in today’s pandemic-defined landscape, smaller shopping radiuses breed uncomfortable quarters. Social distancing anyone?

So, in today’s “small is the new big” retail environment, to go small, you have to offer something nobody else has. Unique service. Unique merchandising. Speed and convenience. And if you cannot keep it in the store, boost your online and curbside pickup presence.

It will be interesting to watch how the trend plays out.

They said it “With distribution of working vaccines on the horizon, a recovery for the sector should take shape throughout 2021, starting around Labor Day.” — Jan Freitag, national director for hospitality market analytics for CoStar Group, on when the hotel sector should expect to see some help in 2021

“We’re improving creative effectiveness and leaning into social and digital to drive customer engagement.”

— McDonald’s CEO Christopher Kempczinski on the fast-casual’s strategy for 2021

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

“I think what we learned is [consumers] view luxury as the comfort food of retail.”

— Saks Fifth Avenue CEO Marc Metrick on why affluent consumers spent more on luxury goods during the pandemic, despite the reduced need for new fashions and other indulgences

Voices

The numbers game

New survey highlights women’s experiences and opinions about working in the industry

A

new survey shows that while women typically are not the first thing you think of when the construction industry is mentioned, the presence and desire to be there continues to shine.

According to Levelset’s “Survey of Women in Construction: 2021,” despite being underrepresented—and in some cases because of it—78% of women say they love their jobs.

The report, which surveyed 1,001 women working in construction, also showed that 59% say they work in companies where fewer than 1 in 20 women are in leadership roles. Overall, the survey shows that women believe construction is a good career choice, with only 15% disagreeing that the industry provides good opportunities.

Interestingly, when it comes to finding industry guidance—man or woman— two out of three industry women say they would like a mentor, with 45% not having access to one.

For a complete look at the report, visit www.levelset.com/survey/ women-in-construction.

150 100

The number of hotels that are under construction in Dubai, UAE, with 79 slated to open this year, according to TopHotelProjects. Rove Hotels and Millennium Hotels are among the companies with the most projects in the pipeline.

1.6 200

The amount, in billions, that Publix is allocating toward capital projects in 2021. The grocer currently has 20 new stores under construction in five states.

1,000

The number of cities and towns that restoration projects home improvement retailer Lowe’s plans on supporting to celebrate its 100th year in business. The chain, which began as a single small-town hardware store, is investing $10 million into the initiative.

The number of stores that Tim Hortons plans to open in China. The expansion plan also includes the debut of a new line of products for retail channels this year.

The number of locations Burlington Stores plans to open, more than doubling its current tally. The retailer is making expansion plans, while others are scaling back because it senses opportunity and because it has a new, smaller store prototype.

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ISSUE 3, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION

15

INDUSTRY NEWS

NEWS, NOTES & TRENDS...

Turning the page…

Dodge Data’s Chief Economist Richard Branch on the difference a year can make. package were to be passed by Congress in 2021, it could be the catalyst for strong growth in the years ahead.

How will a new infrastructure plan help, if passed?

If approved, it could create a large injection into state and local coffers, which would allow them to undertake significant investment in a diverse list of project types from public works, to transit systems and rural broadband.

How prevalent is construction to the economy's viability moving forward?

W

hen Richard Branch gazes out at today’s commercial and residential construction markets he sees industries primed to head in one of two directions. We don’t have to tell which two those are. As Chief Economist at Dodge Data & Analytics, it is Branch’s job to track, analyze and forecast construction activity—no easy task today. So, as the country waits for additional details on the Biden Administration’s $2 trillion dollar “Build Back Better” infrastructure plan, we asked Branch to share some of his insights.

What’s the overall vibe for 2021’s construction market?

starts value in Q4 just 9% lower than the end of 2019.

But much of that is due to single family and warehouse activity. When those two sectors are removed, the value of starts would still be off 21% from 2019’s peak.

The overall economy will pick up speed as more Americans become vaccinated, but it will be difficult for the construction sector to take advantage of that acceleration. Growth in activity will be hampered What sector holds Richard Branch by an overhang of space, the most promise? growing budget gaps for First, much of the growth in state and local governments, the residential sector last and rapidly rising material costs. There year was outside of major urban areas as will be bright spots from single family and homebuyers sought less density during warehouse construction starts. the pandemic and greater affordability.

This was fueled by a rising number of Where has the pandemic left us? Americans who have the flexibility to work The pandemic and economic fallout have from home. This shift to the suburbs and left the industry in a deep hole. From beyond should lead to increased activity for 2019 through Q2 2020, the total value of schools, healthcare and public works projconstruction starts fell 22%. Progress was ects that need to support this demographic made by the end of last year, with the total shift. Additionally, if an infrastructure

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

It is a critical part. Be it roads and transit systems to carry goods and people across the country or schools to educate our youth, the construction sector is a vital key to unlocking further growth in the economy.

Lightning round — Looking ahead Dodge Data & Analytics’ Chief Economist Richard Branch gives us his rapid-fire assessment of which categories hold the most promise (Answers include: Strong, Good, Fair, Hopeful): > Public works — Strong > Transit/ high-speed rail — Good > Renovations — Strong > Renewable energy — Fair > Data centers — Fair > Healthcare — Hopeful > Restaurant — Hopeful > Retail — Hopeful > Hospitality — Hopeful, but probably unlikely

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INDUSTRY NEWS

PERSPECTIVE

The seekers Despite pandemic-induced job losses, labor market tightness persists

By Anirban Basu

18

T

he “Job Opening and Labor Turnover Survey (JOLTS),” a Bureau of Labor Statistics (BLS) product that supplies data regarding labor market churn, indicates an ongoing tightening of the nation’s construction labor market. This is surprising for several reasons.

First, between January 2020 and January 2021, industry employment fell by more than 200,000 jobs. Second, after expanding rapidly during the third quarter of 2020, the broader economy stalled in the fourth quarter of 2020 and the beginning of 2021. Finally, a number of industry-specific leading indicators, including Associated Builders and Contractor’s Construction Backlog Indicator, and the Architecture Billings Index, suggest lingering softness in demand for construction services.

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PERSPECTIVE Nonetheless, JOLTS data indicate that construction firms are clinging to their workers more aggressively, with layoff activity declining during late last year. This represents a departure from labor market dynamics registered in the first few months of 2020.

In March 2020, as the pandemic imposed its will on American society, contractors slimmed down their

workforces as project work slowed or came to a standstill. More than 600,000 construction workers were laid off or discharged during that month alone, more than 50% above the level registered during the previous worst month on record (April 2009). April 2020 was even worse, with 709,000 workers, or 10.8% of the total construction workforce, laid off or discharged.

Job openings

f

Source: Bureau of Labor Statistics

Rate of Construction Lay Offs and Discharges

Source: Bureau of Labor Statistics

20

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

Despite the availability of steppedup unemployment insurance benefits from the federal government at that time, many construction workers clung to their jobs. The number of construction workers who quit reached a six-year low in April 2020, but has since rebounded to roughly normal levels.

Indeed, JOLTS’ data indicate that the construction labor market has returned toward normalcy with astonishing rapidity.

For example, both total hires and job openings were down only slightly on a year-ago basis by 2020’s conclusion.

When the pandemic began, some thought (and hoped) that the massive job losses observed in March and April would mitigate the skilled labor shortages that have frustrated construction firms for years. That simply has not happened to any meaningful degree.

Presently, the number of job openings is equal to 2.6% of construction employment (195,000 unfilled positions). While that is the lowest proportion registered since December 2017, it is higher than the average proportion of job openings observed from 2014-2017. It also is higher than any month during the 2008-2013 period, indicating that job openings are low by recent standards but not especially low in the context of the past decade.

When the pandemic began, some thought (and hoped) that the massive job

losses observed in March and April would mitigate the skilled labor shortages that have frustrated construction firms for years. That simply has not happened to any meaningful degree.

The return toward normalcy also is apparent in the quits rate, which shows that contractors are struggling to find and retain skilled labor. In December 2020, there were 13,000 more workers who quit their construction jobs than were laid off or discharged by their employers. This was just the 17th month in the past 20 years during which quits exceeded layoffs and discharges—a clear indication of labor market tightness.

There is more. In the midst of a gut-wrenching, economy-destroying pandemic, average hourly earnings of construction employees reached their highest level on record in January 2021 ($32.11), and average weekly hours worked rose to their highest level since 2019’s third quarter. This is what one might expect from a strong economy operating under normal circumstances, not one facing a lingering pandemic and elevated unemployment. At the time of this writing, the construction unemployment rate is a still lofty 9.4%.

How can it be that contractors are clinging to workers and still cannot fill many available positions during the midst of a pandemic? One possible explanation revolves around regional disparities.

Parts of the US like the Southeast, Texas, Colorado and segments of the Mid-Atlantic region have surging residential marketplaces and reasonably stable levels of nonresidential activity. Other areas, like the Northeast and certain parts of the Midwest, where much of the industry’s job losses have occurred and where population has been stagnant or declining for years, are home to an abundance of unemployed construction workers. In other words, the job openings are concentrated in certain regions while idle labor is concentrated in others. CCR

3 Things to Watch

1. Will workers come back?

According to the Census Bureau, more than 60% of construction workers who lost their jobs during the Great Recession left the industry by 2013. Many of these workers found positions in other industries, while others retired altogether.

2. Will the nonresidential segment catch up?

The residential construction market has surged to unprecedented heights, with residential spending surpassing $700 billion in December 2020 (seasonally adjusted, annual rate), the highest level ever recorded and 20% higher than in December 2019.

Nonresidential spending, on the other hand, is down almost 5% year-over-year, with the hot single-family construction market driving both labor and materials costs higher.

3. What about public construction?

Thus far, public construction has held up well thanks in large measure to pre-existing backlog and construction’s enviable status as an essential industry. But with state and local government finances compromised by the crisis, it is conceivable that public work will dry up absent a federal stimulus package, resulting in more worker availability but fewer contracts.

Anirban Basu is the Chief Construction Economist for Marcum LLP, a leading national accounting and advisory services firm dedicated to helping entrepreneurial, middle-market companies and high net worth individuals achieve their goals.

ISSUE 3, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION

21

INDUSTRY NEWS

PERSPECTIVE

Workforce. Workplace.

Marketplace.

Why investing in diversity, equity and inclusion moves our industry forward

A

s a passionate diversity professional advocating for equity in the marketplace, workplace, workforce and society in general, I have a certain perspective on inclusion and access to the construction industry that may surprise some people.

But first, the facts. According to the Bureau of Labor Statistics, only 10.9% of construction professionals are women, 30% are Hispanic or Latino, 6% are Black, and just 2% are Asian. While the US does not collect data of LGBTQI+ representation in the workforce, in the UK, only 2% of the construction workforce identify as part of the LGBTQI+ community.

22

This does not represent the general population and means that the commercial construction industry—and our clients and partners—is not yet taking full advantage of the skills, perspectives and experiences the workforce has to offer.

At JE Dunn, where I work from our Dallas office as the South Central Region Diversity, Equity and Inclusion Manager, we

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

By Indria Hollingsworth

believe and have found that diversity and inclusion fosters innovation and creative thinking. Critically, we do more than say that diversity and inclusion matter. Our accelerated, applied approach is designed to help our employees continue to flourish in their careers.

Not only do we recognize the value of having well-rounded professionals lead a diverse set of projects, but through the collaboration of innovative thoughts and ideas, we are able to promote a culture of inclusion where everyone feels like a valuable contributor to the company’s success.

We don’t strive to be bigger.

We strive to deliver the best quality and service in the industry.

Our specialized project management teams are highly effective in maintaining affordable budgets, meeting tight deadlines, and delivering quality construction turnovers on time, every time. From coast to coast, Alaska to Puerto Rico, Hunter Building Corporation has you completely covered on your next construction project!

We offer a multitude of services nationwide ranging from tenant improvements, buildouts, remodels, ground-up construction, and project management. Hunter Building Corporation takes pride in the fact that many of our clients have been repeat customers for many years.

14609 Kimberley Lane • Houston, TX, 77079 281-377-6550 • Fax: 281-752-8600 info@hunterbuilding.com CIRCLE NO. 12

Retail Construction • Restaurants • Hospitality • Office Spaces • Medical

INDUSTRY NEWS

PERSPECTIVE And I can tell you firsthand: That makes all the difference in the world. At JE Dunn, diversity and inclusion is not simply a box to check; it’s a part of the creative culture we are proud to be recognized for.

When looking inward at our workforce, even with a robust campus recruiting strategy, we realized it did not adequately reflect the communities where we live and work.

With limited diverse construction talent, we decided to build our own talent pipeline.

Because we are recruiting from a limited pool of diverse construction talent from the same schools as our peers, we enhance our recruitment strategy to include intentional recruitment efforts at historically black colleges and universities.

We also are proud to work nationally and regionally on scholarship commitments. But we are not solely focused on diversity and inclusion for the JE Dunn pipeline alone.

JE Dunn recently was one of only six companies—and the only construction company—in Houston awarded in the Houston Business Journal’s “Outstanding Supplier

Leadership matters I want to thank JE Dunn national and Houston leadership as well as community stakeholders invested in the MCD program John H. Martínez-D., Ingrid Robinson, Milton Thibodeaux and Lindsay Pittard, and the business owners in Houston’s inaugural class: Linda Marroquin, Yvette Solis, Trisha Lira, Mike Homma, DELGADO ERNESTO, Michael Fontaine, PMP, Tania Harris, Sierra Alston, Lucious Barnum, Raj Karimi, Shaun Castillo and Hjardeir Dunn.

At JE Dunn, diversity and inclusion is not simply a box to check; it’s a part of the creative culture we are proud to be recognized for.

Diversity” category for its annual “Diversity in Business Awards.” This is a proud moment and I want to tell you why.

We have what we call a three-pillar strategy for diversity and inclusion: workforce, workplace and marketplace. To enhance our approach in building a diverse workforce, we partner with organizations across the nation that invest in diversity and inclusion—engaging with them consistently to help us identify and attract diverse talent.

But we know that we do not and cannot

operate in a silo. JE Dunn exists in an ecosystem of talent and a larger culture that affects access and professional development in construction.

That is why we are proud to have a longstanding commitment to helping minority-owned and women-owned businesses succeed. Our “Minority Contractor Development” Program is a series of classes and activities designed to educate and equip minority and women contractors for success, help grow their businesses and

launch a partnership with companies like JE Dunn. The program is free of charge for participants for around a dozen businesses that are selected through an application and interview process.

Just one recent example of how this program can manifest. At the George Bush Intercontinental Airport in Houston, we achieved 40% MBE trade partner participation when only 38% was required. We have successfully achieved high levels of participation across industries, including the public sector.

We received a major kudos from Mark Praigg, Business Advisor with the Houston MBDA Business Center, who said, “There are firms that we think are sincere about their diversity and inclusion efforts and JE Dunn was one of them. I saw JE Dunn is receiving a major contract at the airport.

What really impressed me was the number of MBEs and WBEs you have engaged for the project including four of our clients.

This shows a real commitment on JE Dunn’s part.”

It is important to note that we do not do diversity and inclusion work for the praise or the points. We invest in this work and do our best to lead in the space because we think it is right—right for our company culture, right for the industry, right for the communities where we are honored to serve and right for the people whose lives we seek to enrich. Building a diverse and inclusive workforce pays dividends for everyone and I am thankful to be building a bigger table, as they say.

So here’s what may surprise you. Diversity and inclusion are not critically important to construction companies, our clients and the larger ecosystem in which we work because of the way it makes people feel.

It makes the planning, build and business outcomes better. It makes our perspectives more informed and our teams stronger.

Does it feel good? You bet it does, but that is not what makes it so important.

Diversity and inclusion make the industry more robust. CCR

Indria Hollingsworth is the South Central Region Diversity, Equity and Inclusion Manager, in JE Dunn Construction’s Houston office.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

CIRCLE NO. 13

Hearth and home How the Patel Brothers’ grocery chain model delivers a sense of belonging

By Michael J. Pallerino

I

n 1968, Mafat Patel headed for America in search of the American Dream.

He was 23 and had just received a visa to pursue his MBA at Indiana University. Two years later, he graduated and left for Chicago, eventually settling into factory work on an assembly line.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

ISSUE 3, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION

27

HEARTH AND HOME It was a sense of isolation and, as he would say later, appetite that pushed his life into a new direction. After he noticed others longing for a taste of home, he decided he wanted to open a grocery store. As fate would have it, in 1971, a local businessman approached Mafat about a location on Devon Avenue. Knowing he could not do it alone, he reached out to his brother, Tulsi, who was still in Gujarat.

Working on the logistics of their plan, the Patel Brothers opened their first location in 1974 in the Little India area of the West Rogers Park neighborhood on Devon Avenue. The 900 square foot store, as small and disorganized as it was, provided a gateway to home, particularly the delicacies and atmosphere other stores lacked.

Today, with 52 locations across the country, Patel Brothers has become a model of grocery excellence, complete with online shopping capabilities and private label selections.

To get an inside look at the project and the Patel Brand, we sat down with Bryon Muir, Director of Business Development, at

Knoebel Construction, and Patel Brothers President Rakesh Patel.

Give us a snapshot of the Knoebel/Patel relationship.

Bryon Muir: Patel Brothers began in 1974 with the purchase by the two Patel Brothers of an existing grocery store on Devon Avenue in Chicago. Although successful with this store, they knew there was a need among the growing Indian community in America for flavors from home, so they started to source and produce packaged and fresh foods targeted to meet this need. This proved to be a major success and helped them grow.

Rakesh Patel: Knoebel Construction has multiple on-site project managers who know our criteria. They know exactly what we need and want, so they execute projects in many markets across the county on their own. They will reverse engineer plans to make the design more economical and save us money.

What type of demographic do you target?

Muir: Patel Brothers is a US-based grocery retail chain that focuses on flavors and foods found in the Indian sub-continent and the Middle East, and situates new stores as closely as possible to the communities they serve. To do this means they sometimes need Knoebel to renovate and update an existing store in an inline strip, and at other times this requires we build a new store from the ground up. We’re happy to adjust our construction plan to meet whatever needs they have to reach their community.

What features are today’s consumers looking for?

Muir: They are looking for what they need conveniently accessible, at a price they can afford, and from a company they can respect and that knows respects them as a consumer. We know that Patel Brothers respects their consumers by the choices they make when developing the plans and directing our efforts during construction.

How does the overall design of the stores cater to today’s consumers?

Muir: We’ve been fortunate to watch the brand evolve and to see these changes in action over the course of our relationship.

Our first store was roughly half of the footprint of today’s stores and did not have the newer amenities that shoppers expect at current Patel Brothers locations.

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

Bryon Muir, Director of Business Development, Knoebel Construction

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

Patel: Customers want convenience and “hospital clean,” hygienic stores. In Naperville (Illinois), we have two employees who clean all day. They clean the bathrooms every 30 minutes. Our bathrooms are cleaner and better looking than they are at the Ritz Carlton.

Customers also want more spacious stores now. They don’t want big displays.

They want more places to stand and walk. We have reduced shelf space to have more space in the store. We are adjusting our layout to be more spacious with 7 to 7 1/2-foot aisles.

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HEARTH AND HOME

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

Muir: Patel Brothers is designed not only on the basis of customer convenience, but also with the ability to process a high volume of goods through the back of house and sales areas. Aisles are kept wide and doorways are oversized both for width and height for the ease of transferring pallets of goods.

New stores are also designed with the ability to transport pallets of goods directly from the back-of-house directly to consumers’ vehicles for high-demand products.

Take us through your construction and design strategy.

Muir: At Knoebel, we’re always putting the value of our relationship with our clients above a specific project’s profits. This means we’re always looking for ways to reduce costs, yet maintain the durability for the owner and still meet the expectations of the shopper. The stores have evolved to a more high-end look today than the earlier versions.

30

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

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CIRCLE NO. 15

HEARTH AND HOME For example, restroom finishes have moved to more expensive tile, but these changes were also made to lower facility costs and the endurance of the finishes.

We are not only trying to keep an eye on the construction costs today, but what can decrease costs for the owner in the long run.

On top of this, the sudden release of pent up capital projects from last year has resulted in a run on manufactured steel building components, which has caused extreme lead-time issues that are now, in the case of steel joists, pushing them into months long waits.

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

Talk about sustainability.

What are you doing?

Muir: It would definitely be the pandemic’s impact on construction. These are numerous and, in some ways, surprising. We must still remain vigilant regarding our efforts to prevent the introduction and spread of the virus on our job sites. Added to this now are the ripple effects of the pandemic on supply chains. Sourcing materials from overseas, especially China, has become fraught with delays, and it is well known that wood prices have severely spiked.

32

Muir: Knoebel Construction has always pushed to complete our projects as lean as possible and not have excess waste. This

is not only environmentally sound, but also impacts our profitability.

What type of opportunities do you see moving ahead?

Muir: Patel Brothers and all our grocery clients were negatively impacted by the pandemic and had to institute measures to help control the spread. Being essential businesses, they remained viable and open and are still a strong, growing sector. We anticipate to build and remodel several grocery locations this year, including some Patel Brothers’ locations.

“ Customers want convenience and ‘hospital clean,’ hygienic stores.

Our bathrooms are cleaner and better looking than at the Ritz Carlton.”

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

– Rakesh Patel, President, Patel Brothers

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HEARTH AND HOME What is Patel’s short-term strategy? Long-term?

Patel: To incorporate more fresh foods and food options. Thirty percent of our customer base are millennials. Ten years ago that number was 5%. The new generation doesn’t want to cook, but they do want fresh foods. Our Fresh Kitchen offers a selection of prepared Indian foods. Our customers can buy individual ingredients, chopped vegetables ready to cook, freshly prepared refrigerated meals or fully cooked Indian cuisine. We will soon be hiring a corporate chef to create recipes.

A lot of people like Indian food. However, they may not want the experience of

making it. We started offering half-prepared food two years ago. All the new stores offer it and we have been retrofitting existing locations as well. Our locations in smaller cities also have a dining area where customers can eat hot meals.

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

Patel: Cater to the most vulnerable of your customers to keep them comfortable and everyone else will be taken care of automatically.

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

Muir: We know we must not skimp on the details. We know our clients expect a high quality product from us that’s going to last a long time, but we also know their shoppers vote with their feet as well. They notice if the tile isn’t grouted well or if the painter didn’t do a good job. They understand if the store isn’t built well it reflects on the products inside. The key is to sweat the small stuff and make sure the consumer experience is great from Day 1 to Day 1,001. CCR

ONE-ON-ONE WITH...

Bryon Muir, Director of Business Development, Knoebel Construction or hire any remaining subcontractors needed for project completions.

Describe a typical day.

A typical day is coordinating with superintendents in the morning on the daily plan and any immediate needs, followed typically with communications with our clients’ construction representatives to update them on the project status and coordinate any vendor deliveries or work. Throughout the day there will be constant communication to coordinate subcontractor activities and to purchase any needed materials,

34

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

To ensure we’re in good footing for the extreme volume of work that’s being released this year. We’re hiring new team members right now and making sure we’ve expanded systems in place to handle our increased workload.

What’s the most rewarding part of your job?

Getting to meet new clients and then, after completing a project, becoming a valued

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

resource and partner to help with the expansion of their brands. It’s very satisfying to be considered, if not a friend, then a reliable partner to our clients.

What was the best advice you’ve ever received?

On a professional level, it was to view a project through the eyes of the client. We may not be told what the expectations are so we need to anticipate those expectations to meet them. This really only comes from experience, which is something as an organization celebrating 40 years in 2021 we have a lot of.

Best thing a client ever said to you?

“You get it.” This was from a very valued, yet demanding client who had a vision for his stores and had trouble expressing it.

This could have caused friction during construction.

It wasn’t the first store, or the second, but we kept trying, and he noticed we weren’t giving up on him or his vision. Eventually, what started off as difficult builds became a partnership where we were not only able to complete projects successfully, but also to contribute and assist with brand change and growth.

CIRCLE NO. 17

How to Make Your Advertising in CCR…

By Jim Nowakowski, President Accountability Information Management, Inc. We do a lot of advertising research. And today, there’s a lot of confusing information about what advertising is and isn’t.

The Readership Circles chart on the right will help you cut through this confusion. Because today, an “ad” is just part of the equation: readers get information digitally. They go through Google to find you (over 4-billion searches each day), so your ad investment in CCR is just part of the equation. This article explains how to maximize that investment.

Content is the Key Your ad appears in the print and digital version of the media outlet. The publisher of CCR, David Corson, invests most of his time and money building his “overall audience” for your ad (you can see his audience in this auditing tool: http://intrln.com/ccr) But he also has his website to handle the audience he can’t control: the Google audience. Therefore, you can help maximize your investment by sending in your company information for CCR's website. The more content you have on the internet, the more chances you have of being found and purchased. Simple, huh?

Your Product is Really Information No matter what product or service you are selling, your real product is information. Thus, you are in an information war competing for the attention of buyers with not just your competitors, but with everyone on the internet. The more content you have that’s yours, the more opportunities for them to see you and go through the readership circles.

Why We Know This AIM places a tracking code on CCR’s website and each month monitors visitors. Then, because you advertise, you receive 10 “dossiers” seen on the right on companies who have consumed data – companies that represent high-valued ACCOUNTABILITY WEBSITE AUDIT targets because their need is NOW for what you are selling.

Accountability Information Management, Inc.

CCR-MAG.COM

David Corson has us audit this activity. You receive this audit if you advertise, and it represents a rich field of leads for you. Call David Corson 678.765.6550 today to find out more details! Or, call us and we’ll help you understand the powerful information at your disposal.

Always Trusted Information Accountability Information Management, Inc. 553 N. North Court, Suite 160 Palatine, Illinois 60067 847-358-8558 www.a-i-m.com

IMPORTANT. This audit covers the above website for the period of September, 2020. It was conducted by allowing Accountability Information Management, Inc. (AIM) by placing a proprietary Code on the website to provide deeper analytics from the thousands of monthly visitors to the website to the publisher (i.e., the companies utilizing the website). AIM is in the business of auditing and verifying data. For information, contact: AIM, 553 N. North Court, Suite 160, Palatine, Illinois 60067.

PUBLISHER’S STATEMENT. Commercial Construction & Renovation, CCR-MAG.COM, is a community of leading commercial construction professionals within the retail, restaurant, hospitality, health care, federal, multifamily and other commercial sectors. The website content spans the design, construction and facilities operations of major commercial construction segments to meet the information needs of today’s high level executives. Visitors will find information relevant to the collaborative management process required to complete projects on time and on budget, and to efficiently manage these facilities.

PRIVACY. F&J Publications, LLC discloses the information we collect on this website and how it is used. This report is based on visitors to CCR-MAG.COM. Specifically, the information in this report is aggregated to provide our advertisers information on website usage. F&J Publications always reserves the right to release information about visitors, including non-personal information.

NUMBER OF COMPANIES

XXX

This is the number of companies that the Code identifies.

This number is the monthly universe of companies that can be identified from the thousands of visitors to this website.

NUMBER OF TIMES THESE

X,XXX

This is the number of times these companies visited the website. The average per company is 1.41.

PAGE VIEWS BY

X,XXX

This is the number of page views that these companies viewed on the website. The average pages viewed by a company this month is 2.04.

SEARCH TERMS USED BY

XX

This is the number of identifiable different search terms these companies used to arrive on the website. The search terms, for example, were put into a browser which delivered results. Among the results was a page on this website. For example, while many people find it by typing in “commercial construction and renovation” or “CCR” in a search engine like Google or Bing, other terms deliver specific pages from this website based on what users type into the search engine. These searches account for less than 5% of the total search terms used. The top ten (listed) account for 48% of the identified total (not counting CCR itself).

INDUSTRIES

XX

This is the number of companies that the Code is able to classify. It represents 5% of the total companies that visited this website, and is supplied for reference only. See UNDERSTANDING THE DATA.

FIRST PAGE VIEWED

X,XXX

The Code keeps track of the first page viewed by the companies, and is the same number of times the companies came to the website. The chart Key First Pages Viewed lists the top ten landing pages from this grouping (excluding CCR-MAG.com itself, which is among the top, but not more than 12%).

SEPTEMBER 2020

SEARCH TERMS USED TO REACH US • “Christopher Bushnell” AND Social Security • gary falco architecture • hi macs color TERRAZZO LUNA • inverter eon model el3 10 watt pricing • metal work very essential tools • mulehide jts1 colors • penncolor uv dispersions • permeable pavement concerns • rampart yellow wallcovering • silicone molds KEY FIRST PAGES VIEWED (other than CCR-MAG.com) • 7-essential-tools-for-your-metalworkingprojects • what-is-soil-reinforcement-and-how-is-it-done • 8-important-safety-measures-forconstruction-sites • new-menards-store-in-paducah-ky • construction-procurement-101 • conversations-with-bennett-van-wert-dwm • conversation-withbobby-darnell-cmc • american-dream-mall-in-nj-to-reopen-onoctober-1 • cny-group-names-new-vp-of-people-andculture • the-impact-of-building-materials-inconstruction COUNTRY BREAKDOWN OF COMPANIES United States India Pakistan Canada United Kingdom Other (64 countries)

XX% X% X% X% X% XX%

UNDERSTANDING THE DATA This report is provided to you from the publisher to help you understand the creation, distribution and consumption of information on the digital highways.

The companies that are provided to you in this report have visited CCR-MA G.COM and consumed information. Knowing the name of the company gives you a “heads up” to pursue for your sales efforts. If you need to explore additional ideas, including ways to utilize this information, please contact the publisher or AIM directly. In addition to the INDUSTRY/COMPANY listings, you will see a list of companies that are not categorized by Code into industries. These are sometimes more valuable and should be considered carefully for your sales efforts. Finally, often a company will utilize a general channel (like Comcast), which does not provide the individual company’s IP. These visitors are often just as valuable in terms of “what” they consume on our website. We would happy to help you pursue this type of analysis.

CCR7002.1

...Pay Dividends.

The magazine or newsletter or website has a specific number of possibilities - the overall audience.

You must factor that into ROI.

No matter where you place your message, this is the pattern of what we call the “Readership Chain.” And the weakest link in the chain will break it. That’s why you need as much content as you can on the Internet. People, your buyers, get distracted easily. Your messages must be compelling.

Some convert into readers of your message.

Not all people will "see" what you are selling.

You must know some of these basics.

Some also raise the hand and ask for information.

Accountability Tools from CCR The audience audit tool (on the left) enables you to see CCR’s audience for yourself. The Company Dossier tool on the right highlights 10 companies who have consumed CCR content that month for your marketing purposes. Advertising in CCR gets you these dossiers. And there’s much more. Below are the highlights from the prior month for your review. Imagine being able to see who is consuming content like this, and then putting them in your marketing sights!

ACCOUNTABILITY WEBSITE AUDIT Each month advertisers receive powerful information to help them market their products and services.

Here is a taste. 98,819 pages were consumed by over 2,000 companies. Among them: • • • • • •

Architectural firms like HDR Inc. and Smithgroup Universities like Illinois Wesleyan, Yale or University of Massachusetts Energy companies like BP America or Schlumberger Financial companies like American Express, Mckinsey & Company and Wells Fargo Materials companies like USG Corp and Carlisle Industrial companies like Aecom, Eaton and General Dynamics

And thousands more like CBRE, Texas Instruments, Goodyear, St. Lukes Episcopal Hospital. All these companies have projects going on – projects you can access to sell your products and services.

Call the publisher, David Corson for a complete details. 678.765.6550.

Or email him at: davidc@ccr-mag.com.

CIRCLE NO. 18

On call

Virtual Women’s Roundtable examines life in the industry’s new landscape

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

BROOKE AUBERRY Director of National Advisory Sabre Real Estate Advisors

JESSICE FUMO Manager of Facilities Removery, LLC

LYNN HARNESHFEGER Director of National Accounts Springwise Facility Management

BJ HARRIS Vice President Samjen Realty

SHARON MORENO Director of Marketing and Events National Terrazzo & Mosaic Association

AMANDA POULTON Senior Manager Store Planning, Design and Construction GNC

CHRISTINA PRICE Business Development Jones Sign

LU SACHARSKI Vice President of Operations Interserv Hospitality

ISSUE 3, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION

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ON CALL

W

e have been here before. The roundtables. The informative and substantative conversations. The one one one meetings. Sure, this time we again held these discussions and meetings via Zoom. But that is, as they say, life in the New Normal.

Holding the first of our year-long, monthly scheduled virtual roundtables, a diverse crew of vendors and end users connected for two days and several hours worth of networking, hosted

by Commercial Construction & Renovation Publisher David Corson and Editor Michael Pallerino.

The roundtable, always filled with keen insights into the trends and challenges impacting the industry at large, was also highlighted by in depth insights on how some of the industry’s leading female professionals got to where they are today.

Following is a snapshot of our discussion.

CCR: What’s the biggest thing on your to-do list?

Jessica Fumo, Removery LLC: Right now, the biggest thing on my to-do list is to continue to create and implement process.

Removery is growing at an aggressive pace, and my goal is to make the facilities process as seamless and effective as possible. I love (keyword, “love”) structure, and love being able to help others. By offering a solid foundation for the Facilities team, I get to appreciate and enjoy both aspects of what I love most as we grow.

Brooke Auberry, Sabre Real Estate Advisors: Travel. I love traveling and I am looking forward to more adventures with colleagues as it becomes safer to get out there. I work with retail tenants across the country, so traveling to markets to assist in their expansion strategy and finding new and exciting concepts in other cities is what I love about my job.

As much as retail has been hard hit by the pandemic—and we have seen so many casualties with both national and mom and pop brands—this has also created a lot of opportunity for the retailers that could pivot their business models and adapt to the new normal. It also helps other brands entering the market at cheaper rents and better deals that may not have been possible before.

I am very interested to see what the aftermath holds for some markets that were hit extremely hard like NYC and LA, and others that continue to boom like cities in Texas and Florida.

BJ Harris, Samjen Residential and Commercial Realty: Currently, we’re working on several projects. One is located

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in Selma, Alabama, where we’re buying a few buildings in the area. It is a small city with a lot of history, so we’re trying to bring in big companies that can offer technology and skills training in the areas of construction, development, engineering, technology, finances and manufacturing. Our hope is that this will help increase job growth in the city, and bring in new flow of opportunities for businesses and residence alike.

“Removery is growing at an aggressive pace, and my goal is to make the facilities process as seamless and effective as possible.”

– Jessica Fumo, Removery

One of the developments we’re working on is a small corporate boutique hotel.

The mixed use development will be around 18,000 square feet and give corporations, investors and professional the opportunity to visit the city for a period of time with many of the convenience—i.e., internet, office spaces, meeting rooms, copying/fax stations, restaurants, etc.—they need to continue working.

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

It is our hope that companies and entrepreneurs alike will stay longer, fall in love with the city, truly learn about its rich history, and help create new job opportunities for the residents in area.

Christine Price, Jones Sign: I want to travel a little bit, get out to our headquarters in Green Bay (Wisconsin). I miss meeting with clients—that connection of physically being in the building. As far as the outlook of sales, I’m seeing a lot of rebrands. Even if consumers aren’t going into the stores, exterior refresh sales are picking up.

We’re seeing a lot of investment in lighting upgrades and new signage in rebrands. In addition, I’m starting to see some movement in hospitality. I think you’re going to see more people traveling, so projects that were on hold will start to move.

Lu Sacharski, Interserve Hospitality: It has been an interesting ride, to say the least, in hospitality this year. It was hard, and hit me personally and professionally. I have been in hospitality industry for over 30 years. I started out as a desk clerk in operations at a full-service, 5-Star property.

I am not sure that hospitality is going to come back with a vengeance this year like everyone is saying. It will be slow. I do see lots of repositioning and reflagging.

Sharon Moreno, National Terrazzo and Mosaic Association (NTMA): This year, we’re looking at rebranding. NTMA will be 100 years old in two years—2023.

We are working on a refresh of the logo and message that celebrates the milestone. This is a perfect year to do that since all marketing has shifted. We’ve also started looking at the possibility of a focus on renovations because Terrazzo is a unique material and can easily go over many surfaces. You see it a lot in airports, schools, government and healthcare facilities because it is durable.

One of our messages this year will be about pulling out your carpet or vinyl and putting in terrazzo.

CCR: Is there an advantage for using terrazzo over carpet, especially in precautions and safety measures people will be looking at post-pandemic?

CIRCLE NO. 19

ON CALL NTMA’s Moreno: The advantage of terrazzo is that it is seamless. It is antimicrobial and is very easy to maintain. You don’t have to use harsh chemicals and it lasts forever.

After Katrina came through New Orleans, every piece of flooring had to be removed with the exception of terrazzo.

All they had to do was come back in and re-polish it.

Lynn Harnishfeger, Springwise Facility Management: I’m looking forward to more face to face. I have done a little. I think it goes miles with folks who are now working in their homes to those who aren’t used to it. I’ve done it for years, so it’s normal for me, except for missing the travel.

Nobody knows if they are going to stay like that forever.

I miss saying, “I’m going to be in town next week. Let’s have lunch.” Now, we can still do that. We can meet on a park bench if that’s more comfortable.

People just want the interaction, which I totally appreciate. I like being with my clients and industry peers.

CCR: What have been some of the lessons you’ve learned over the past year?

Samjen Residential and Commercial Realty’s Harris: One of the things is not to allow society to make me move faster than I already do. Everything has made me appreciate the time spent, not only working and doing the things that I’m doing for my company, but also with my family. I am going to continue to enjoy every day. When you look at everything that has happened and the people who are no longer here, you understand that nothing is guaranteed. It makes me appreciate life a lot more. I’m also thinking more about helping other people. This situation has taken a lot of the selfishness out of society.

NTMA’s Moreno: I was in Alaska visiting Anchorage with my husband when everything hit. It was right when they decided to shutdown South by Southwest. I was with a bunch of meeting planners and everyone was just horrified. So we set up a home office. Like everyone else, I spent a lot of time learning Zoom. I also found that there was an efficiency to that. I didn’t have to

“There also has been a lot of new concepts that have come to fruition based on this. So for me, it’s learning my markets again and getting back out there.”

— Brooke Auberry, Sabre Real Estate Advisors

Amanda Poulton, GNC: We’re under new leadership and it’s given us momentum to be the best expression of our brand.

It’s a really exciting time. The pandemic gave us an opportunity to look at our fleet; we have a significant number of stores.

We put our customer first in everything we do, including our store design. We are evaluating our stores in which we ask ourselves: “Are the stores a reflection of our brand? What can we do to remodel our stores? How can we continue to innovate our brand experience?” It is so exciting.

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spend 45 minutes in the car driving to and from meetings.

We also conducted a research project where we asked architects and interior designers if they were going to attend trade shows in the future. The architects weren’t sure, but the interior designers said they would. Interior designers do a lot of local events, so they feel like after the pandemic that they will continue to do so.

Interserve Hospitality’s Sacharski: I have had a home office almost my whole

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

entire career, so there was no adjustment for me. But what I have done for the past 30 years has changed—a lot. I mean, Zoom meetings were an adjustment. There was a learning curve. Did I have everything set up correctly? Could people see me? Hear me?

Was I going to be seen and not heard, or vice-versa?

I think we are going to come back with a new normal, whatever that turns out to be. I think the people in home offices will go into an office maybe one a week, or once a month. I think that could be the new normal—the new way of doing business. The things I’m working on with designers; it’s amazing what you can do and see. But I miss the touchy-feely part of looking at a fabric, carpet or terrazzo.

I love the sample pieces.

Jones Sign’s Price: One of the takeaways for our company was how well the diversity of our projects carried us through.

We were able to record an increase in sales last year over the prior year. That’s because we had a lot of larger developments, which equal larger project timelines. They were still moving forward and continue to do so.

And like everyone else, I miss the personal connections. I value the time I spend with people. So now, whether it is screen time or in-person time, we will find the best mix moving forward.

Sabre Advisors’ Auberry: The biggest lesson for me is how much I took for granted the importance of staying connected and having human interaction other than from a computer screen or phone.

So much of what we do in commercial real estate is about networking and having that in person connection. Sitting down to have lunch, coffee or a happy hour with clients and colleagues is what I miss the most.

As so many companies did, we had to figure out the “new normal” and re-think how we could continue to maintain our high level of customer experience with our clients, and also as a team when we could no longer sit across the table from each other. So, as you can imagine, there have been countless Zoom meetings, happy hours and game nights that came out of this.

Terrazzo: The Cure for the Common Floor Terrazzo is the natural choice for today’s buildings. A seamless, non-porous finish makes terrazzo easy to clean and disinfect. Its resistance to moisture accumulation and microbial growth helps maintain a mold-free environment and healthy indoor air quality. Terrazzo is impervious to liquids, odors and dust mites. Equipment rolls silently on terrazzo’s smooth surface. With endless design possibilities and a long life-cycle, terrazzo floors bring beauty and sustainability to every setting.

National Terrazzo & Mosaic Association www.NTMA.com 800.323.9736

CIRCLE NO. 20

Glass Knife Architect: Maverick Architects & Design Designer: Surroundings Interiors General Contractor: Welbro Building Corporation Photographer: David Laudadio

ON CALL It has been a great way to stay in touch and I think it is here to stay. But for me, there is nothing like the in-person connection. I’m ready to see people again, and have fun and network. I’m looking forward to that.

Overall, the transition has been relatively easy, but it has certainly felt like Groundhog Day, almost every single day for a year. It has definitely been a wild ride.

GNC’s Poulton: Personally, it’s about counting your blessings. This has been the first time I have been able to stop, breathe and look at the world around me. It has given me some great insights. And for that, I am very grateful. I’m an interior designer by trade, so there have always been a lot of meetings face to face.

Being able to help people is gratifying.

My lesson learned is to just keep moving forward, no matter how you’re doing it. I believe there will be a light at the end of the tunnel.

Removery’s Fumo: Personally, living through a pandemic has been eye-opening.

It was a reality check—this is real life and can happen. It gave me the opportunity to slow down. From work to home, we moved at lightning speed every single day. At first, I was like, “What are we going to do?

How are we going to sit in a house for two months, three months and not do anything?”

I have three active, young children. There is going to be no sports, no going to school?

It honestly really helped me though. I was

“I think we are going to come back with a new normal, whatever that turns out to be. I miss the touchy-feely part of looking at a fabric, carpet or terrazzo.

I love the sample pieces.”

— Lu Sacharski, Interserve Hospitality

So, how do you manage that virtually— the touching and feeling of the product, finishes, fixtures? Conveying a visual message to help guide conversations in a world that still very much is interested in instant gratification. Enhancing the aspect of visual presentations has been interesting. For example, augmented reality (AR) has helped.

I think that will stick with us moving forward.

Springwise Facility Management’s Harnishfeger: Like Christina said, the diversity of our clients has kept us going.

In so many ways, it has felt seamless business-wise for us. Now it has just been networking from home. I’m missing the corporate scene—having that interaction, which goes a long way because sales and operation can be face to face. Now, I am focusing time with people, whether it is on the business or personal side. I’m trying to make each of those relationships meaningful.

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able to count my blessings. It gave me the opportunity to spend more time with my children—time I haven’t had since I started my career.

Professionally, the biggest takeaway is the planning piece. Who saw this coming?

But now we know we have to be prepared for anything. Preparation must be an ongoing thing. What will it be next year? I don’t want my stores and my company to be in a situation where they are closed until we can find X, Y and Z. I want to be prepared for that next time.

CCR: Tell us a little about your story.

Removery’s Fumo: I was born and raised in a small town in New York. I married my high school sweetheart and we have three children–ages 12, 9 and 6. Being a mother was my childhood dream. The kids definitely keep me busy between school and sporting events. When I am not working, I am usually

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

at practice on a field or court somewhere. I love the beach and sunshine, and love when I get a lazy day to relax. In the middle of the pandemic, we decided to leave New York and make our way south to South Carolina.

It has been an amazing journey and I really love it here.

I learned about the facilities world while I was in college and was offered an internship in the physical plant. I had no idea what that was, but I was always willing to learn and work hard, plus I appreciated the opportunity since my business professor recommended me for the internship. From Day 1, I loved the job.

Due to unfortunate circumstances, I was left to handle the office by myself, which is where I was given so much opportunity to learn and grow while creating my own flow and process. The experience really helped me see what facilities was about and how fast the facilities world worked.

It was go, go, go.

After I graduated, I knew I wanted to stay in the field and applied for a job at Dressbarn’s corporate office. I got the job and never looked back. After Dressbarn, I worked for Party City and, of course my current job with Removery LLC. My professional journey has been nothing short of amazing, and has helped mold me into the person I am today. It has helped me meet so many incredible colleagues in the facilities industry. I’ve had some amazing leaders and mentors along the way and can’t wait to see what the future has in store for me. There is still so much to learn. My next goal is to earn my ProFM Credential.

Samjen Commercial Realty, BJ Harris: I was born and raised in Tampa, Florida. I have three kids, an MBA in Business Management, and have been married to my high school sweetheart for almost 26 years.

When I got into this industry, I knew I only had one of four choices. Either go into to law like many of my family members, real estate development like my grandparents, technology like my mother or get a job. So I chose real estate.

Working for IBM, my mother traveled a lot for work and was always afraid of what she would find when she returned home.

My boyfriend (now husband) and I loved

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www.Springwisefm.com CIRCLE NO. 21

ON CALL real estate, so we were always trying to fix up or repair something. We were extremely focused and not afraid of hard work, so she never knew what she was coming home to. It was either a newly tiled floor, painted walls, reupholstered furniture or us trying to purchase real estate to flip, even though were under 18.

Most of our friends and cousins were 18 and older, so we were always trying to negotiate with them to help us purchase property and split the profits. We had the money (my Mom) and it didn’t help that she was very encouraging, a great role model herself, and was always purchasing books on real estate investments, finances, self-development, world history, etc. So we were quite inspired.

much more than my little town had to offer.

Early on, I was obsessed with NYC as you see so many movies and TV shows based here and I just couldn’t wait to be a part of something bigger.

I started out in real estate for the love of architecture and beautiful houses. When I was in high school, I did an internship with a local real estate firm and quickly realized that I did not want to do residential but loved the commercial side. This was the time when Wal-Marts was converting most of their locations to superstores and I was able to be part of a team that helped piece together a parcel of land that Wal-Mart was looking to purchase in my hometown. My love affair with real estate started there.

“The pandemic gave us an opportunity to look at our fleet; we have a significant number of stores. We put our customer first in everything we do including our store design.”

— Amanda Poulton, GNC

We originally started in commercial real estate because my husband had a background in financing. He received multiple licenses in banking and financing industry, and wanted to combine the two (real estate and financing). Over the years, we just grew into the business. Our kids, who are now all adults, are also licensed and learning both sides of the business (lending and real estate). Our goal is to help bring more people into the fold, encourage more licensed professionals to get into the real estate industry and create new job growth.

Sabre Advisors’ Auberry: I’ve been living in New York City for a little over 16 years. Prior to the pandemic, I’ve been bi-coastal in LA and DC for the last 2.5 years. I am originally from a very small town in Southern Indiana. I knew as a young kid that I wanted to experience so

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After graduating from Indiana University, I took a job with a regional real estate developer in Indianapolis as I promised my parents that I would give Indy a shot before leaving the state.

It only lasted about nine months because after coming to New York to visit my friends who moved from IU, I knew this was my home and packed up six weeks later. Once I got my bearings of the city, I landed a job with Mogull Realty. It was a big, fancy job and I had the big, fancy corner office in Trump Tower, facing Fifth Avenue, with two assistants and interns.

It was great. After it ran its course, I took roles on the retailer side of the business as a Director of Real Estate for companies such as AT&T, The Children’s Place, Dressbarn and Energy Kitchen. I’ve worked in about 35 states and 1,300-plus cities where I have done deals opening

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

retail stores across the country.

I love what I do and feel very lucky to continue my career in this industry.

NTMA’s Moreno: I was born down in the Rio Grande Valley of Texas and grew up in Houston. In my early 20s, my husband and I moved to Fredericksburg. We didn’t know anybody here, so it was a huge leap of faith. He had a job. But at the time, Fredericksburg was a very small town.

There were not a lot of opportunities, so I worked at the hardware store. We decided to have children, so decided to be a stay-at-home mom.

At the time, we had an incredible choir in Fredericksburg, of which my children were a part of. I started volunteering with the group, working on events and doing marketing. That turned into a job. We took the choir all over the country, and to Germany, Canada and Wales.

From there, I went to work for the local hospital in the foundation department, and then onto another small charitable foundation. Then I went to work for the National Terrazzo and Mosaic Association. I didn’t know anything about terrazzo when I started, but I ended up falling in love with it. It’s very artistic. We get to work with a lot of public artists who are involved in creating some of the floor designs.

GNC’s Poulton: I’m from New Castle, Pennsylvania, so I never really left Western Pennsylvania. I started thinking about art and art therapy. I became really involved with the psychology behind design—how do we change behaviors based upon changing the environment? I went to La Roche College, which is now La Roche University, and received a Bachelor’s of Science degree in Interior Design. From there, I started working for an architect, with a focus in education design—primarily K-12 new locations and remodels.

I eventually moved on and I received a Master’s of Science degree in Interior Architecture from Chatham University. That is where my life in retail design started. It was very, very different from education design. I went from doing 300,000 square feet buildouts to 1,400 square feet—and at a much faster pace.

They were really in a growth mode when I started at GNC. We were cranking out 250 stores a year for five-plus years.

I began rising through the ranks. I also obtained my LEED certification during that time. I’ve been working at GNC for about 12 years now. It’s exciting and has led me into doing new concepts, new fixture designs and working internationally. I even expanded into visual merchandising projects. I love the fast-paced environment that we have.

Interserv Hospitality’s Sacharski: I was born and raised, and still live in Wisconsin. I started my career wanting to be a nurse, but nursing school was expensive. So I got a part-time job working at a hotel—the Pfister Hotel—in downtown Milwaukee. It is a 5-Star hotel; simply beautiful. I just fell in love with hospitality.

The money wasn’t there at the time—I started working for minimum wage.

I ended up meeting a gentleman who invited me to attend the Preferred Hotel Association Meeting Conference. He thought I would be a good fit for his hotel in Lake Geneva. At the time, it was a resort called the Lake Geneva Playboy Resort and Hotel. So I left the Pfister. It was a phenomenal experience.

We ended up being bought and sold a couple of times. At the time, I did not even know what an acquisition was. I move onto working for an architect millwork firm that manufactured, furnished and installed mill work items. This was during the time that Holiday Inn was going through the Crown Plazas. They were a hot commodity.

I worked on the Holiday Inn Corporate Headquarters on Cherry Blossom Lane in Memphis, Tennessee. I worked on the Union Station in St. Louis. It was restored and brought back into the fold. I was hooked.

Springwise’s Harnishfeger: I grew up in California. Originally, everything I did seemed to lead from one thing to the next. I started with Sears Credit Application processing in high school. That was my first job. It was great. I loved it. From there, I went into banking. I ended up in commercial real estate sales, leasing management, redevelopment agency type things, managing

“Everything has made me appreciate the time spent, not only working and doing the things that I’m doing for my company, but also with my family” — BJ Harris, Samjen Residential and Commercial Realty

properties and helping redevelop them. I worked for the City of San Buenaventura.

I did a lot downtown there with investors. I miss that aspect of things.

Through my husband’s job, we ended up in Virginia Beach. I didn’t know what I was going to do. I knew I would just figure it out. I found my job at Dollar Tree Stores in the newspaper. I’m dating myself there. I started as a supervisor and worked my way into Manager of Facilities, where I worked for eight years.

When I left, we had around 4,000 stores. It was a great experience. I left to work on the vendor side. I was looking for a new challenge—something different to take my background experience. I’ve been on the vendor side for about 12 years now. I’ve been with Springwise for seven. I love that I get to meet so many different people from so many different walks of life. I love to hear their stories, find out what they do.

“I want to travel a little bit, get out to our headquarters in Green Bay (Wisconsin). I miss meeting with clients—that connection of physically being in the building” — Christine Price, Jones Sign

My husband’s job—again—led us to Pensacola (Florida). For me, I have my home office and the airport. I figure I can do everything with those. There’s always an adventure—something to do. We’ve been blessed and are thankful to be where we are.

Jones Sign’s Price: I’m also in Tampa.

I am a St. Pete native. When I was younger, going to college and was trying to figure out what to do, I worked for a sign company, which my family owned at the time. I am the only one left in the industry.

During the recession, I was working for a regional sign company in sales. The recession scared me. So I went back and finished my degree in Business Sustainability. I don’t know that I’ll ever really apply it, because my experience outweighs the degree. Today, working for Jones has helped me offer my clients more. It has been a great move.

Personally, I have two boys, 16 and 11. I sit on the foundation board for an independent charter school that’s sustainability focused. I’m really passionate about that, and I love my volunteer time.

I sit on a tax district board, and help with the things that fall into my realm—the built environment.

Signage is one of the toughest categories to be in. Most products have been commoditized to some degree. We’re in construction, so we know that will never be 100%. But signage, you’re taking a brand; you’re making it three-dimensional; you’re lighting it; you’re fabricating it.

You’re doing an install that’s never going to be the same, whether you have to shut down a street in New York City. It’s always a challenge and I’m always learning. I’m drawn to that. CCR

ISSUE 3, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION

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SPECIAL REPORT

ROOFING MANUFACTURES/SERVICES

Report highlights leading some of industry’s leading roofing firms

I

t all starts at the top. And thanks to our annual roofing report, you can find some of the industry’s leading manufacturers in the retail, restaurant, hospitality, healthcare, and other sectors. In addition, the listing provides the contact information and contact person for each company. If you did not make the list, contact Publisher David Corson at davidc@ccr-mag.com.

Active Ventilation Products, Inc The BILCO Company Martin Kolt, President 311 First St. Newburgh, NY 12550 (845) 565-7770 Fax: (845) 562-8963 www.roofvents.com sales@roofvents.com Roofing Product Type: Roof Curbs, Roof Vents, Attic Exhaust Vents, Attic Intakes Vents, Soffit Vents, Solar Fans Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

ATAS International, Inc. Danielle Biggs, Lead Marketing Coordinator 6612 Snowdrift Rd. Allentown, PA 18108 (610) 395-8445 www.atas.com dbiggs@atas.com Roofing Product Type: Metal Panel Roof Systems, Shakes/Shingles, Eco-Green Roofing Systems, Tiles Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

Steve Weyel, Director of Sales & Marketing 370 James St. New Haven, CT 06513 (203) 672-0957 Fax: (203) 672-8657 www.bilco.com stevew@bilco.com Roofing Product Type: Metal Panel Roof Systems, Roof Curbs, Roof Hatches, Skylights, Fire Vents Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Education, Commercial

Boral Roofing Shannon Delgado, Sr. Marketing Mgr. 7575 Irvine Center Dr., #100 Irvine, CA 92618 (949) 585-8244 Fax: (949) 756-2402 www.boralroof.com shannon.delgado@boral.com Roofing Product Type: Concrete Tile, Clay Tile, Stone Coated Steel, Composite Roofing Markets Served: US-Nationwide

Atlas Polyiso Roof and Wall Insulation Brava Roof Tile

Rachel Nooner, Marketing Manager 2000 Riveredge Pkwy., #800 Atlanta, GA 30328 (678) 402-9647 Fax: (770) 952-3170 www.atlasrwi.com rnooner@atlasroofing.com Roofing Product Type: Polyiso Roof Insulation Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Cannabis, Craft Brewery, Education, Commercial Office

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

Will Hall, VP, Sales & Marketing 915 E Tyler St. Washington, IA 52353 (844) 290-4196 Fax: (319) 343-1038 www.bravarooftile.com info@bravarooftile.com Roofing Product Type: Synthetic, Shakes/Shingles, Eco-Green Roofing Systems, Tiles Markets Served: Hospitality, Restaurants, Federal/Government, Multi-Family, Craft Brewery

CIRCLE NO. 22

SPECIAL REPORT

ROOFING MANUFACTURES/SERVICES Central Roofing Co. Duro-Last Jessica Tesdall, Mktg. & Comm. Director 4550 Main St. NE Minneapolis, MN 55421 (763) 572-0230 www.centralroofing.com info@centralroofing.com Roofing Product Type: Installer Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Churches, Universities, Sports Complexes, Historic

CertainTeed 20 Moores Rd. Malvern, PA 19355 (610) 893-6200 www.CertainTeed.com Roofing Product Type: Polymer Modified Bitumen Sheet Membranes (SBS or APP) Single-Ply Membranes (PVC, TPO, EPDM), Asphalt, Solar Panels Markets Served: N/A

Chicago Clamp Company Kevin Barry, Sales Manager 2350 S 27th Ave. Broadview, IL 60155 (708) 343-8311 www.chicagoclampcompany.com kevin.barry@chicagoclampcompany.com Roofing Product Type: Roof Curbs, Structural Support Frames Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government

DaVinci Roofscapes Wendy Bruch, Marketing Manager 13890 W 101st St. Lenexa, KS 66215 (800) 328-4624 www.davinciroofscapes.com info@davinciroofscapes.com Roofing Product Type: Synthetic, Shakes/Shingles Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Schools, Churches

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

Jason Dark, VP of Sales Operations 525 Morley Dr. Saginaw, MI 48601 (800) 248-0280 www.duro-last.com information@duro-last.com Roofing Product Type: Single-Ply Membranes (PVC, TPO, EPDM), Coatings Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

EcoStar LLC Katie McCarthy, Marketing Manager 42 Edgewood Dr. Holland, NY 14080 (800) 211-7170 www.ecostarllc.com info@ecostarllc.com Roofing Product Type: Synthetic, Shakes/Shingles, Eco-Green Roofing Systems, Tiles Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Cannabis, Craft Brewery

Envirospec Danny, Director Sales 21 Mellowood Dr. Toronto, Ontario Canada M2L 2E4 www.envirospecinc.com info@envirospecinc.com Roofing Product Type: Pedestals for Pavers Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Cannabis, Craft Brewery

Fall Protection Dist.

Howie Scarboro, CEO 671 Willow St. Lemoyne, PA 17043 (423) 999-0107 www.fallpd.com support@fallpd.com Roofing Product Type: N/A Markets Served: Retail

CIRCLE NO. 23

SPECIAL REPORT

ROOFING MANUFACTURES/SERVICES GAF IKO Industries, Inc.

1 Campus Dr. Parsippany, NJ 07054 www.gaf.com lauren.demore@gaf.com Roofing Product Type: Metal Panel Roof Systems, Built-Up Roofing Membranes (BUR), Single-Ply Membranes (PVC, TPO, EPDM), Spray Polyurethane Foam Based (SPF), Synthetic, Asphalt, Concrete, Shakes/Shingles, Eco-Green Roofing Systems, Snow Guards, Coatings, Solar Panels Markets Served: Retail, Healthcare, Multi-Family

Garland Company

Annie Kerch, Marketing Director 3800 E 91 St. Cleveland, OH 44105 (800) 321-9336 Fax: (216) 641-0633 www.garlandco.com info@garlandind.com Roofing Product Type: Metal Panel Roof Systems, Built-Up Roofing Membranes (BUR), Polymer Modified Bitumen Sheet Membranes (SBS or APP), Eco-Green Roofing Systems, Coatings, Metal Edge Systems, Thermoplastic Roof Membranes (KEE) Markets Served: Retail, Hospitality, Healthcare, Shopping Malls, Federal/Government, Education

Georgia-Pacific

Mikael Kuronen, Dir., Product Mgmt.

133 Peachtree St.NE Atlanta, GA 30303 (404) 652-5419 www.buildgp.com mikaelkuronen@gapac.com Roofing Product Type: High-Performance Fiberglass Mat Gypsum Roof Cover Boards, High-Performance Fiberglass Mat Gypsum Coverboards that meet VSH Designation Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Craft Brewery

IceBlox, Inc.

Brion McMullen, President 671 Willow St. Lemoyne, PA 17043 (800) 766-5291 www.snojax.com support@snojax.com Roofing Product Type: Snow Guards, Standing Seam Metal Panel Roof Clamps Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Anything Construction Related TM

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

Jeff Williams, Brand Director, North America 235 W S Tech Dr. Kankakee, IL 60901 www.iko.com jeff.williams@iko.com Roofing Product Type: Built-Up Roofing Membranes (BUR), Polymer Modified Bitumen Sheet Membranes (SBS or APP), Asphalt, Shakes/Shingles, Snow Guards, Coatings, Polyisocyanurate Insulation (PIR), Roof Cover Boards, Reflective Roof Systems, Vapour Barriers and Accessories that include Primers, Adhesives, Mastics, Sealants and Tapes Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Corporate, Commercial, Education

IMETCO

Josh Younger, Marketing Specialist 4648 S Old Peachtree Rd. Norcross, GA 30071 (770) 908-1030 Fax: (770) 908-2264 www.imetco.com info@imetco.com Roofing Product Type: Metal Panel Roof Systems Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Federal/Government, Commercial

Karnak Corporation

Chris Salazar, COO 330 Central Ave. Clark, NJ 07066 (732) 388-0300 Fax: (732) 388-9422 www.karnakcorp.com csalazar@karnakcorp.com Roofing Product Type: Metal Panel Roof Systems, Built-Up Roofing Membranes (BUR), Polymer Modified Bitumen Sheet Membranes (SBS or APP) Single-Ply Membranes (PVC, TPO, EPDM), Spray Polyurethane Foam Based (SPF), Asphalt, Coatings Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government

Kee Safety, Inc.

Darleen Eylers, Marketing Manager, North America 100 Stradtman St. Buffalo, NY 14206 (800) 851-5181 Fax: (716) 896-5696 www.keesafety.com info@keesafety.com Roofing Product Type: OSHA-compliant perimeter railings for flat, low-slope, and standing-seam metal roofs; roof hatch railings, rigid anchors, roof lifelines, roof walkways and crossovers, roof deadweight anchors, self-closing safety gates and ladder protection Markets Served: Retail, Healthcare, Shopping Malls, Federal/Government, Commercial, Educational

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ROOFING MANUFACTURES/SERVICES Mainsource Mule-Hide Products Co. Roof Management Lynette Collins, Marketing Coordinator Jeff Ansel, Dir. Business Development 5442 Frontage Rd. Forest Park, GA 30297 (770) 500-9681 www.mainsourcemgt.com jeffa@mainsourcemgt.com Roofing Product Type: Built-Up Roofing Membranes (BUR), Single-Ply Membranes (PVC, TPO, EPDM), Solar Panels Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Cannabis, Craft Brewery

Major Industries, Inc. Mark Mitchell, Marketing Director 7120 Stewart Ave. Wausau, WI 54401 (888) 759-2678 www.majorskylights.com info@majorskylights.com Roofing Product Type: Skylights/Daylighting Systems Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government

McElroy Metal Ken Gieseke, VP Marketing 1500 Hamilton Rd. Bossier City, LA 71111 (318) 747-8071 Fax: (318) 747-8059 www.mcelroymetal.com kgieseke@mcelroymetal.com Roofing Product Type: Metal Panel Roof Systems Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government

1195 Prince Hall Dr. Beloit, WI 53511 (800) 786-1492 Fax: (608) 365-7852 www.mulehide.com lynette.collins@mulehide.com Roofing Product Type: Polymer Modified Bitumen Sheet Membranes (SBS or APP), Single-Ply Membranes (PVC, TPO, EPDM), Coatings, Maintenance & Repair Products, Adhesives, Sealants, Edge Metal, Fasteners & Termination, Cover/Barrier Boards, Seaming, Underlayments, Roofing Insulation, Roof Drains Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Cannabis, Craft Brewery, Corporate, Education

PAC-CLAD | Petersen

Bob LaForge, National Sales Manager 1005 Tonne Rd. Elk Grove Village, IL 60007 (800) 722-2523 Fax: (847) 956-7968 www.pac-clad.com info@pac-clad.com Roofing Product Type: Metal Panel Roof Systems Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Craft Brewery

Polyglass USA

Alexandra Helton, Associate Manager, Marketing Communications 1111 Newport Center Dr. Deerfield Beach, FL 33442 (954) 233-1432 www.polyglass.us ahelton@polyglass.com Roofing Product Type: Built-Up Roofing Membranes (BUR), Polymer Modified Bitumen Sheet Membranes (SBS or APP), Coatings Markets Served: Commercial and Residential

MFM Building Materials Products Progressive Klaus Schlimm, VP of Marketing

David Delcoma, Product Marketing Manager P.O. Box 340 Coshocton, OH 43812 (800) 882-7663 Fax: (740) 622-6161 www.mfmbp.com info@mfmbp.com Roofing Product Type: Underlayments Markets Served: All

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

4433 Erin Dr. Floyds Knobs, IN 47150 (812) 944-7803 Fax: (812) 944-7804 www.pmsilicone.com klaus@pmsilicone.com Roofing Product Type: Coatings Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Cannabis, Craft Brewery, Construction/Roofing

Quantum Smart Solutions, LLC.

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CIRCLE NO. 25

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SPECIAL REPORT

ROOFING MANUFACTURES/SERVICES Edward R. Faulkner, Vice President of Sales 4835 Veterans Memorial Hwy. Holbrook, NY 11741 (631) 285-3520 Fax: (631) 648-9739 www.quantum-smart.com sales@quantum-smart.com Roofing Product Type: Smart Chute Construction Debris Removal System Markets Served: Roofing/Construction

RHEINZINK America, Inc.

96F Commerce Way Woburn, MA 01801 (781) 729-0812 www.rheinzink.us info@rheinzink.com Roofing Product Type: Metal Panel Roof Systems, Eco-Green Roofing Systems, Tiles Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

RMC

Tremco Roofing and Building Maintenance Bob Spreat, Director Messaging and Marketing Communications 3735 Green Rd. Beachwood, OH 44139 (800) 852-6013 www.tremcoroofing.com info@tremcoinc.com Roofing Product Type: Metal Panel Roof Systems, Built-Up Roofing Membranes (BUR), Polymer Modified Bitumen Sheet Membranes (SBS or APP), Single-Ply Membranes (PVC, TPO, EPDM), Asphalt, Eco-Green Roofing Systems, Coatings, Roof Curbs Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, All Commercial/ Markets

USG 550 W Adams

RMC Marketing Chicago, IL 60661

Andrew Rosen, President Atlanta, GA (770) 325-2288 Marketing & Design www.rmcmktng.com info@rmcmktng.com Roofing Product Type: Drone, Video, Photography & Marketing Services Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Cannabis, Craft Brewery

(800) 950-3839 www.usg.com securockroofing@usg.com Roofing Product Type: Roof Board Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family

Ventco/ProfileVent Roof Hugger LLC Martin Rotter, Owner

David Hall, Marketing Manager 142 Whitaker Rd. Lutz, FL 33549 (800) 771-1711 www.roofhugger.com sales@roofhugger.com Roofing Product Type: Metal Roof Retrofit, Sub Framing Systems Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Schools/Military Bases/Seaports/ Industrial Warehouses

115 Lismore Ave. Glenside, PA 19038 (215) 887-6580 www.profilevent.com mrotter@ventcoinc.com Roofing Product Type: Ventilation Products Markets Served: Retail, Hospitality, Restaurants, Healthcare, Federal/Government, Multi-Family

S-5! Vermont Slate Company

Jessica Haddock, Marketing Manager 8750 Walker Rd. Colorado Springs, CO 80908 (719) 434-3709 Fax: (719) 495-0045 www.s-5.com jhaddock@s-5.com Roofing Product Type: Snow Guards, Solar Attachments, Utility Mounting Systems & Snow Guards/Snow Retention Markets Served: Retail, Hospitality, Restaurants, Healthcare, Shopping Malls, Federal/Government, Multi-Family, Craft Brewery, All Residential/Commercial

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

Ken Rule, Sales Manager 2600 Louisville Rd. Savannah, GA 31415 (912) 964-9601 Fax: (912) 964-9603 www.vermontslateco.com ken@vermontslateco.com Roofing Product Type: Slate Roofing and Siding Markets Served: Retail, Hospitality, Restaurants, Healthcare, Federal/Government, Multi-Family, Churches, Residential

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CIRCLE NO. 26

PROJECT PROFILE AWARDS 2021 _ 300 Grant Avenue Location: San Francisco, California Designer: MBH Architects Contractor: Hathaway Dinwiddie Construction Co. 300 Grant Avenue is The Lincoln Property Company’s newest development—a project that has helped breathe new life and opportunity to the prominent corner of Grant Avenue and Sutter Street. Sitting at Chinatown’s iconic gates in San Francisco, the 70,000-square-foot, retail and office mixed-use development is the first in Union Square in more than 20 years. The development signifies an important architectural and economic milestone in the neighborhood’s history, exemplifying the architecture that will help shape San Francisco’s 21st-Century landscape.

The Lois } Location: Brooklyn, New York Designer: CetraRuddy Architecture Contractor: McAlpine Contracting The Lois, the culmination of the efforts of developer The Hudson Companies, general contractor McAlpine Contracting and architect CetraRuddy Architecture, is a $70 million, eight-story, multi-family rental building. The property features 250 market-rate and affordable residential units, 5,500 square feet of ground floor retail, communal spaces, and office and support areas. The Lois is the second building in a phased project that is expected to deliver a total of more than 400 apartments to Brooklyn, New York’s East Flatbush— Prospect Lefferts Gardens neighborhood.

_ HI-TIDE Dispensary

The conversion of an old storage building into one of the first retail dispensaries in Ocean City, Maryland features designs that utilize unique materials on the inside. In addition, specific local elements creatively separate the occupants and adhere to the need for confidentially. Customers can benefit from safe access to the finest quality laboratory certified and pesticide/contaminant-free medicinal cannabis. HI-TIDE Dispensary offers flower, pre-rolls, vaporizing oils, tinctures, balms, etc., in a vast variety of Indica, Sativa and hybrid strains of medicinal cannabis.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

Photo credits: 1. Matthew Anderson

Location: Ocean City, Maryland Designer: Fisher Architecture, LLC Contractor: Delmarva Veteran Builders

650 S TRYON LEGACY UNION CHARLOTTE, NC

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explore our work at erieap.com Photo © Myles Gelbach

CIRCLE NO. 27

PROJECT PROFILE AWARDS 2021 _ Jacqueline Bradley & Clarence Otis Family Branch Boys & Girls Club Location: Orlando, Florida Designer: SchenkelShultz Architecture Contractor: Brasfield & Gorrie The Jacqueline Bradley & Clarence Otis Family Branch Boys & Girls Club is the largest of the 35 facilities operated by Boys & Girls Clubs of Central Florida (BGCCF). The center will serve 250-plus children daily in a neighborhood with a rich African American history that has been underserved in recent decades. The Club’s name honors the couple’s leading $4 million gift toward the $9 million capital campaign to build the center. The state-of-the-art center features a dance/aerobic studio, commercial kitchen, music rooms, art studios, technology labs on both floors, and a full-size gymnasium with a stage for performances. For teenagers, there is a college and career center with STEM programming to promote access to elevated learning for underserved youth.

ZEA Rotisserie Bar } Location: Denham Springs, Louisiana Designer: Interplan LLC Contractor: Block Corporation While the design gets you interested, the execution of the ZEA Rotisserie Bar is what really seals the deal. The plan is simple: Rough stone meets sleek glass, with some added fire for warmth and atmosphere thrown into the mix. The overall construction turns the concept of those transitions of material and planes into the reality—a patio that blends the exterior with the interior to deliver a dining room that begs for relaxation. Splayed columns and accent elements— check out the signage tower and angled glass) pay homage to the tri-head owners and angles of “Z.”

_ Bearings Bike Works

Founded in 2008, Bearings Bike Works offers a popular after-school program that teaches students how to build a bike from start to finish by putting the right tools in their hands. Completed in two phases, the projects include the renovation of an old auto repair shop that is home to various workstations, storage space, and offices and a refurbishment warehouse that holds the organization’s new retail, service center, and co-working space to further develop their existing internship program. Located near the iconic Atlanta Beltline, the refreshed campus brings a new feeling of gratification to employees, volunteers and students by having a modern facility to work, mentor and thrive in.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

Photo credits: 1. Ben Tanner

Location: Atlanta, Georgia Designer: NELSON Worldwide Contractor: South Tree Enterprises

Clubhouse Interiors

CIRCLE NO. 28

PROJECT PROFILE AWARDS 2021

_ Mountain View Corporate Center Location: Mountain View, California Contractor: South Bay Construction

Salt Lake City Fire Station No. 14 } Location: Salt Lake City, Utah Designer: TCA Architecture + Planning Contractor: Zwick Construction Company Inc. The Salt Lake City Fire Station No. 14 earned a LEED Gold certification through the US Green Building Council for its energy-efficient, environmentally responsible design and construction. When the department opened it in 2018, the building was one of the first Net-Zero-Energy (NZE) fire stations in the country, which means it generates more energy than it consumes. To help achieve t he building’s performance goals, Tubelite Inc.’s triple-glazed thermal curtainwall, multi-pane storefront and interior framing systems were installed by Mollerup Glass Co.

_ Anderson Auto Group Fieldhouse Location: Bullhead City, Arizona Designer: Orcutt | Winslow Contractor: Fleming West Located along the Colorado River in Bullhead City, Arizona, the Anderson Auto Group Fieldhouse encompasses 126,000 square feet with regulation football and soccer fields, classrooms and space for up to 8,000 people. When not in use by the Colorado River Union High School District (CRUSHD)’s River Valley High School Dust Devils and Mohave High School T-Birds, the fieldhouse is available for other athletic, academic, community and commercial uses. The Fieldhouse features EXTECH/Exterior Technologies Inc.’s LIGHTWALL 3440® interlocking wall system installed by Systems Contractors Inc. (SCI).

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

Photo credits: 1. Sheet Metal Systems Inc., courtesy of Linetec, 2. Cache Valley Photographers, courtesy of Tubelite Inc., 3. Matt Johnson, Winquist Photography; courtesy of EXTECH

To attract and retain high-tech tenants, the owners of Mountain View Corporate Center invested in updating three buildings from concrete exteriors to a modern copper-colored metal panel façade. To achieve the intended appearance, more than 23,000 square feet of aluminum panels of proprietary Copper Anodize were added. Along with the high-tech aesthetic, the durable anodize supports the property’s sustainability goals and protects the aluminum panels fabricated by Morin Corporation and installed by Sheet Metal Systems (SMS).

https://www.interplanllc.com/

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Contact: Rachel Reife rreife@interplanllc.com CIRCLE NO. 29

PROJECT PROFILE AWARDS 2021

_ Prime Independent Living Location: West Knoxville, Tennessee Designer: MRP Design Group Contractor: NorSouth Constructs The 145-room, three-story, 170,000 square foot project is a state of the art assisted living facility designed for today’s seniors. The stylish one- and two-story floor plans offer a slate of enticing amenities, including full-size kitchens, hydroponic greenhouse, pickleball court and an 18-hole putting green. Other enticements include a theater, a billiards room, coffee and ice cream cafe, hair and nail salon, computer kiosks and a bark park pet area.

Braves Development Company — } Four Ballpark Center Location: Atlanta, Georgia Designer: NELSON; Collins | Webb Architecture Contractor: Choate Construction The Battery Atlanta, which sits adjacent to Truist Park, home of the Atlanta Braves, features restaurants, shops and entertainment facilities. The mixed-use development serves as the South’s preeminent lifestyle destination, thanks to a 143-key A Loft hotel, 50,000 square foot, high-end movie theater, 22,000 square feet of retail restaurant space, 40,000 square feet of loft office space and a 535-space precast parking deck. With the new additions brought by Four Ballpark Center, this unmatched entertainment haven has enhanced the ever-increasing popularity of The Battery Atlanta.

Location: Greenville, South Carolina Designer: McMillan Pazdan Smith Contractor: Base360 Located within one of the most vibrant and coveted districts in the downtown area, and sitting on 0.5 acres, Gather GVL consists of repurposed and newly fabricated shipping containers positioned around a courtyard to form a welcoming gathering space.

Commissioned by Four Oaks Property Group, the family-oriented space is enhanced by several seating options that reinforced this district’s sense of community. Offering vendors ranging from local craft breweries to authentic German cuisine, Gather GVL provides a well-rounded culinary selection in an inviting, open atmosphere where people can responsibly follow safety protocol adjustments in the face of the pandemic.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

Photo credits: 3. Derrick Simpson, McMillan Pazdan Smith Architecture

_ Gather GVL

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PROJECT PROFILE AWARDS 2021 _ JD Sports NYC Flagship Location: New York, New York Designer: FRCH Nelson Contractor: Schimenti Construction Company From value engineering an entirely new HVAC system to its modernizing various forms of vertical transport, the four-story flagship JD Sports is a one-of-a-kind building. Getting people, sneakers and apparel quickly and efficiently through the space required four forms of lift. The project included entirely new escalators, dumbwaiters and modernization of elevators and a vertical lifter. These systems created continuous plan revision, which required a full partnership with the client and design team to overcome cost and schedule impacts. The store comes from wall systems and display cases highlighting rare and limited-edition sneakers, accented by lighting and media screens, and an AV package that includes a DJ booth for live music and events.

650 S Tryon at Legacy Union } Location: Charlotte, North Carolina Designer: L3SP / HKS Contractor: Gilbane / Shelco Erie AP collaborated its glazing contractor Crown Corr to deliver another amazing tower at the Legacy Union development. The teams worked together to provide three separate towers at this development—the second in line following the Bank of America Tower, which was completed in 2019. This tower features segmented and leaning curtain wall facades.

_ Admirals Cove Location: Alameda, California Designer: Degen & Degen Contractor: CP Constructions West Inc. | Carmel Partners The 15-acre decommissioned military housing unit was converted to market housing just minutes away from downtown San Francisco.

The 150 multi-family townhome development was remodeled inside and out to give each room its own unique character. Treatments include new entries, porches, canopies and an array of local colors—all of which contributed to Admirals Cove’s new, yet preserved history identity. Anchoring the site is the newly built Clubhouse, a contemporary jewel reminiscent of Naval tradition complete with pool and fitness center.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

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C O N G R AT U L AT I O N S TO ALL THE PROJECT PROFILE WINNERS CIRCLE NO. 31

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

PROJECT PROFILE AWARDS 2021 _ Durham Coounty Main Library Location: Durham, North Carolina Designer: Vines Architecture Contractor: Skanska USA Building and Holt Brothers Construction The newly renovated and expanded Durham County Main Library provides a key asset for the Durham, North Carolina community, accommodating their needs today and in the future. Close to 30,000 square feet larger than the previous configuration with more gathering spaces and overall capacity, the library features a new innovative interior layout and building entries for ease of use.

It also offers increased visibility and natural light throughout.

Additionally, the facility offers a prominent outdoor public plaza and an amphitheater for programming and events.

Drakes Restaurants } Location: O’Fallon, Illinois Contractor: Knoebel Construction Drake’s is a unique and growing restaurant dining and entertainment chain. Each location, which is approximately 6,000 square foot, features one or two large bars, 30-plus televisions, and a covered patio for games and outside dining. When fully operational, the location can accommodate 210 guests. Drake’s has adapted its design on recent builds to include kitchen design modifications, massive plexiglass dividers and parking areas designated for online order pickup.

_ Methodist Mansfield NICU Location: Mansfield, Texas Designer: Perkins & Will Contractor: Beck (Dallas, Texas) Since its opening in 2006, the Methodist Mansfield Medical Center has been one of the best hospital and emergency departments in the Arlington, Texas area. The full-service hospital features 262 beds, up to date technology, and myriad skilled medical specialists. So, when the NICU required new flooring, it turned to Ecore’s Rx line. Along with providing optimum performance, its modern design provides enhanced ergonomic and acoustic performance, including reducing surface-generated noise.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

CIRCLE NO. 32

PROJECT PROFILE AWARDS 2021 _ District Dogs Navy Yard Location: Washington, DC Designer: GTM Architects Contractor: Spectrum Inc. General Contracting This space, the second for the District Dogs brand, features doggie daycare, overnight boarding, a Dog Spa, training, and a curated retail shop for dogs and dog lovers alike. Located on the first floor of a multifamily building at the Navy Yard, the facility features a combined retail and check-in area, grooming, overnight boarding, and three indoor play yards for doggie daycare. The owner of District Dogs wanted this larger second facility to reflect branding from the flagship shop, while also integrating updated design elements to better serve clients and their four-legged friends. The goal was to convert a utilitarian area and make it both aesthetically appealing and functional.

New Brunswick Performing Arts Center } Location: New Brunswick, New Jersey Designer: Elkus Manfred Architects Contractor: AJD Construction The New Brunswick Performing Arts Center (NBPAC) is a transformational project that has propelled New Brunswick’s Downtown Cultural Arts District into the spotlight as the region’s most exciting and dynamic performing arts center. The $172 million, 23-story high-rise unites two state-of-the-art theatrical venues in the Elizabeth Ross Johnson and Arthur Laurents Theaters, dedicated rehearsal studios, collaborative work spaces, 207 apartments, and more, into one facility that will serve as the artistic anchor for New Brunswick. The facility also includes eight acoustical smoke vents manufactured by BILCO.

_ “The ALLOY” a Doubletree by Hilton

The $18.5-plus million renovation project in Valley Forge has completely reimagined the previously plainly branded property into a lifestyle hotel. Today, the hotel features 327 updated, modern guestrooms with contemporary decor, new bedding, carpet, luxury vinyl flooring, wall vinyl, artwork, renovated bathrooms and an expanded fitness center with new equipment, including Peloton bikes. In addition, there are five new event rooms, culminating in 25,000 square feet of meeting and event space. Guests also can take advantage of Hammer & Fire, a new American grill concept.

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Photo credits: 1. Ron Solomon, 2. NBPAC

Location: Prussia, Pennsylvania Designer: HVS Design & Jonathan Nehmer + Associates Inc. Contractor: The Allied Group

Designing Green, Healthy and Resilient Buildings is Essential to Our Future RHEINZINK’s architectural zinc plays an important role in helping create the durable, weather-resistant roofing, façade and wall cladding systems that last for decades.

It offers a lifespan of 80 years and more, is 100% recyclable, and lends itself to a variety of design styles in new construction and renovation projects.

RHEINZINK’s portfolio includes: ` CLASSIC® bright rolled ` prePATINA® blue-gray and graphite-gray ` artCOLOR® colorful finish options ` New GRANUM® Basalte and Skygrey matte finishes ` New PRISMO® color-coated finishes

www.rheinzink.us CIRCLE NO. 33

PROJECT PROFILE AWARDS 2021 _ Hyatt Place, National Harbor Location: National Harbor, Maryland Designer: //3877 Contractor: OTO Development, Peterson Companies, Turner Construction The Hotel Hyatt Place National Harbor is located within the unique master-planned development of National Harbor—a 350-acre shopping, dining and entertainment destination. The LEED-certified, seven-story waterfront hotel is the first Hyatt-branded property in Prince George’s County, Maryland. Upon entering the development, located along the bank of the Potomac River, Hyatt Place is positioned as the site’s first building. The design concept for this hotel is “Magnetic Moments,” celebrating the energetic atmosphere of National Harbor through the use of dynamic design elements.

SkinCeuticals SkinLab } Location: Palm Desert, California Designer: Collaboration of L’Oreal (Parent Company) and ArcVision Inc. Contractor: Lambert Builders Inc. The newest location for the No. 1 medical professional skincare brand in the US, SkinCeuticals, offers cutting edge, doctor-validated services. The space encourages consumers to unwind in the sleek product discovery areas and shop brands. The facility’s design incorporates the stark contrast of black on white, which showcases the product and accessories, but also reminds guests that they are in a medical facility. The walnut and marble floors bring warmth to the space and the brushed brass accents add a touch of glamour.

_ The Otis, Marriott Autograph Collection & Marriott AC Hotel (Dual Brand)

Serving as an extension to the University of Texas Austin campus, the hotel was designed to bridge the traditional aesthetic of academia with the city’s rich history. The vibrant and free-spirited culture of Austin is carried through from floor to ceiling. These characteristics unite the design, creating a sense of easy-going luxury and love of local artists. The hotels provide a combined 347 guestrooms, 7,500 square feet of flexible meeting space, a 4,000 square foot luxurious rooftop pool and lounge, and two full-service restaurants.

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Photo credits: 1. Rey Lopez

Location: Austin, Texas Designer: Flick Mars Contractor: DPR Construction

CIRCLE NO. 34

PROJECT PROFILE AWARDS 2021 _ Waterway Express Location: Cleveland, Ohio Designer: SP Architects Contractor: Fortney & Weygandt Inc. It does not get any more unique than converting a former big box store to a drive-thru car wash. But that is exactly what the residents of Cleveland, Ohio have, thanks to a former HH Gregg store. The facility, part of a brand that has helped set the standard in the car wash industry for the past 40 years, features high-capacity wash bay entrances in the front and back of the existing structure, new floors into existing space and many modifications to the structure to accommodate a unique new use. The former showroom now has 20 vacuuming/drying bays.

Madison Technical College }

Opened in 2019, the Goodman South Campus of Madison Area Technical College (Madison College) serves 33,000-plus students throughout a 12-county district in south-central Wisconsin. As the second-largest institution in the Wisconsin Technical College System, the facility incorporates biophilic-inspired elements, an earth tone palette, regional materials and other local character from its additional campuses around the state. Bringing a sense of the natural outside environment to this indoor space, the Rockfon’s ceiling systems in an oak wood grain finish to create the distinctive overhead appearance.

_ Mississippi Aquarium Location: Gulfport, Mississippi Designer: Eley Guild Hardy Architects Contractor: Roy Anderson Corporation The Mississippi Aquarium is an alluring sight for both residents and visitors to Gulfport, Mississippi’s downtown area. The 5.8-acre complex incorporates both indoor and outdoor habitats with more than 200 species of animals and 50 species of native plants. In addition, the aquarium’s three main buildings showcase a distinctive, scaled pattern using 16,000 zinc tiles fabricated from RHEINZINK prePATINA® blue-grey material. And thanks to a potential lifespan of 100 years or more, this resilient, natural metal will support both the aquarium’s economical and environmental goals.

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Photo credits: 2. Tricia Shay Photography, courtesy of Rockfon, 3. Mississippi Aquarium, courtesy of RHEINZINK

Location: Madison, Wisconsin Designer: Plunkett Raysich Architects, LLP Contractor: Miron Construction Company Inc.

TH E

F UTUR E

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cesoinc.com Architecture | Interiors | Survey | Environmental | Engineering | Landscape Architecture

CIRCLE NO. 35

PROJECT PROFILE AWARDS 2021

_ On-Line Education Offices Location: Columbus, Ohio Designer: Nvironment Contractor: Danis Construction In a time when more developers are looking for opportunities to extend the life of old mall buildings, the renovation of a 1970s-era mall in Columbus, Ohio fit the bill. The old building was converted into functional office space, featuring a new exterior facade and parking spaces. The extensive overhaul also included executive offices, orientation and admissions areas for new students, and offices for full-time staff.

TWA terminal at John F. Kennedy } International Airport Location: Queens, New York Designer: MCR Development Contractor: Turner Construction After the TWA terminal at John F. Kennedy International Airport sat vacant for more than 15 years due to its inability to accommodate modern air travel, the Port Authority of New York and New Jersey set out to transform the TWA Flight Center into a hotel. The only hotel inside JFK Airport, the hotel provides guest rooms in hotel wings designed to reflect the Flight Center, an observation deck, a rooftop pool with views of the runway, eight restaurants and bars, and a 50,000-square-foot event center. It also features museum exhibits devoted to TWA, the Jet Age and the mid-century modern design movement.

_ DuPont Headquarters To help make its workspaces environment unique, DuPont underwent a complete remodeling of its existing office space and created a new innovation center. Through the delivery of architecture, interior and graphic design services, the spaces now represent its vision of a vibrant, high-performance environment. As part of the work, the entire first floor offices were retrofitted to better fit employee needs, while also remaining aligned with their existing remodel guidelines.

Additionally, space planning exercises were utilized to determine the best placement of the innovation center and office layout.

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Photo credits: 3. Brian Fritz Photography

Location: Auburn Hills, Michigan Designer: CESO

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CIRCLE NO. 36

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Restaurant | Hotel | Convenience Store | Travel Center | Retail | Healthcare

PROJECT PROFILE AWARDS 2021 HONORABLE MENTIONS

McDonalds

Location: Warren, New Jersey

Location: Ohio, Michigan, Kentucky, Virginia

Campbell House Hilton

DC Water

Location: Lexington, Kentucky

Location: Washington, DC

Helena Regional Airport’s Passenger Terminal Expansion

The Momentary Location: Bentonville, Arkansas

Location: Helena, Montana

Pioneer Natural Resources Headquarters Location: Irving, Texas

Metropolitan Atlanta Rapid Transit Authority (MARTA) Inman Park/ Reynoldstown Station

Wegman’s Supermarket Location: Brooklyn, New York

Loves Travel Shop Location: Huntington, Indiana

Location: Atlanta, Georgia

Premier Gastroenterology Associates (PGA) Location: Chicago, Illinois

Noble Public School Fine Arts Auditorium and Gymnasium Location: Noble, Oklahoma

Allison Dining Hall Location: Chicago, Illinois

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9950 Medical Center Drive Location: Rockville, Maryland

Indian Motorcycle Apartments Location: Springfield, Massachusetts

Beloit College, The Powerhouse Location: Beloit, Wisconsin

Photo credits: 3. Heidi Long, Longviews Studios Inc.; courtesy of Rockfon, 4. Corgan, courtesy of Rockfon, 5. Terry Wieckert; Abstract Photography, Inc.; Courtesy of Rockfon, 6. Rockfon, 7. Simon Hurst Photography, courtesy of Rockfon, 11. Dero Sanford, courtesy of the Momentary, Bentonville, AR, 12. Bendheim, 15. Diamond Windows & Doors and Technoform, 16. Tom Harris, courtesy of EXTECH

The Somerset Hilton

From Midtown to Manhattan Beach.

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CIRCLE NO. 37

PROJECT PROFILE AWARDS 2021 HONORABLE MENTIONS

Vaisala, Inc. North American headquarters Location: Louisville, Colorado

Navajo Tribal Utility Authority Headquarters

Green Street Housing Office Location: Salisbury, Maryland

Powell Building Location: Salisbury, Maryland

Park Place Plaza Belvedere Transit Centre

Location: Ocean City, Maryland

Location: Edmonton, Canada

Pennsylvania Surgery & Laser Center Location: Bensalem, Pennsylvania

A-House Private Residence Location: Toronto, Ontario Canada

Thompson Island Brewery Oregon State University Gladys Valley Marine Studies Building, Hatfield Marine Science Center Location: Newport, Oregon

Location: Rehoboth Beach, Delaware

Macys Location: Brooklyn, New York

Pier 17 Location: New York, New York

BeefSteak (Northwestern University) Location: Chicago, Illinois

Dawson Dental Location: Salisbury, Maryland

Krispy Kreme Time Square, NYC Flagship Location: New York, New York

Cambria Hotel Location: Ocean City, Maryland

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Chipotle Interior Renovations Location: Ohio

Photo credits: 1. Matt Puckett, courtesy of Tubelite Inc., 2. Patrick Coulie Architectural Photography, courtesy of Tubelite Inc., 3. DIALOG and RHEINZINK, 4. Greg van Riel Photography, courtesy of RHEINZINK, 5. Josh Partee Architectural Photographer, courtesy of RHEINZINK, 6. Oleg March, courtesy of RHEINZINK, 13. Sodel Concepts, 14. Jeffrey Rosenberg Photography, courtesy of Linetec, 16. KKD

Location: Defiance, Arizona

CIRCLE NO. 38

Heart of the Resort Inside the design excellence of Austin, Texas’ Omni Barton Creek Resort & Spa

By Brian Miller

R

anked in the Top 10 US cities to visit in 2019 by Travel + Leisure Magazine, Austin, Texas is home to a fascinating blend of music, art and world-famous BBQ culinary delights. Despite being the capital of Texas, one of the fastest growing cities in the US and home to a major university, Austin somehow manages to retain its small-town feel. The Colorado River winding lazily through the heart of the city, certainly amplifies that overall ambiance, and Barton Springs serves as a well-loved local gathering spot.

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The new 19th Hole restaurant also offers guests an elevated terrace overlooking the golf course and Hill Country that offers guests a place to view the vibrant sunsets and cozy up to the firepits at night.

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HEART OF THE RESORT It’s not only Austin proper that is growing and transforming, of course.

Just 10 miles northwest of downtown Austin, The Omni Barton Creek Resort & Spa is located at the gateway to the picturesque Texas Hill Country, with its rolling hills, limestone bluffs, wide branching oak trees and spring-fed creeks. The resort puts guests far enough from the city to enjoy the peace and quiet of the countryside, and yet keeps them just close enough to enjoy all the attractions that make Austin great.

Originally opened in 1987, the Omni Barton Creek Resort & Spa had been expanded several times over the years, yet it always seemed to remain rather “disconnected” from its beautiful surroundings. Much of this had to do with the design and utilization of the space in both the resort buildings themselves as well as the surrounding countryside. The layout was internally focused and conventional in its design and did nothing to draw in outside influences.

Thanks to a thoughtful and innovative renovation led by The Beck Group, which served as the main architect and construction firm on the project, and Looney & Associates, which led the interior design efforts, the 32-year-old resort now feels brand-new.

Taking inspiration from the landscape of Texas Hill Country, the property's overall design highlights the history and sweeping views of its location. At every opportunity, the design team enhanced the visitor experience by providing guests with access to the stunning natural beauty of the property. They also selected art and furnishings that bring the outdoors inside.

Key elements of the renovation included: > A new arrival and lobby experience > A new hotel tower with 180 guest rooms and suites that bring the resort’s total accommodations to 493

Connecting to the outside and the landscape was a key design driver. One of the design deficits of the resort pre-renovation was that the buildings did not connect with nature. The outdoor spaces were experienced simply as a space where the buildings met the landscape rather than enhancing the visitor experience.

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> More than 76,000 square feet of meeting and conference facilities, including a new 14,500 SF ballroom > A new 7,000 square foot outdoor event pavilion with retractable walls > Two new outdoor event lawns > Seven new dining outlets offering a wide range of cuisines and atmospheres > A brand new Mokara Spa with a private, adults-only rooftop pool and spa cuisine from the Spa Creek Café > An expansive, multi-tiered poolscape with an infinity-edge pool offering sweeping Texas Hill Country views > A redesigned tennis complex featuring 10 courts with LED lighting for evening play The team utilized multiple design strategies to transform a tired property that required extensive deferred maintenance

into a next generation must-visit golf and spa resort destination.

Defining the ‘Heart of the Resort’

Due to ad hoc additions over the years, the complex had a challenging, circuitous internal layout that left the resort without a definable center or distinctive "sense of place." Guests arrived, checked in and were guided to their rooms without ever enjoying a single glimpse of the lush landscape or the top-ranked golf courses that surround the resort. From a visitor experience standpoint, the layout did not offer an intuitive central gathering space.

The design team's first priority was to define the “Heart of the Resort” by understanding how the existing assets, including roughly 300 guest rooms, a ballroom and outdated meeting rooms, could be integrated into a larger cohesive complex that felt as if it was all built at the same time. This process was not without its challenges.

Identifying the correct placement of the lobby to connect the large, irregularly laid out resort was perhaps the most challenging aspect of the renovation. Early on, designers seriously explored placing the lobby in the base of the new guest room tower. This solution would have created a grander, more transparent arrival sequence that would have resolved the issue of the current lobby, which had very low ceilings and offered no views to the outside.

This solution ultimately was discarded because the “Heart of the Resort” would have been moved so far into the new section that it would not feel connected to the existing spaces. Taking inspiration from classic Hill Country home living rooms, designers instead gutted the existing lobby and opened it up with floor-to-ceiling windows, adding a new wrap-around porch that showcases stellar views of the region's unrivaled landscape. A fireplace separating the check-in experience from the "living room" of the lobby adds to the cozy, inviting atmosphere that makes the “Heart of the Resort” feel like a second home.

Once the lobby location had been determined, the design team began identifying core building functions by type—including reception areas, gathering spaces, restaurants and conference facilities—and

grouping these elements to support spatial and visual adjacencies.

For example, the lobby bar offers a hub of activity and serves as a natural gathering space. This was accomplished by considering two different design strategies—distributing activities equally across the entirety of the space or gathering everything together to create a central space for visitors to group. The team ultimately moved forward with the latter option, making a deliberate effort to create a centralized space that would draw people in.

The rest of the resort experienced similarly detailed and thoughtful design decisions. Instead of having the lobby bar's sightlines focus internally, for example, the new Jim Bob's Lobby Lounge overlooks the new Ladybird Event Lawn. Other resort restaurants and terraces with fire pits are within view, encouraging guests to explore other areas of the resort.

The design team's solution reinforced the idea of the "Heart of the Resort" by creating a semi-circular zone anchored by the new Ladybird Event Lawn. Restaurants and other guest amenities then were placed around its perimeter, offering views to the lawn that visually and spatially created a definable center. The spaces are connected by porches, covered walks and outdoor terraces and encourage guests to experience the landscape.

Local Austin-inspired design

The Omni Hotel brand's growth strategy is focused on positioning each property to offer an authentic guest experience tied to local cultural touchpoints. The design team was charged with blending the best of the capital city with the beauty of Texas Hill Country to offer a uniquely Austin-inspired vibe.

By integrating naming and branding destinations for lounges, bars and restaurants

A fireplace separating the check-in experience from the “living room” of the lobby adds to the cozy, inviting atmosphere that makes the “Heart of the Resort” feel like a second home.

Connecting with nature

Connecting to the outside and the landscape was a key design driver. One of the design deficits of the resort pre-renovation was that the buildings did not connect with nature. The outdoor spaces were experienced simply as a space where the buildings met the landscape rather than enhancing the visitor experience.

Ensuring that siting the new buildings and configuring adjacencies resulted in a "design payoff" that enhanced the guest experience was at the forefront of the design team’s mind. And for that to happen, the outside needed to be defined. Something needed to happen to create a space worthy of attention and interaction rather than simple observation, and incorporating the landscape into the design was crucial to that.

as well as referencing the local geography and notable businesses from the area, the resort has a decidedly Texas feel. An impressive art collection references the region as well. Pieces include hand-painted Hill Country landscapes on tree stump rounds, a firefly light installation, a "stag" foraged from Barton Creek Greenbelt materials by local artist Emily Blincoe, and a natural wood carving of Austin's idyllic Barton Springs itself.

Leveraging vertical space to maximize views

The design team was able to leverage the topography of the landscape by layering spaces vertically. Because the original building was built into a hill, the entrance and renovated lobby are elevated one story

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FROM THE TOP DOWN Just 10 miles northwest of downtown Austin, The Omni Barton Creek Resort & Spa is located at the gateway to the picturesque Texas Hill Country, with its rolling hills, limestone bluffs, wide branching oak trees, and spring-fed creeks.

above the new Ladybird Event Lawn, affording guests views to activities on the Event Lawns with the gorgeous Texas Hill Country in the distance.

The new 19th Hole restaurant also offers guests an elevated terrace overlooking the golf course and Hill Country that offers guests a place to view the vibrant sunsets and cozy up to the firepits at night.

And at the base of the new guest tower, the design team added a porch that allows guests to step out and enjoy views of the property much as they might enjoy nature from their own backyards.

Showcasing the geographical highlights found only in Texas' Hill Country and thoughtfully incorporating Austin's cultural nuances

are essential to the design of the renovated resort. From the multi-tiered infinity pool and spa offering beautiful views of the countryside to the expansive conference rooms and restaurants meandering along the landscape’s contours, Omni Barton Creek Resort & Spa is a luxury resort experience that is as unique and beautiful as Austin. CCR

Understanding impact of scale

Both the existing guest tower and new guest tower addition are 10 stories tall and cast very large silhouettes. The designers understood that the connecting program areas and amenity spaces needed to provide spaces that were more human in scale.

For example, most resort and luxury hotel lobbies have upward of 15-foot floorto-ceiling heights to emphasize the arrival sequence. In contrast, the designers of Omni Barton Creek sought to emulate the scale of a living room of a Texas Hill Country home. The lobby ceiling is 11 feet high and features finishes and furniture that are more residential in character.

From the multi-tiered infinity pool and spa offering beautiful views of the countryside to the expansive conference rooms and restaurants meandering along the landscape’s contours, Omni Barton Creek Resort & Spa is a luxury resort experience that is as unique and beautiful as Austin.

Brian Miller, AIA, LEED AP, is Chief Design Officer with Beck Architecture LLC. He can be reached at brianmiller@beckarchitecture.com.

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CIRCLE NO. 39

A window into comedy’s past and future New look helps unite two worlds in National Comedy Center building design

By Brian Whalen

T

he National Comedy Center, which opened in Jamestown, New York in 2018, is home to the country’s foremost archive of the history and art form of comedy. The groundbreaking museum is housed, in part, in a remark-

Built between 1930 and 1932, the station featured Hope’s custom steel windows as part of its chic Art Deco design. As a result, Hope’s Windows Inc., another Jamestown institution, was a natural choice to provide steel replacement windows for the historic building, as well as steel windows and doors for the new construction when the National Comedy Center redeveloped the site. Since then, Hope’s Windows has continued to support the National Comedy Center and its contributions to the wider Jamestown community.

Restoration and adaptive reuse of a local landmark

The building that now comprises part of the National Comedy Center was an Erie Railroad station on the New York City-to-Chicago passenger train route. At the height of passenger train travel, it was luxurious—built of marble, steel and glass. The station was taken out of commission in the 1970s and fell into disrepair, even as it was listed on the Federal Registry of Historic Places.

Eventually, a local group secured funding for its rehabilitation, and the station was restored to its original 1930s condition in 2012.

To help revive some of the historical aspects of the building, Hope’s Windows manufactured custom fixed, projected, side hung and single hung replacement steel

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windows for the project with custom hardware to match the existing historic hardware.

The grand entrance to the old station lobby, which now houses a gift shop, features original steel doors, transoms and a distinctive glazed-in clock. This entrance was refurbished during the restoration. “Seeing the station restored to its former beautiful condition, with our original windows as part of that restoration, has been truly incredible,” says Matt Fuller, National Sales Manager at Hope’s Windows.

When it came time to add its addition and building connector wing to the existing train station and Board of Public Utilities substation that would comprise the National Comedy Center, center officials wanted to retain the same look and quality as in the original building.

“We ended up with a stunning mix of the old and new buildings,” says Tom Benson, Chairman of the National Comedy Center and a member of the team that worked to fund and execute the station restoration project. “The windows in the connector wing, identical to those in the station, help the whole campus to come together visually.”

Both types of windows were installed in the new construction for the National Comedy Center to match the existing windows in the station’s front façade.

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

Photo credit: Chautauqua 360 Photography

able historic building—the Jamestown Gateway Station.

Main entrance to the National Comedy Center museum in Jamestown, New York.

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COMEDY’S PAST AND FUTURE

The National Comedy Center comes to life

Once the restoration and redevelopment projects were completed, the National Comedy Center opened, bringing to life an idea several decades in the making. When Lucille Ball, a Jamestown native, was asked by the city if it could celebrate her comedy career and legacy, she suggested a much larger scale project—not simply a museum devoted to her and I Love Lucy.

“Lucille Ball wanted the town to create something bigger than just a museum of memorabilia dedicated to individual comedians; she wanted us to create a living, breathing tribute to the art form of comedy,” Benson says.

The museum that resulted has been declared by Congress to be the official home of comedy in the US. Rather than being simply artifact-based—though the museum does hold its fair share of impressive artifacts from Ball, Jerry Seinfeld, George Carlin, Carol Burnett, Joan Rivers, Rodney Dangerfield, and more big names in the comedy world—the National Comedy Center is over 90% interactive and electronically-based.

Visitors enter their comedy preferences into a kiosk at the entrance to the museum in

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“We ended up with a stunning mix of the old and new buildings. The windows in the connector wing, identical to those in the station, help the whole campus to come together visually.”

– Tom Benson, Chairman, National Comedy Center

Hope’s steel windows installed in the newly constructed connector wing were designed to match the existing historic steel windows in the train station’s front façade.

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

Photo credit: Top: Paul Gibbens, Gibbens Creative; courtesy of E.E. Austin & Son, Inc., Bottom: Chautauqua 360 Photography

Exterior of the National Comedy Center campus showcasing the historic train station on the far right with connector wing leading into the museum on the left.

CIRCLE NO. 40

COMEDY’S PAST AND FUTURE order to create a personalized humor profile, and then wear an RFID bracelet programmed with this information that enables their experience in the museum to be completely tailored to their individual preferences and interests.

While most visitors spend a few hours in the building, the museum’s more than 50 exhibits contain many days’ worth of content. What’s more, visitors are emailed content from their visit once they leave so they can revisit and continue to learn—and laugh—after they return home.

The grand entrance to the old station lobby, which now houses a gift shop, features original steel doors, transoms, and a distinctive glazed-in clock.

TIME Magazine named the National Comedy Center one of its “World’s Greatest Places in 2019,” and USA Today named it the “Best New Museum for 2020,” making it both a local institution and a nationally- and internationally-acclaimed destination.

“The Comedy Center has been a huge draw to Jamestown and a high profile project for our area,” Fuller says.

The Hope team worked to help out in every way they could, from handcrafting the building’s windows and doors to ensuring that the National Comedy Center is accessible and sustainable for years to come. “After we opened up, we started an endowment fund campaign to make sure that this museum would be sustainable in perpetuity,” Benson says. “They are far more than just a contractor; their commitment to the project, from one Jamestown institution to another, has been deep and far-reaching.” CCR

Original 1930s Hope’s steel doors and transom windows in the historic train station entrance were refurbished during the building’s restoration – a testament to their strength, durability, and longevity.

Brian Whalen is VP of Sales at Hope's Windows Inc., one of the largest domestic manufacturers of luxury steel and bronze windows and doors.

A 26 year industry veteran, Whalen leads Hope's regional manager and independent representative teams located throughout the United States and Canada.

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Photo credit: Chautauqua 360 Photography

Collaboration and community

ES T

2010

CIRCLE NO. 41

Training for tile

Our conversation with tile industry stalwart, Bart Bettiga Interview by Ron Treister

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T

he tile industry is special to our company, Communicators. We started working within the sector in 1988. Over the years, we have met with clients at their factories, and have attended major trade expos in Italy,

Spain, Brazil, Argentina, Turkey, Germany, Ireland, San Marino and of course, America. Clearly this is an international industry.

Many of the people we’ve met are still in the tile business today and remain good friends.

One great friend we’ve worked with since the beginning is Bart Bettiga, Executive Director of the National Tile Contractors Association. The epitome of the term, “true professional,” Bettiga took over the association in 2002, and turned it into one of the most successful in the industry. Today, it remains one of the most proactive trade associations anywhere in the world.

Totally unassuming and 100% hands-on, Bettiga’s credits include serving as chairman of Coverings, the industry’s stateside-based, annual mega-expo, for three of the last 15 years. He would have been chairman for a fourth time, but Coverings was cancelled in 2020 due to the pandemic.

In March, I interviewed him relative to why today’s tile products and installation processes are so important to the commercial construction industry. It should be mentioned that back when we first met each other, the big thing in the tile industry was the introduction of through-body-porcelain tile in the very large format of 12 x 12 inches.

Wow, how times have changed.

Photo courtesy of EGE SERAMIK

What are some of the major challenges the ceramic tile industry is facing today?

A major hurdle to overcome, especially for the commercial construction sector, is that a trained labor force should always be contracted. Tile has really evolved over the last two decades. Larger format tiles for floors, sometimes sized 24 inches x 36 inches and having grout joints as small as 1/16 inches, are being specified for commercial interiors. Thin, gauged porcelain panels,

Bart Bettiga Executive Director of the National Tile Contractors Association

“More and more, those who issue contracts for tile installation recognize that using an educated labor force is not only a good investment; it’s really the only option they have.”

3 or 4 millimeters thick and as large as 8 feet x 10 feet are being used on walls not only inside buildings, but also on the exteriors of structures.

In the hospitality industry, this gauged product, which can be applied over existing tiles in hotel bathrooms, saves time and allows for less empty guestrooms. Our challenge is to convince both specifiers and general contractors that to minimize failed installations, they need trained installers who know all about these new tile products and to how to install them using the most stateof-the-art installation systems.

Have architectural specifications for the commercial marketplace increased during these strange times?

Over the last few years, believe it or not, architects and designers have specified tile for non-residential projects at a rate of well over 200% from previous years. The days of going direct to the tile contractor are fading. Both tile manufacturers and installation system producers are doing a good job in educating their clientele about the latest and greatest high-performance products being offered.

We concentrate on educating and certifying the installer on how to offer the most professional and updated methods of tile installation. Commercial buildings, once tiled, don’t want callbacks, which ultimately cause loss of time and money in every way one can imagine. More and more, those who issue contracts for tile installation recognize that using an educated labor force is not only a good investment; it’s really the only option they have.

The “bucket and trowel” tile installers who like to do things the old-fashioned way are becoming extinct.

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BUILT TO LAST Bostik-Bosti-SetTM

crews can efficiently install today’s newest products with today’s newest methods. And in doing so, to keep the cost of labor down.

We know firsthand that when customers are looking for bids, they’re more apt to invest in a known professional firm that consistently delivers highest quality, most up to date installations on time and on budget.

Projects are more easily appointed if those bidding are wellknown professionals. Cost, while always a consideration, is more and more becoming not the major one. At NTCA, all our installers stress that quality of their work and being certified, especially in certain aspects (such as working with gauged porcelain) are major items to be considered when bids are out.

What other items do you want to address?

Coverings will take place in Orlando at the Orange County Convention Center, July 7-9. Whereas the show will be smaller than normal for obvious reasons, major tile manufacturers from across the globe, along with major installation system producers, will be exhibiting. We’re hoping that readers of Commercial Construction & Renovation will consider attending the show to see what’s new.

I can emphatically state that for 30 years Coverings has been the preeminent event for the ceramic tile and natural stone industry in North America. Visitors from every facet of the tile and stone industry find that Coverings drives their success, year after year. At this venue, one can see thousands of dazzling products, connect with suppliers from around the globe and discover ground-breaking techniques, tips and tricks.

Why should gauged porcelain panels be chosen instead of natural stone, which is still in great demand for commercial interior walls?

In many cases, it’s a designer’s call. There is no question that natural stone is beautiful, in particular because every installation is unique in its look with colors, shadows and veining being different from slab to slab.

Nowadays, so many franchised stores, for example, have such a defined ongoing “look” that the designers want to control their rigid specification from installation to installation. With gauged porcelain, they can actually specify the exact swirls and shadows and colors they want and, even do so with a book-matched stone appearance.

That can be done when the manufacturer can provide the exact look to replicate natural stone with thin gauged porcelain panels, and the installer is well-versed on how to perfectly and quickly install this type of product.

In a nutshell, what’s the major goal of the National Tile Contractors Association?

That’s easy. Our role is to continually train tile installation contractors on how their

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Lastly, will you be Chairman of Coverings this July?

No, thank God. CCR

Bettiga observing a tile production line.

Ron Treister is Founder/President of Communicators International Inc., a marketing communications firm in Jupiter, Florida.

For three decades, his firm has worked with major accounts in the commercial construction sector. He can be reached at rlt@ communicatorsintl.com.

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

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ISSUE 3, 2021

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

Marching ahead Army Corps helps USMA West Point cadets prepare for what comes next

Cyber Center Ground Breaking Ceremony

By JoAnne Castagna

Rendering of the Cyber Engineering and Academic Center.

Marching ahead J Army Corps helps USMA West Point cadets prepare for what comes next

This means that military strategy often focuses on what has happened rather than what will happen. The warning has remained with Gagliano across his military and law enforcement careers. “I learned that you have to anticipate what could happen and that imagination and daring are essential leader traits,” says Gagliano, who has served as a counterterrorism operator in Afghanistan and as part of the Federal Bureau of Investigations’ (FBI) elite counterterror unit.

Like Gagliano, the academy also is anticipating what could happen next for its

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ames Gagliano has carried a valuable lesson with him that he learned 37 years ago as a cadet at the US Military Academy at West Point, New York. One of the most lasting and indelible images he has retained

since his graduation involves a crusty, old senior, non-commissioned officer and Vietnam War veteran who taught Military Science. The lesson he imparted on his students: “Generals always fight the last war.” cadets. Working with the US Army Corps of Engineers, New York District, the academy will begin construction on a Cyber Engineering & Academic Center that will help prepare cadets for what comes next.

When completed, the center will replace outdated facilities at the academy and will be used by instructors to provide cadets hands-on core courses in science, technology, engineering and math. The structure will have large, open workspaces where cadets and faculty, from different disciplines, can collaborate. In addition, the space will enable

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them to grapple with cutting-edge technology and equipment, and creatively and critically tackle complex problems.

The center’s goal is to inspire the cadets, ignite innovation and develop them into the technically-competent leaders that are needed for the battlefield of 2030.

The center is one of many structures the Army Corps of Engineers has constructed on the 200-year-old campus, which is 50 miles north of New York City on the Hudson River. The 136,000 square-foot world class academic facility will sit on five acres of land

near the south entrance of the campus, and other academic buildings and dormitories.

Silas Bowman, project manager, New York District, US Army Corps of Engineers, says the center will be the first thing new students and their families see as they enter West Point.

“The center will be the gateway to the academic center of West Point and will stand out as a beacon of gothic beauty on the exterior and the forefront of technology on the inside.”

Being an educator himself, Gagliano can appreciate a new center like this for the cadets. An adjunct professor and doctoral candidate, he educates the public as an on-air cable news subject-matter analyst on law enforcement and counter terrorism.

“The 21st Century battlefield is complex and amorphous, which demands that our military leaders have a clear understanding of emergent threats and process intelligence in terms of how we can dominate the nebulous realm of asymmetrical warfare.”

The Center’s atrium entrance and the entire fourth floor will serve as collaboration space. The fourth floor—with views of the Hudson River—will provide collaboration space, and a setting for notable speakers and dignitaries to give presentations and hold meetings with access to high tech audio-visual equipment.

“I cannot help but see the parallels between the old Thayer riding hall—where cadets used to be trained in equine warfare—and the modern-day, high-bay lab for drones and robotics testing,” Gagliano says.

“West Point must stay abreast of evolving technologies and training opportunities for the young men and women who will be leading our next generation of American warfighters. Just as cadets like George Armstrong Custer (c/o 1861) trained in equine warfare—horsemanship and cavalry operations—in the footprint that is Thayer Hall during the Civil War era, cadets today are being exposed to robotics and drones, their own version of ‘saddle skills.’”

Gagliano says that successful interdiction “left of boom” requires cutting-edge

Photo credits: 1. Design Firm Jacobs Ewing Cole, 2,3,4. James A. Gagliano.

A peek inside

The Cyber Engineering & Academic Center will feature four floors, a multi-story underground parking garage and a walkway connecting the center to an adjacent academic building. It also will house the engineering department with classrooms for instruction on civil, mechanical, electrical and cyber engineering.

In addition, the Center will house laboratories for instruction on topics, including thermodynamics, biomechanics, weapons, photonics, telecom, computer, sensors, artificial intelligence, and environmental and energy sustainability.

Keeping up with the technological advancements pacing the landscape, the Center also will enable cadets to receive training on robotics and drones, along with having a Robotics High-Bay Lab to allow indoor drone flight and robotics use.

When visitors enter the Center, they will be welcomed by a three-story lightfilled atrium. The atrium will be the hub of the center and will be surrounded by glass walls, providing visitors a window view into the Robotics High-Bay Lab.

James A. Gagliano on patrol with two Afghani interpreters in Afghanistan in 2003.

James A. Gagliano at his West Point Graduation in May 1987.

James A. Gagliano with U.S. Navy SEALs and U.S. Army Operational Detachment Alpha personnel in Khost, Afghanistan in 2003.

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moments is being able to work with others across disciplines. Collaboration among cadets and faculty will be encouraged and the Center will be designed to facilitate this.

To further encourage collaboration, a 30-feet wide pedestrian enclosed bridge with an exterior rooftop will connect the center to Mahan Hall and span over Thayer Walk, the main pedestrian access way on the campus.

Rendering of the Cyber Engineering and Academic Center’s Robotics High-Bay Lab.

Rendering of the Cyber Engineering and Academic Center’s Robotics High-Bay Lab

The bridge will not only provide an iconic entrance to the academy, but will encourage collaboration between the buildings.

While the inside of the Center will have the latest technology, the outside will pay respect to West Point’s past. “The Center will have the same gray and black granite exterior as the other historic buildings on the campus and will reflect the historic military gothic revival architecture of West Point with arches, buttresses and a granite façade, while the interior is high tech and modern,” Bowman says.

Modern also means the building will be energy-efficient and designed for Leadership in Energy and Environmental Design (LEED) Silver certified. To meet this certification, the Center will have high volume—low velocity fans in the Robotics High-Bay Lab and there will be solar panels on the roof.

Construction on the Center is expected to be completed in summer 2025.

The US Army Corps of Engineers sees this new academic center as an important way to protect our Nation. “The 21st Century battlefield is complex and demands that our cadets and future military leaders process emergent threats, including cyber intelligence warfare,” says Lt. Gen. Scott Spellmon, 55th Chief of Engineers. “I believe this complex will continue to provide additional resources in helping them learn to safeguard our Nation’s interests. This modern academic facility will inspire collaboration across engineering disciplines in a way that can’t be achieved in the current 1960s-style building space.”

When Gagliano was asked why this Center is important for US citizens, he says the modern battlefield, where military and civilian lives remain at stake and every action is consequential, is not the arena to test these systems and platforms. “Make your mistakes and retreat to the drawing board during testing and train-ups. Or as Gen. Norman Schwarzkopf’s adage goes, “The more you sweat in peace, the less you bleed in war.” FC

Dr. JoAnne Castagna is a Public Affairs Specialist and Writer for the U.S. Army Corps of Engineers, New York District. She can be reached at joanne.castagna@usace.army.mil.

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Photo credit: Design Firm Jacobs Ewing Cole

technological innovations for data collection, intelligence gathering and weapons delivery.

“Drones are the answer. They are as necessary and ubiquitous today as pack horses were during 19th Century warfighting.”

“Left of boom” refers to the moments before an explosion or attack—a period when you still have time to prepare and avert a crisis. Part of being prepared for left of boom

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SPRING 2021

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BBQ + Media = West Coast Cool How Cali BBQ is helping transform the way Californians think about barbecue

A special supplement to:

Shawn Walchef, Owner, Cali BBQ

BBQ + Media = West Coast Cool How Cali BBQ is helping transform the way Californians think about barbecue

S

ince opening Cali BBQ in 2008 in San Diego County, owners Shawn and Rositsa Walchef have set out to transform the way Californians think of barbecue.

Part of that is how they continue to incorporate the Bulgarian traditions of hospitality into every facet of their expanding business empire.

Ask Shawn and he’ll tell you the goal is simple: Make Cali BBQ the “Amazon of BBQ.” So, when you think of barbecue, you not only think of mouthwatering meats and sides, you think of easy online ordering, ghost kitchens, cool and informative podcasts and media content, and the kind of hospitality you cannot get anywhere else.

With technology leading the way, the Walchefs have their eyes on changing the BBQ game. And, in case you’re wondering, that plan does not only apply to California, but the world.

We sat down with Shawn to get his thoughts on where the brand his heading and what this year holds for the restaurant industry.

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Give us a snapshot of the brand?

We opened our first Cali BBQ restaurant in 2008 at the height of the Great Recession in Spring Valley, California. East San Diego is a county many people thought was undesirable. After digging in and learning everything we could about owning and operating a restaurant, we grew our brand thanks to the power of the internet and the smartphone.

We’re now a digital restaurant and media company that’s expanding with ghost kitchens in San Diego. Our goal is to become the “Amazon of BBQ.” Our second location, a 200 square foot ghost kitchen, opened in early 2021 inside the Barrio Food Hub in San Diego.

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Cali BBQ Media also produces and publishers digital content, including the Digital Hospitality podcast, and helps other businesses do the same.

What was the inspiration behind that concept?

Cali BBQ Media serves slow food—fast.

We want to make sure people can order slow-smoked barbecue, sides, desserts and drinks online, whenever they want. And with technology, the goal is to make that process as easy and efficient as possible.

The last significant change in the restaurant industry was food trucks. That was because they had a low cost of entry and you could promote yourself on social media. Now with ghost kitchens, experienced operators, multi-unit concepts, as well as solo chefs or others who want to get into the business, have a lower barrier of entry than ever before.

What type of consumer are you targeting?

Digital consumers. But we don’t discriminate how people find our BBQ. Digital customers are anyone who understands that the key to everything they want in life is accessible through their smartphone—that includes ordering slow-smoked barbecue whenever they want. We want to find any way we can to better serve our customers, save them time and give them a quality, memorable experience.

What are some of the adjustments you made to your business model with everything that is happening today?

Our Spring Valley Cali BBQ restaurant was originally a house. Over the years, it has transformed along with the business. In 2020, when we switched from a full-service restaurant to a digital restaurant for takeout and delivery only, we converted some of the

Today’s consumer is looking for hospitality and they might not know it.

They are no longer looking for customer service. Instead, they want genuine, memorable moments.

windows in the dining room into walk-up takeout windows. We also turned the front swinging doors into a to-go window by pushing a desk right up to it.

What kind of conversations are you having with your customers?

We are always talking to our customers online and off to get their input, which is incredibly valuable. The conversations are open, honest and vulnerable. We want to have the type of conversations that other restaurant owners are unwilling to have.

Creating a personal connection with customers helps the company.

How does the restaurant’s design cater to what your consumers are looking for?

Our Digital Hospitality concept is more like a quick-service restaurant than a full-service restaurant. We use technology to reduce friction in the business, such as kiosks for ordering and paying, and QR codes instead of physical menus and tickets. Sixty percent of our restaurant will be dedicated to the takeout and delivery side of our business.

This will reduce labor costs and increase our digital hospitality.

Is there a location that shows how the brand interacts with the community and customers?

The first Cali BBQ location in our village of Spring Valley was created to be a part of the community. Located in an area that’s underserved by business, we did everything we could to fit in, including hosting events, a BBQ festival and giving back how we can.

Walk us through your restaurant design?

Originally, our first Cali BBQ location (and master smokehouse/media center) in Spring Valley, was a two-bedroom house. It was repurposed in the 1980s to turn into a restaurant.

Take us through your construction and design strategy.

Our new locations will either be a standalone digital restaurant for takeout and delivery or a small ghost kitchen located in a larger food hub.

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COMMERCIAL KITCHENS

Give us a rundown of the market’s layout.

There’s a huge demand for slow-smoked barbecue in the San Diego region. We’ve identified multiple locations all over San Diego County where people are searching for our type of food. That’s how we know it’s the right time and right place to build a test case for the “Amazon of BBQ.”

working on reducing food waste. Figuring out how to repurpose menu items and giving the guests the right size portions.

Are you optimistic about how the marketplace responded to what’s happening today?

Yes. We’ve seen it in action. We’ve seen things turn. I think the most important thing

is that experienced operators are starting to understand they can grow in ways they’ve never considered. And that’s through either opening up a ghost kitchen, or repurposing their existing concepts to allow for another restaurant or concept to come in.

What is your growth plan?

We want to become the “Amazon Prime of BBQ.” Our goal is to raise $5,000,001 to build a prototype ghost kitchen model in San Diego that we can replicate all over the West Coast, and then the world. We will bring “Slow Food— Fast” to the globe by building centralized master smokehouses and satellite ghost kitchens where the demand is highest for slow-smoked Cali BBQ, Cali Wings, craft cocktails, and more.

What trends are you seeing?

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

The biggest issue I see is related to the health department and local municipalities catching up with all the change that’s going on in construction and technology. Because of this great gold rush for commercial kitchens, the increase in demand is going to put a lot of strain on all these local governments to understand the needs of a digital restaurant versus what a full service restaurant needed in the past.

Talk about sustainability.

What are you doing?

We look at every decision through a sustainability lens, whether it’s lighting, waste, oil or recycling. We want to make a smaller impact with our business. We are focusing on better, more sustainable packaging. And we’re

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Technology is the biggest. Every single thing that used to be written down by hand can now be digitized. We have digital kitchens now, which help every aspect of the operation. Smart Kitchens using the “Internet of Things.” You should know that Alexa (or Siri, etc.) is going to be a huge part of a commercial kitchen before most people even understand how fast it’s all happening.

That means things like voice-enabled tasks like turning off equipment at closing time, setting alarms and other duties that can be offloaded to tech.

We also want to be the first BBQ restaurant to accept crypto currency. We want BBQ NFT. Whatever new tech trend, we want to explore its potential. Technology is changing all aspects of the restaurant industry so nothing is out of consideration.

What is the secret to creating a “must visit” restaurant today?

The secret is Digital Hospitality. Today’s consumer is looking for hospitality and they might not know it. They are no longer looking for customer service. Instead, they want genuine, memorable moments. They want what we call, “Oh @#$!” moments. You find that by sharing and revealing.

What is today’s consumer looking for?

Today’s consumer wants time. If you can save time and trouble using systems and

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COMMERCIAL KITCHENS technology, that’s better than money. Time is something you can’t make more of so it’s incredibly valuable to be able to save people time. That’s why our motto is, “Slow Food— Fast.” We know how valuable your time is.

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

To either secure a long-term lease for our 5,000 square foot master smokehouse and media center at the Spring Valley location, or purchase another property to build a brand new smokehouse and media center.

Describe a typical day.

We cook our barbecue fresh every day. The plan is to sell out of barbecue every single day. How do you achieve that? By understanding and using the technology available right now. You can look at predictive data and past analytics to estimate what future sales will be, which in turn lets us prep the right amount of food.

We want to find any way we can to better serve our customers, save them time and give them a quality, memorable experience.

We smoke our meat multiple times every 24 hours in order to maintain the quality and freshness of our food. Our brisket, for example, is smoked for 12 hours in Ole Hickory Pits. Pre-orders made online help us know how much to put in the smoker.

We’re open from noon to 8 p.m., and once we sell out of meat, we’re out until the next day.

What makes your brand so unique?

We are a BBQ media company. We’re not stuck on definitions. And we take our media as seriously as we take our slow-smoked barbecue.

Our brand’s uniqueness is in our willingness to share our stories online—all of them— the good, the bad, the ugly. Not just from a business-to-consumer (B2C) angle either, but from a business-to-business (B2B) standpoint.

We’re willing to document and share and have conversations to educate the industry and those around us about digital marketing, digital media, ghost kitchens or anything else. CK

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CIRCLE NO. 48

ON A ROLL

COMMERCIAL KITCHENS

ONE-ON-ONE WITH...

Shawn Walchef, Owner, Cali BBQ

What’s the most rewarding part of your job?

Helping build community. When we opened, we were told that the Spring Valley location in East San Diego County was “not a good community for business.” We opened anyway with a different mindset. We got to know our neighbors. When you start to participate in their lives, they start to participate in yours. That’s what true hospitality is: kindness to strangers. It is the most rewarding thing we do. Shift after shift.

Every guest is an opportunity to prove who we are and what we do. We strive to make memorable moments. This extends to people outside our four walls. Businesses should strive to go good in their community. That’s why we created our “Spreading Kindness” campaign to reach out and give back.

For example, during Christmas last year, my wife, Rositsa, suggested a random act of kindness. We’d give back to the amazing people at our local post office who had been working day and night without enough recognition. We really felt for our letter carriers who are working through the pandemic. So we partnered with Victor Lopez from El Pollo Grill and fed 70 postal workers, who nobody typically goes out of their way to thank.

What was the best advice you ever received?

My grandfather Luben Walchef said to always stay curious.

The answers to your hopes and your dreams are there, you just have to be willing to put the work in and find the right person to ask the question. And you should always be a student. This is key. Even the master should be a student.

The biggest lesson he taught me was not to discriminate against who you ask questions of. He would find somebody that was well-educated and ask them questions.

What’s the best thing a client ever said to you?

A customer told me he used to come to the restaurant when he was a kid—before it was Cali BBQ—because his family loved the restaurant. Now he brings his family. It’s the generational impact that a business can have.

Name the three strongest traits any leader should have?

Stay curious — Curiosity allows you to be empathetic, to seek and to be understanding instead of understood.

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Get Involved — Nothing happens without action. People dream of ideas all the time, but that doesn’t make them an entrepreneur. You actually have to go after your ideas and fail. Fail forward, fail fast, learn and readjust.

Ask for help — As a leader, asking for help is the easiest thing you can do. Don’t let ego get in the way. There are so many people who we admire from afar. And there has never been an easier time to access these people and their thoughts; to learn from them at a faster rate than if you went at it alone.

How do you spend your downtime?

Downtime is a strange concept for me, because as a business owner, a dad and a husband, I live life 24/7 and 365.

That doesn’t mean we shouldn’t prioritize mental health, physical health and spiritual health. I get up at 4 a.m. every day to make sure I express gratitude for being able to experience another sunrise.

My family and I recently went on vacation to Northern California and I made sure the place had Wi-Fi. As an entrepreneur and as a business owner, there has never been an easier time to travel and stay connected, but also to have that time with your family.

One of the biggest things leaders must do is to learn how to work on their business instead of in their business.

You can stay in touch with your team anywhere in the world because of Wi-Fi. It also allows greater flexibility.

Depending on how COVID regulations pan out this summer, I plan to go to Bulgaria and Turkey for the longest period of time that I’ve ever left, which is more than two weeks. I’m planning on going for three weeks. I used to be hesitant to be away, but there’s no hesitation when I can be in the plane and literally check my emails and respond to projects that we’re trying to accomplish.

What are you going to do once we get back to some sense of normalcy?

We are going to do what we’ve been doing all along. Every day is one to improve. To us, every day is Day 1. We couldn’t be more excited about the opportunities ahead for small business owners, restaurant owners and people in the commercial kitchen business. This is honestly the greatest time for the industry.

CIRCLE NO. 49

INDUSTRY

WOMEN IN CONSTRUCTION

Building bridges Conversation with TPG Architecture’s Mavis Wiggins I became exposed to architecture and interior design, which took my understanding of shaping space to another level.

From there, the idea of being able to influence people’s surroundings and the communities within was very appealing.

These experiences have led me to where I am today—a Managing Executive and Studio Creative Director at TPG Architecture. I’ve been with the firm for over 10 years now and specialize in corporate workplace design.

Mavis Wiggins

M

avis Wiggins is an interior designer, creative director and team leader. For the past 30-plus years, she has developed a large and multi-faceted workplace portfolio with an emphasis in financial services. The Managing Executive and Studio Creative Director for TPG Architecture continues to draw upon all her experience to design successful spaces for her clients.

With a client list that includes projects for companies like IEX Group, Assured Guaranty and HBO, Wiggins continues to rack up an impressive list of industry accolades, including the 2020 “Interior Design Best of Year Award” for Best Interior Designer — Corporate Interiors,” among others.

We caught up to her to get her thoughts on the industry’s future, the opportunities for women in the growing construction landscape and the biggest item on her to-do list.

Give us a snapshot of the construction market today?

The construction market relies heavily on what our clients see for their future. In this post-pandemic reality, that means there is a lot that is still uncertain and unknown.

How did you get started in the industry?

I’ve always found myself drawn to the arts. In Northern California where I grew up, I was surrounded by a lot of interesting architecture and visual art. When I entered Pratt Institute,

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One of my ongoing goals is to bring greater awareness of our profession to a more diverse community. I want to continue to use my position in the industry to inspire and motivate those around me.

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

Recently, I’ve noticed that there is not so much disparity/distinction between the market sectors as there used to be.

Whether we’re talking about the workplace, hospitality, owner/developer, healthcare, etc., collective ideas—including community, collaboration and flexibility— remain at the forefront. If referring to the workplace in particular, there has been a greater emphasis, especially post-COVID, on creating agile and flexible spaces that can respond to any changes our clients may come across.

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INDUSTRY

WOMEN IN CONSTRUCTION Name some of the opportunities available for women in the industry?

I think there’s certainly been an uptick in opportunities for women within the A&D industry. Both design and business associations are making it easier for women to come together to share knowledge, network and learn from each other. Collectively, we need to continue to use our voices to forecast our perspectives, and by doing so, positively influence the industry.

What challenges remain?

There are still challenges surrounding equity, equality and inclusion that aren’t just felt in this practice, but all fields of work. As leaders, it is our responsibility to continue these conversations with transparency and strength, and continue to pave the way for the next generation of female professionals.

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

One that really stuck with me is to be yourself. Never allow that to perish or become mired in self-doubt. Be confident in your talents and what you are contributing to the process—you bring value to the table.

What advice would you share with women entering the industry?

Never be afraid to seek advice and mentorship. Along with this, keep your

connections alive—whether they are professors, mentors from internships or past colleagues. Also, be sure to learn your craft inside and out so that you can speak confidently in the face of adversity.

What lessons have you learned over the past year?

Being apart from my colleagues, friends and family for so long has shown me just how interconnected we all are as a species.

We really do need each other, especially in difficult times such as these.

I’ve learned that it is so important to remain agile, flexible and informed to bring the best solutions to our clients in an uncertain world. Also, we should remain

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generous when it comes to sharing information; it will help us all.

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

One of my ongoing goals is to bring greater awareness of our profession to a more diverse community. I want to continue to use my position in the industry to inspire and motivate those around me.

The first thing you’re going to do when everything gets back to normal?

I plan on reuniting with my teams in the office with a big group hug. While we collaborate together virtually daily, there’s nothing like that face-to-face connection. CCR

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March 2021 • Issue 2

Opening up How Zoned Properties is helping pave the way for today’s cannabis retailers

Bryan McLaren, Strategic Advisor for The Open Dør and CEO of Zoned Properties www.zonedproperties.com

THE CANNABIS OPERATIONS

OPENING UP

Opening up How Zoned Properties is helping pave the way for today’s cannabis retailers

I

n early 2020, when Zoned Properties was looking to expand its business model to see the cannabis industry’s growing needs, Bryan McLaren was busy working with the co-founders of a new national cannabis retail franchise concept, The Open Dør, which was a concept he believed would become one of the most important, value-driven catalysts for his company’s growth. As Chairman and CEO of Zoned Properties, and one of the strategic advisors of The Open Dør, McLaren is poised to help drive franchise opportunities via years of real estate experience and best practices.

Headquartered in Scottsdale, Arizona, The Open Dør is available in states across the country with legal medical and adult-use marijuana programs. Via Zoned Properties, McLaren’s strategic real estate development firm is dedicated to providing real estate and sustainability services for emerging and highly regulated industries, specifically legalized cannabis.

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As a strategic partner with The Open Dør, Zoned Properties intends to play a significant role related to the intricacies of capital investment and commercial real estate development in the regulated cannabis industry. Along with McLaren, The Open Dør leadership team includes co-founder and CEO Kathryn Blackwell, and co-founder and COO Chelsea Mulligan.

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Pioneered by proven business professionals and led by strong female visionaries, The Open Dør is poised to be a modern cannabis retail model with a turnkey approach, giving cannabis stakeholders and dispensary license holders the opportunity to invest in a franchise brand built on compliant operations with an elevated consumer retail experience.

We sat down with McLaren to get his thoughts on the Zoned Properties brand and where the cannabis market is heading moving forward.

TELL US A LITTLE ABOUT ZONED PROPERTIES. Zoned Properties Inc. (OTCQB: ZDPY) is a strategic real estate development firm

Interview by Michael J. Pallerino

whose primary mission is to provide real estate and sustainability services for clients in the regulated cannabis industry, positioning the company for real estate investments and revenue growth. We intend to pioneer sustainable development for emerging industries, including the regulated cannabis industry. We are an accredited member of the Better Business Bureau, the US Green Building Council, and the Forbes Real Estate Council.

We focus on investing capital to acquire and develop commercial properties to be leased on a triple-net basis, and engaging clients that face zoning, permitting, development and operational challenges. We provide development strategies and advisory services that could potentially have a major

impact on cash flow and property value. We do not grow, harvest, sell or distribute cannabis or any substances regulated under US law such as the Controlled Substance Act of 1970, as amended (the “CSA”).

WHAT ARE YOUR CLIENTS LOOKING FOR? Most of our clients are initially looking for zoning and commercial real estate consulting services. When they begin working with us, they soon realize the complexity of these projects and the additional flywheel of services that we can offer. We have strategically built a business out of necessity for niche needs that offers several services for emerging and highly regulated industries.

For the past eight years, we have been perfecting our best practices for clients in the regulated cannabis industry specifically for emerging and highly regulated industries. Additional services include a brokerage team, capital resources and franchising capabilities.

TALK ABOUT SUSTAINABILITY IN THE MARKETPLACE TODAY? The regulated cannabis industry definitely cares about sustainability, corporate social responsibility and community prosperity.

When we talk about sustainability, it is about trying to maximize the benefit for people, profit and planet within any given project or program. The challenge comes

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OPENING UP

with including reasonable regulations that motivate operators to move forward on sustainability initiatives proactively rather than simply as a requirement of regulations. When we can achieve this, the cannabis industry will make sustainability inherit to its own operations rather than a result of regulations.

The biggest sustainability trends we are seeing needed within a company are water recycle, and reuse or shift of energy efficient light fixtures.

WHAT TYPE OF SUSTAINABILITY ISSUES ARE CANNABIS RETAILERS LOOKING FOR? According to Fobes.com, a full 70% of millennials will pay more for products made sustainably, while 83% consider a product’s environmental or social impact before making a purchase. With this in mind, cannabis retailers are trying to balance out the consumer's position of being pro-sustainability and how the retailer can actually deliver sustainability to that consumer without overpromising. A lot of the times they try to deliver this through the way the product is grown, and also the packaging.

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WHAT ARE SOME OF THE BIGGEST ISSUES FACING CANNABIS COMPANIES TODAY? The main implication that we see for cannabis license holders is the missing experience or expertise from leadership teams in important aspects of the business. Many times they do not know what they actually need help with or what is missing from the project. Zoned Properties’ job is to join the clients brain trust as an expert advisor to help them navigate without losing time or capital.

Organizations with both longterm vision and short-term service expertise will be best positioned to meet the needs of their stakeholders.

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WHAT TRENDS ARE DRIVING TODAY'S CANNABIS MARKET ON THE REAL ESTATE AND FACILITY SIDE? We are in such a growth stage of the emerging industry, and real estate positioning is critical to both short- and long-term goals. Zoned Properties is seeing a major land grab across most of the state markets.

Both brand new state markets and evolving state markets for legalized cannabis. On the facility side, we’re seeing innovation around design, and development of both equipment and structure.

WHAT ARE CONSUMERS LOOKING FOR AND HOW CAN CANNABIS COMPANIES HELP THEM? We believe consumers are looking for a safe and sustainable way to begin or continue consuming cannabis products. This includes the built environment, where regulated cannabis facilities interact with the local community, from both a retail and production aspect. We believe innovative companies that are franchising the cannabis retail experience, such as our partner, The Open Dør, will significantly contribute to these consumer needs.

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THE CANNABIS OPERATIONS

OPENING UP

HOW DOES THE OVERALL DESIGN OF CANNABIS SHOPS CATER TO DEMAND AND NEEDS? As experts in development of cannabis real estate, we get the opportunity to work with some amazing specialists in the design and consumer behavior professions. These are two of the most important elements for delivering a successful cannabis project to the marketplace.

WHAT ARE SOME OF THE BIGGEST ISSUES TODAY RELATED TO THE CONSTRUCTION SIDE OF THE BUSINESS? The construction side of delivering a successful cannabis project lives at the nexus of both regulatory compliance and cost effective design. The ability to successfully navigate this process can often be the difference between efficiently deploying investment capital or having to write off large sunk costs.

goals and objectives for the marketplace and within the regulated cannabis movement will hopefully fall in place.

WHAT TYPE OF OPPORTUNITIES DO YOU SEE MOVING AHEAD? The cannabis industry is an emerging marketplace that is constantly evolving. As a business that provides an essential service for the marketplace, we must continue to go where others won't or can’t to best serve our clients, our stakeholders and our shareholders. This is how we have created value and will continue to create value. For example, we established our licensed real estate brokerage team in the past few years simply because our clients were unable to find experienced and capable brokers to assist with their transactional work in acquisitions, leasing, listings, etc.

While the larger brokerage houses are finally starting to enter the space, there is a huge learning curve to actually being able to navigate the intricacies within a regulated

areas that can help support our clients with missing pieces of their business needs.

WHAT TRENDS ARE YOU SEEING/EXPECTING? We are starting to see some very sophisticated, non-cannabis business operators considering entrance into the regulated cannabis industry.

Some of these groups we’ve been speaking to are working to find the best opportunity to enter the space. Our team members within both Zoned Properties and our partner organizations, such as The Open Dør, have been presenting valuable opportunities for these new groups to consider entrance into the space.

We are certainly not the only organizations that are fielding these inquiries and exploring these collaborative opportunities.

I think this trend will continue throughout 2021 and into 2022, and not just through financial investments via public transactions and M&A transactions, but through true collaborative and operational approaches that can solve pressing market needs.

WHAT’S THE SECRET TO SUCCEEDING IN THE MARKET TODAY? Organizations with both long-term vision and short-term service expertise will be best positioned to meet the needs of their stakeholders—that is at the core of our company mission and growth strategy at Zoned Properties.

HOW HAS THE LAST YEAR CHANGED THE GAME?

WHAT'S THE BIGGEST ISSUE TODAY RELATED TO THE CANNABIS MARKET? Education, and correcting decades and decades of false propaganda and prohibition related to the “War on Drugs,” especially as it relates to the impact on our local communities. Once we successfully make this paradigm shift, our belief is that all the relating

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cannabis transaction. Moving forward, we are working toward new company divisions and services that can cross-pollinate with our current market services. These include our Franchise Project, and various software and data platform development. All these services have been born out of market need, and Zoned Properties is always pivoting toward

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

The vast expansion of state-by-state legalization and implementation of regulated cannabis marketplaces has been a game-changer for the industry. More importantly is the source of this change, which is the biggest indicator of the strength of the overall regulated cannabis movement.

In many ways, we haven't just passed the tipping point, but now we have crossed the chasm (so to speak) when it comes to early innovators versus mainstream adopters in the movement. One of the phenomenal elements of the cannabis movement, very similar to the sustainable development movement, is that it

has been born and propelled as a grassroots movement from within our local communities. It is that community strength that has now established the foundation from which to evolve and hopefully continue to serve our local communities. The source of change now includes clear bi-partisan support for legislative program changes;

from the inside out and from the top down, to now meet the bottom-up support of the grassroots movements.

For me, this is one of the most important indicators that the history books will look back and point to 2021 as a game-changer for regulated cannabis. But we must not forget the origin of the movement and those upon

whose shoulders we now stand. We must hold fast and strong in our commitments to community-based cannabis and in correcting the horrors of decades upon decades of failed policies. The opportunities are massive for not just business profits, but also for community prosperity and sustainable development. It is truly an amazing time.

ONE-ON-ONE WITH...

Bryan McLaren, Strategic Advisor for The Open Dør and CEO of Zoned Properties

Describe a typical day.

These days, the alarm goes off metaphorically inside my head, which is both a blessing and a curse, related to all the important projects we have going on. For the most part, it’s a great way to jump out of bed when you love what you do. A few cups of coffee and some morning reading is the standard jumpstart. One of my goals this year has been to add some meditation to the morning routine.

Then, it’s all about focusing my attention on the most important tasks of the day and making sure our team members are doing the same, while maintaining a focus on big picture business goals. Essentially, I try to keep working until my brain tells me it’s time to regenerate and get some mental rest from the days’ efforts. But all work and no play isn’t great for long-term value and health, so I try my best to keep things balanced personally and professionally, and to give myself at least one day a week with some separation from screentime so I can focus on family and wellbeing.

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

Organizational expansion. Our team at Zoned Properties has proven an internal business growth thesis that has formed what we’re calling “Zoned 2.0,” which is essentially our flywheel growth model. We’ve been testing and building this business growth strategy over the past few years, along with short and long term areas we need to adapt and pivot toward in order to best accomplish the goals and objectives to create true value for our shareholders and stakeholders. Completing the final puzzle pieces for Zoned 2.0 is far and above my top priority right now. We’ve created most of these pieces from scratch, as they haven’t existed in the marketplace.

What’s the most rewarding part of your job?

Seeing real change in our local communities. Over the past eight years, as part of the evolution of Zoned Properties, I’ve traveled across this entire continent visiting and speaking

with local project teams and community representatives. The change in regulated cannabis is real and meaningful. It may be the most important paradigm shift of our generation that can create purposeful and sustainable community prosperity across our society.

What was the best advice you ever received?

“If you want something done, give it to the busiest person in the room.” Momentum is extremely important, especially when we’re working toward such significant and difficult change. Once I realized the true meaning behind this quote, I also realized in order to be the most valuable version of myself and to best serve our team, our stakeholders and our shareholders, I needed to increase my momentum.

But the key to unlocking this lesson, this kind of “Atomic Habit,” is to make sure your busyness is meaningful.

Being busy for the sake of being busy accomplishes nothing. Also by adopting this advice I’ve noticed that the

value is infectious and you will naturally attract other people with the same mindset. That’s when all of the hard work becomes really exciting.

What’s the best thing a client ever said to you?

“Thank you for walking me back from that cliff, I was ready to just throw it all away.” The cannabis industry can be very unforgiving at times. It can also be incredibly challenging and crushing. Surrounding yourself with people who truly care about you and share your values is priceless.

One thing I try to always communicate to clients and partners is to “be kind.” That may be the most important aspect of this industry. Not only to be kind to others, but to be kind to yourself. Patience and persistence will win the day.

How do you like to spend your down time?

Either curled up with my girlfriend and our animals in front of the fireplace or trail running through the mountains.

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March 2021

Beacon of hope How Ascension Medical Group’s Third Ward clinic is transforming Milwaukee’s healthcare scene

Blake Estes, VP, Ambulatory & Imaging Services, Ascension Wisconsin Carla Day-Dziubek, Senior Project Manager & Associate, EUA

Interview by Michael J. Pallerino

Beacon of hope How Ascension Medical Group’s Third Ward clinic is transforming Milwaukee’s healthcare scene

W

hen the Ascension Medical Group – Third Ward clinic opened its doors in August last year, the clinic hit at the heart of the group’s promise to provide compassionate, personalized care at the right time and right place. Delivering new clinical space, especially during a pandemic, helped expand access to primary care services and bring women’s health services closer to home for the vibrant, growing Third Ward community.

The 11,000-square-foot clinic, majestically crafted in the historic Milwaukee Fire Engine Company No. 10 building at 176 N. Broadway, provides primary care, women’s health, behavioral health, lab, x-ray and ultrasound services. Today, patients and their families have access to more expansive services all in one convenient location.

Built into the historic fire department’s building, which dates back to 1893, the clinic features a spacious waiting room filled with natural light and restored “Cream City” brick on the first floor. On the second floor, patients have access to 16 rooms, an onsite lab and x-ray, a large procedure room, a dedicated ultrasound room and office space for providers, clinicians and associates.

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To get an inside look at the project’s development, we sat down with Carla Day-Dziubek, RA, LEED AP, CDT, Senior Project Manager and Associate with Eppstein Uhen Architects (EUA), and Blake Estes, VP, Ambulatory and Imaging Services at Ascension Wisconsin.

Give us a snapshot of the Ascension Medical Group – Third Ward Clinic.

Blake Estes: The clinic, which opened to patients on Monday, Aug. 17, 2020, provides primary care, women’s health, behavioral health, lab, x-ray and ultrasound services. This new space builds on Ascension Wisconsin’s more than 170-year history

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of providing compassionate, personalized care to individuals and families in Milwaukee. Patients and their families will now have access to more expansive services all in one convenient location that’s close to home.

We’re grateful to the many organizations who worked with us to increase access to care: Our builder, JP Cullen, our architect, Eppstein Uhen Architects (EUA), the Third Ward Neighborhood Association Architectural Review Board, and all other contractors that supported this project during an unprecedented time.

What were the goals of the project?

Estes: Our goal at Ascension Wisconsin is to provide an exceptional experience to individuals and families in southeast Wisconsin at an affordable cost. The Ascension Medical Group – Third Ward Clinic expanded access to primary care services and brought women’s health services closer to home for the vibrant, growing Third Ward community.

What goes into enacting a design and construction plan for this type of facility?

Carla Day-Dziubek: We started out by acquainting ourselves with the chosen space for the clinic, a building considered as a historically “significant structure,” in a historic neighborhood. Layering Ascension Wisconsin’s look, feel and branding with the historic aspects of the space required extra care.

The new clinic straddles two existing, very different spaces, so developing a strategy for the separation as well as cohesion of the spaces was an initial task. Taking Ascension Wisconsin’s narrative of why the neighborhood was selected and what was desired from the space, and layering diagrams of this duality of the spaces brought clarity to the project direction.

From there development of the project was normal with design development, construction documentation and then working with the construction team until opening.

Were there any special protocols put into place due to the current construction landscape?

Estes: As part of our comprehensive response to the pandemic, Ascension Wisconsin implemented enhanced safety precautions for patients, visitors, associates and contractors.

The construction team followed enhanced protocols, including mandatory masking, safer distances when working in proximity to others and daily COVID-19 screenings.

All independent, affiliated and employed contractors are screened for COVID-19 symptoms before entering the clinic. As this was new to all, the team did a good job of adapting to the ever changing pandemic work environment.

We are grateful to our construction partner, JP Cullen, who was dedicated to ensuring the safety and wellbeing of everyone on site while also completing the Ascension Medical Group – Third Ward Clinic ahead of schedule.

How much of these protocols will become permanent moving forward?

Estes: Our highest priority is the health and wellbeing of our patients, associates and the communities we are privileged to serve.

As we await widespread distribution of the COVID-19 vaccines, it is critical for our entire community to continue wearing a mask, watching distance from others and washing hands frequently to protect ourselves and those around us. Virtual visits for urgent, primary and other care needs are available through Ascension Online Care. This will continue for the foreseeable future.

Were there any challenges?

Day-Dziubek: The historic neighborhood had strict design guidelines to follow. One such guideline identified a high level of interaction from pedestrians on the sidewalk with the interior of the space, which was a challenge for a clinic that values patient privacy. The resulting design features prominent exterior signage coupled with the

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CIRCLE NO. 55

transparency of the fire door to the lobby space activating the exterior of the building, while paneling on the clinic rooms maintains patient privacy.

How does the overall clinic’s design cater to what Ascension Wisconsin was looking for?

Day-Dziubek: The initial space was two separate, adjacent shops; this structure allowed the separation of public and general traffic from patient services. Utilizing this separation allowed the spaces for the public to maintain the historic elements, while simultaneously allowing focus on patient privacy and care as well. Working within the historic space was an opportunity to layer Ascension Wisconsin’s standards and branding while incorporating the truly unique original palette.

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

Day-Dziubek: EUA has published facility planning guides for immediate response as well as long-term planning considerations related to the pandemic. We have also had many conversations internally as well as with healthcare organizations about going forward; many of these conversations have centered on check-in and waiting strategies as well as cross-traffic within spaces.

With everything going on today, what is your short-term ambulatory strategy? Long-term?

Estes: We know that having convenient access to care is a priority for our patients and their families. At the height of the pandemic, that meant providing care virtually.

From mid-March to June 1, 2020, Ascension Wisconsin clinicians provided more than 107,300 virtual care visits. More than 1,000 providers and specialists across the state now offer virtual care visits so patients can feel supported and safe during an unprecedented time.

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We continue to move forward with strategic ambulatory projects that provide convenient care in the right place and an affordable cost for the communities we’re privileged to serve. Projects include: three Ascension Wisconsin small-scale hospitals, outpatient imaging centers with Premier Radiology, urgent care facilities with Physicians Urgent Care and gastroenterology centers in Racine and Kenosha with GI Associates.

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

We have several projects under development to further expand access to compassionate, personalized care.

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

Day-Dziubek: Be patient with people and systems. Healthcare organizations are taxed and doing everything they can to

keep us safe, and because of that their time to discuss design is limited, making each interaction valuable.

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

Day-Dziubek: Getting everything done the same way we used to isn’t always possible anymore—systems for permitting and municipalities are being challenged during the pandemic, causing plan approvals, and permitting to take longer.

Also, given recent shortages within the healthcare and construction fields, substitutions or timing changes may be needed; some suppliers/manufacturers were closed and are ramping back up production, so the timing and supply we were used to before isn’t available today.

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

Prior to the pandemic, we had started to see a movement toward community-based clinics for outpatient services and small neighborhood or micro hospitals. This not only serves people where they are, but also addresses community inequities which will be even more important going forward. The systems that have been able to adapt to this constant change and re-assure their communities will become the model going forward.

From what you’re seeing out there now, how would you say the industry is handling construction in this new landscape?

Day-Dziubek: The healthcare construction industry is being cautious, and rightfully so, since we still have a way to go to contain this pandemic. During this time, I have seen everyone working together and helping where they can, even in new areas of support, as well as a heightened consideration for each other and challenges we each face.

What should we expect to see six, 12 months down the road?

Day-Dziubek: Related to construction, I see the next six months continuing much as life is today – an eagerness to get back to where we were. There is a continued desire to have truly flexible spaces—that can flip in a stressed time, from one service line to another, from general preventative wellness to acute care.

We continue to see a desire to bring medicine closer to patients, in both physical and virtual terms. We are seeing projects start back up at a rapid pace and as we roll these projects into construction in the next six to 12 months, it raises concerns around resource availability.

For the most part, the design and construction industry weathered the pandemic, but lost some expertise and capacity, resulting in extended lead-times and increased costs. What was once a six-month window is now quickly becoming a 12-month window.

Hopefully these ramifications won’t last long, and we can get back to meeting demands in a timely way.

Day-Dziubek: Sustainability isn’t solely about the environment or business continuity; these topics overlap now more than ever. Sustaining population health, housing and employment while being thoughtful about the products and spaces we surround ourselves with are all priorities.

Revenues, across many industries and especially healthcare is down, and being extra conscious about everything we touch and spend is important too.

Finally, the heightened focus on people and their health, is driving demand for safe building materials and finishes that are not only healthy but easy to sanitize and clean.

What type of opportunities do you see moving ahead?

Day-Dziubek: We are seeing both a consolidation and a decentralization of healthcare.

With this, we will likely see a strengthening of the supply chain. Regarding design, additional emphasis will be placed on easily adaptable or swing space—for easy conversion to support more or less critical needs.

Ascension Third Ward Ribbon Cutting.

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VOL 5 • ISSUE 3, 2021

The Voice of Craft Brands

Gamechangers

Photo by: Ben Moisen Photography

How Roosters Brewing Co. continues to set the trends others follow

The Voice of Craft Brands

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CRAFT BRAND AND MARKETING

ISSUE 3, 2021

CBAM-MAG.COM

Interview by Michael J. Pallerino

Gamechangers

How Roosters Brewing Co. continues to set the trends others follow Growing up in Ogden, Utah, Kym Buttschardt remembers driving through the historic downtown area that Al Capone once scouted for business opportunities. Known for its repudiated lawlessness, Ogden was racked with prostitution, liquor, gambling, and worse. As legend has it, during Prohibition, after Capone stepped off the train and walked the notorious 25th district (then nicknamed “Two-Bit Street”), he hopped the next train west, telling an associate: “This is too rough a town for me.”

Well, times have changed in Ogden. One of the milestones in its renaissance can be traced back to 1995, when a slew of storefronts set out to redirect its history.

Among the businesses opening up was Roosters Brewing Co., operated by the husband and wife team of Pete and Kym Buttschardt.

At the time, Roosters was also one of seven breweries in the state, which is known for its strict liquor laws.

Setting up shop in a three-story, 1890s building filled with a sorted, yet quirky history (a house of ill repute, a Chinese laundromat, antique shop and Salvation Army Hotel), the Buttschardts pushed ahead.

More than 25 years later, Roosters Brewing Co. has become one of the bells of the craft brewing ball, sporting two locations, a 13,000 square foot production brewery and a third location on the way. Holding court with myriad beer styles like Helevation IPA and Niner Bock, and its signature Honey Wheat, Irreverent Pale Ale, O-Town Nut Brown and Junction City Chocolate Stout, Roosters continues to cut new paths.

We sat down with Kym to get her thoughts on where the market is heading and how Roosters will continue to lead the charge for all things craft.

also made quick changes in our meal services, adding delivery options and family style meals. But in all honesty, it was the beer sales that carried us through this time.

With that in mind, we added virtual tasting events and pairings with other local producers so we could still have those engagement opportunities, and sell beer for these events people could watch and sip from home.

We’re so grassroots here in our community that it feels like people are celebrating any win we have, as if it were their own and we love that so much.

What are some of the adjustments you made to your business model surrounding the recent state of events?

Like most restaurants and brew facilities in the US, we had mandated closures and updated health guidelines that forced us to change immediately. Luckily we were already well positioned for online food orders that we were able to expand during these changes and our facility was licensed for beer sales to go which was a huge help in keeping things going.

We’re located in Utah, which is known for being a tough state for liquor laws, but the state enacted quick changes that allowed us to use our licensed package agency in the front of our brew facility to add other local breweries canned lines to our retail sales.

We have always cared about supporting the community of craft brewing and being able to help other breweries with this option was a huge opportunity for us. We

What kind of conversations are you having with your customers today?

We’ve always been a third place for our community members, a place to meet for committee meetings or to grab a beer after a long bike ride with your friends. It’s what we’ve aimed to be in everything we do. So with the COVID changes, our customer conversations have really centered on how we still provide opportunities to engage and connect, while also being separated and now that things are opening back up we’re seeing how much all the little things really matter.

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Roosters Brewing Co.

For example, keeping our patio open year-round provided a place for people to gather when they didn’t quite feel comfortable dining in just yet. But we’re also seeing just how much those club runs followed by a beer so you can settle in and chat. These moments really matter. It’s those small moments that people have missed the most and are treasuring the return to right now.

What role should a brand play in being a leader in a distressed market?

We feel incredibly honored to have a place in so many of our community member’s hearts. We’re so grassroots here in our community that it feels like people are celebrating any win we have, as if it were their own and we love that so much. Without that pride and sense of self people find in our brand, we wouldn’t be where we are today.

So, with that in mind, we really believe we have a responsibility to invite in other local businesses and support them with that same mentality: We win when they win.

We like to say it’s showing some Roosters love. Leading with love is how we roll, distressed markets or otherwise.

What’s the best piece of advice you can offer to other brands in how to deal with the unthinkable like this?

Being in business is unthinkable anyways. If you can remember to think of owning a business as a constant practice in problem-solving, it doesn’t really matter what the new unthinkable thing is; you’ve been practicing for problem-solving and this is just a new problem. It’s easy to get overwhelmed, but if you can look back and remember what you’ve been through from startup to whatever stage you are in, it’s a good reminder you’ve done hard things before and you can do hard things again.

Give us a snapshot of today’s craft spirits market.

Craft is all about experience and exploration right now.

People want beers that are changing and something new to try, but they also want that sense of place when they visit your location. It needs to provide an experience that is truly your brand’s vibe, whatever that means for you.

What’s likely to happen next?

We’re seeing so much development in seltzers and beer additives. There are so many options hitting the market right now. It will be interesting to see where the consumer focuses and really chooses to invest beyond a single season or two.

What’s your story from a brand perspective?

We’re an independent craft brewery based in Ogden, Utah. We love our town and we love outdoor recreation.

When we started our first brewpub, we knew we wanted a place where people could gather and a means to support our outdoor recreation. Growing the brand has allowed us to give back to all those great outdoor spaces that made us fall in love with our town to begin with.

Walk us through your branding strategy.

We’ve changed up our strategy as we’ve grown, moving from one brewpub to two, then adding a production facility and canning line—moving from a local brewer to one that is distributing in four states and growing. Through all those changes, we’ve just gone with our truth: We love people, we love our community. The best branding we’ve ever done is just in showing up with love and kindness.

That might sound silly or cliché, but it’s absolutely the basis of everything that’s worked.

What’s the biggest issue today related to the marketing/sales side of the business?

For us, it feels like there’s a very blurred line from the consumer’s awareness of true craft beer so you have a lot of the big labels marketing in the same space as you,

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Roosters Brewing Co.

but with these massive budgets for everything. We do a lot of grassroots marketing, which is really invaluable to us as we continue to grow and expand. We just have to make sure we continue to educate consumers on being truly independent craft.

What’s the secret to creating a branding story that consumers can buy into?

Again, just being true to the things you care about. We are very outdoors oriented so that’s where we’ve aligned ourselves. We started sponsoring and supporting the things we already were involved in so it’s never felt forced or contrived.

It’s not a story we had to figure out; it’s just who we are. The best thing for a consumer to buy into is the absolute truth.

What’s the one thing every craft beer brand should do in the way of marketing?

We’d like to see more collaboration brews make their way beyond the breweries and onto the shelves. It’s a huge opportunity for independents to support their peer group and influence the market toward true craft.

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What are some of your biggest opportunities moving ahead?

Gosh, this is a tough one. There are so many opportunities out there. The challenge is in focusing in and picking where you want to put the time. For now, that’s in developing some new featured beers/seltzers and expanding our can production.

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

We have a new location opening soon, so that’s a huge focus for us right now. But beyond that, we are working to bring back in-person tasting events and collaborate brew festivals in house.

Sitting down with...

Kym Buttschardt, co-owner, Roosters Brewing Co.

What’s the most rewarding part of your job?

Hands down, it’s our customers sharing in our growth. As I mentioned, we have a new location opening. We haven’t announced it or done any marketing, but people who have seen it are sending in their selfies with the “coming soon” sign.

Again, people feel like any win for us is their win, too. They’ve been so much a part of helping us grow. All of that just feels so incredible and like we’re all on the same team.

What’s the best advice you ever received?

It wasn’t through verbal communication. It was modeling the ethics of places we liked to work and incorporating that leadership style into our business. We treat others like we like to be treated. A simple golden rule that has served us well.

What’s the best thing a customer ever said to you?

There is not one best thing that stands out, but rather the overall feeling that our customers feel part of our energy, our success and our growth.

What’s your favorite brand story?

2 Silos Brewing Co. Manassas, VA

Our brand story continues to evolve. We are grateful to be recognized as an anchor business in the revitalization of our town and are still considered community trailblazers today. Simply put, “We show up.” The community appreciates that and many creative ideas, businesses and organizations have been launched by simply gathering at our places over the years to enjoy a beer.

METROCERAMICS.COM | 1.800.325.3945 CIRCLE NO. 58

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PROJECTS

PROJECTS • CCD

Commercial Construction Data

F

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

PROJECT NAME

CITY

PROJECT VALUE

SQ. FT.

CONSTRUCTION TYPE

START DATE

AutoZone #6782

Odenton, MD

$1,500,000

6,500

New Construction

Q2 2021

Starbucks #65181

Roanoke, VA

$250,000

2,407

Remodel

Q2 2021

Family Dollar

Rochester, NY

$400,000

10,007

Remodel

Q2 2021

CVS #05088

North East, PA

$300,000

7,433

Renovation

Q2 2021

Melanies Ridge Mixed-Use Development

Seaford, DE

$77,000,000

280,000

New Construction

Q3 2021

City Station North Mixed-Use Development

Troy, NY

$40,000,000

175,000

New Construction

Q3 2021

Clinton Avenue Mixed-Use Development

Albany, NY

$7,000,000

54,428

New Construction

Q3 2021

Hilton Garden Inn

New York, NY

$54,000,000

110,000

New Construction

Q3 2021

Holiday Inn Express Addition

Monroe Township, NJ

$5,500,000

18,232

Addition

Q2 2021

Center for Adaptive Innovation and Creativity (CAIC) - Radford University

Radford, VA

$80,000,000

178,000

New Construction

Q3 2021

Rippling Woods Elementary School Replacement

Glen Burnie, MD

$29,000,000

103,000

New Construction

Q2 2021

Partial Roof Replacement at Long Pond School

Newton, NJ

$409,993

14,400

Renovation

Q2 2021

New Central Forensic Laboratory and Office

Mechanicsville, VA

$140,000,000

283,000

New Construction

Q4 2021

Department of Public Works Office and Garage Renovation

Passaic, NJ

$1,824,000

46,377

Renovation

Q2 2021

Fredericksburg VA Health Care Center

Fredericksburg, VA

$50,000,000

450,000

New Construction

Q1 2022

DaVita Dialysis

Philadelphia, PA

$500,000

5,434

Renovation

Q2 2021

RETAIL/RESTAURANTS/QUICK SERVE:

RETAIL/STORES/MALLS:

RESIDENTIAL/MIXED USE:

HOSPITALITY:

EDUCATION:

MUNICIPAL/COUNTY:

MEDICAL:

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

CIRCLE NO. 60

AD INDEX

Advertiser Page Reader Service No.

Advertiser Page Reader Service No.

ADART/Gensis Lighting Solutions

Lakeview Construction, Inc

9

Laticrete

33 16

Lead Up for Women

136

Linetec

69 32

Major Industries

53

24

Merchco Services, Inc.

119

51

Metropolitan Ceramics

142

58

MFM Building Products Corp.

57

26

Mike Levin

8

5

MRP Design Group

77

36

NAC

97

42

National Terrazzo & Mosaic Assocation

43

20

Navien

3 2

Nvironment

73 34

Permit.com

128 54

aim

113

48

36-37 18

ANP Lighting

109

46

ArcVisioin Incorporated

65

30

Bostik

CVR2-1 1

Capacity Builders Inc.

103

44

CDO

25 13

Ceso

75 35

Chicago Faucets / Geberit Group

87

39

7

56

Commerical Construction & Renovation Digital Buyers Guide

104

45

Construct Connect

145

60

Construction One

17

10

Controlled Power Company

15

9

D/13 Group

11

8

Degen & Degen

61

28

Dynamic Air Quality Solutions

31

15

Envirospec

55 25

Poma Retail Development, Inc

93

41

Erie Architectural Products

59

27

Project Management Consortium (PMC)

5

3

Fisher Architecture

125

53

Retail Contractors Association

98

43

Fortney & Weygandt, Inc.

67

31

Rheinzink

71 33

Garland

49 22

Rockerz, Inc

7

4

Georgia Printco

143

59

8, 79, CVR4

6, 37, 62

Goodwin Commercial

117

50

SMI Sign Systems, Inc.

35

17

Healy Construction Services, Inc.

133

55

Springwise

45 21

Hunter Building Corp

23

12

Imetco

91 40

Stratus

111 47

The Blue Book Network

120

52

Visual EFX Group

141

57

Impact Security

Schimenti

CVR3

61

Interplan LLC

63

29

JLL

81 38

Window Film Depot

29

14

Jones Sign

41

19

Wolverine Building Group

115

49

Kee Safety

51

23

ZipWall

19 11

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

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ISSUE 3, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION

147

PUBLISHER

PUBLISHER’S PAGE

by David Corson

Face to face — technology style

T

echnology has improved our lives in all aspects. The invention of the wheel, fire, electricity, the combustion engine, and the list goes on. But the internet has changed everything. Before the internet, think about how you communicated: the rotary phone, snail mail, fax, short wave radio/CB and a few others that are still relevant today, but have taken a backseat to email and Zoom.

Even air travel has been impacted by the use of the internet to communicate, sell, trade, approve, prospect, register, pay bills, send bills, and I could go on and on. It really is an amazing transformation.

During a recent podcast, one of our clients spoke about how he started his day in the Middle East, went to the UK, down to Mexico, up to Canada, and down to the Caribbean again, before finishing up with several walk thru and meetings in the good old USA.

Pre-internet, this would have been impossible. But today, thanks to platforms like Zoom and FaceTime, and the cameras on your phone that take high resolution photos and videos, it now comes down to not how many hours, days and minutes you have to get things done. After all, you have to leave time for the most important thing: family.

Sure, we still need to travel to close deals or see projects in person, but it is not the necessity it once was. Case and point, I was speaking with a federal administrator

who handles a hospitality region for the government and he said he used to travel and look at projects, but now views them at his desk. We are not talking about a few hundred rooms, but thousands across his region. Unless there is a real need, he uses technology to get the job done better than ever.

He still gets on a plane when he needs to and nothing will replace in person, face to face interaction, but the internet is a close second—and almost equal or better at performing your job. It’s also more competitive to your budget and bottom line.

We are social animals and need in-person interaction, but when it is not available, the internet is the solution.

We humans are at the top of the food chain. We are social animals and need in-person interaction, but when it is not available, the internet is the solution.

For you baby boomers, remember Star Trek? "Beam me up, Scotty." Well, that will be coming your way soon with teleportation or holograms. It may be the wave of the future. Talk about making in-person and virtual face to face communication more interesting and realistic.

Technology will remain essential for everything we do in the future and we will continue to learn to adapt, even though being human shaking a person's hand for a job well done simply is irreplaceable.

Now, as we head into Q2 2021, and soon Q3 of the new year, we wish you good health, prosperity and safe travels out on the road.

And as we can, we look forward to seeing your smiling faces in person or on the web, sooner rather than later to talk business, sports and whatever comes up in the conversation.

“Cheers,” and as always, keep the faith. CCR

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 3, 2021

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www.defenselite.com • info@defenselite.com • 888.689.5502 CIRCLE NO. 61

From SoHo to Rodeo.

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