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Terri Micklin, Director of Construction, Wawa Inc.

Why Wawa is built for the future Exclusive Inside: Reinventing the workplace DU’s new locker room woos hockey recruits Meet the leading sign & security manufacturing firms

Official magazine of

November/December 2018 • www.ccr-mag.com

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CIRCLE NO. 1

November/December • 2018 Vol. 17, No.6

FEATURES 22 50 (+) years strong... Why Wawa is built for the future 90 They shoot, they scooooore... New locker room facilities wooing University of Denver hockey recruits

96 Reinventing the workplace Technology’s impact on productivity and real estate ROI 140 A statement in slate Scouts BSA Leadership Center clad with all-slate rainscreen system

92 Battening down the hatches 3 questions to ask to control stormwater management costs Cover and feature photos by: Mike Levin

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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November/December • 2018 Vol. 17, No.6 SPECIAL COVERAGE

Industry Events 18 CCRP – Los Angeles, CA

INDUSTRY SEGMENTS 70 Signage Firms 82 Security Manufacturing

DEPARTMENTS

6 Editor’s Note 12 Industry News 128 Leadership 164 Commercial Construction & Renovation Data 166 Ad Index 168 Publisher’s Note

18 SPECIAL SECTION

Women in Commercial Construction & Facilities 32 ‘My story’ Attendees share why (and how) they do what they do Commercial Construction & Renovation Retreat 52 Trending Out Retreat attendees identify what to watch as industry heads into new year Commercial Kitchens 101 Squeezed to perfection How the Lemonade Restaurant Group is making its play in the fast-casual arena 112 On your mark... 5 things to consider before renovating a restaurant

101

Federal Construction 118 Intelligence Integration Designing the new era of counterterrorism Women in Construction 126 Learning how to eat an elephant 7 ways you can solve your business problems Healthcare 130 Expansion ready After overhaul of cooling system, Gettysburg Hospital eyes future Multi-Housing 136 Capital idea D.C. project includes townhomes with unique rooftop access Craft Brand and Marketing 147 A (w)hole new world How the branding of Rabbit Hole Brewing is helping to raise its game 154 A time for reflection Evaluating the lessons that will drive your brand forward

147 4

158 Storytime How to build a content marketing program

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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CIRCLE NO. 3

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EDITOR’S NOTE

by Michael J. Pallerino

Full speed ahead (and hang on....) Developer Plans Hotel Built from Shipping Containers Seattle Hotel is first in U.S. to be Fully Modular World's first 3D-printed Steel bridge to be Installed

hat a series of headlines, right? I mean, what in the wide, wide world of commercial construction is going on around here? Hotels built from shipping containers? Fully modular hotels? 3D bridges? When will all of the madness end? That's a trick question. It's not madness; it's progress. The world is changing, get used to it. Artificial Intelligence. Drones. Robotic workers. The Internet of Things (IOT) and the cloud. This isn't the future, it's the present, so we're not turning back the hands of time to let everyone catch up. If you can't keep up with changes, well, you might just get left behind. Take a look at the hotel made from shipping containers. Investors are advancing a plan to build a boutique hotel—The Shipyard on the River—on a vacant lot on the Miami River. The six-story structure features 50 hotel rooms and an adjacent food plaza offering myriad dining options. Check out the U.S.’s first fully modular hotel in Seattle. Shipped from Europe and stacked like Lego blocks, the seven-story modular units— a citizenM hotel—will have 264 hotel rooms. The modules arrived at the Port of Seattle fully finished inside custom steel enclosures. Next, a project team consisting of Mortenson, Gensler, Arup and Polcom Moduling began stacking the modules on the pre-poured podium. The hotel is scheduled to open in late summer 2019. And how about the world’s first 3D-printed steel bridge? The structure is the brainchild of the Dutch robotics company MX3D, mathematicians from The Alan Turing Institute and Arup. The 40foot bridge, which is being installed over a canal in Amsterdam, was 3D-printed at a facility outside of Amsterdam and shipped into a workshop north of the city. Using custom robotic 3D printing arms suspended over the canal, engineers gradually built supporting structures underneath. In

addition, to ensure safety and optimized performance, the 3D-printed steel structure will be equipped with a series of sensors that will relay information back to the designers and engineers. For example, the bridge’s smart-sensor technology will enable engineers to keep track of the bridge’s health, weight dispersion, air quality, and more. All of these ventures are disruptors—techniques and processes that will deliver new protocols from a speed-to-market standpoint. In a time of “build-it-bigger-faster-stronger,” the demands on the construction industry continue to change. The truth—as much as some might not want to admit—is that technology has to be a part of the discussion today. And guess what—if your design and construction processes are not seamless, you’re out. As we head into 2019 (and beyond), it will be interesting to see how the marketplace continues to unfold—and who can keep up. That’ll be you, right?

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.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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CIRCLE NO. 4

F&J PUBLICATIONS, LLC P.O. Box 3908 Suwanee, GA 30024 678.765.6550 • Fax 678.765.6551

From 5th Ave to Venice Beach. We’re expanding to the West Coast Bringing decades of experience building high profile retail and office environments for the world’s largest brands.

EDITORIAL EDITOR: Michael J. Pallerino 678.513.2397 • mikep@ccr-mag.com SENIOR ART DIRECTOR/AD PRODUCTION MANAGER: Brent Cashman 404.402.0125 • bocdesign@me.com

We’re ready to build for you. Tom Fenton, Business Development Manager (914) 244-9100 x 322 tfenton@schimenti.com

CONTRIBUTING WRITER: Ron Treister rlt@communicatorsintl.com • 772.232.6614

ADVERTISING PUBLISHER/EDITOR

CIRCLE NO. 5

David Corson • davidc@ccr-mag.com 678.765.6550 (fax) 678.765.6551 SUMMIT DIRECTOR David Corson • davidc@ccr-mag.com 678.765.6550 (fax) 678.765.6551 CCRP MEMBERSHIP DIRECTOR: Kristen Corson • kristenc@ccr-people.com 770.990.7702 LIST RENTAL: Brian Clotworthy • bclotworthy@inforefinery.com 800.529.9020 SUBSCRIPTION SERVICES 678.765.6550 corpcirc@ccr-mag.com

F&J PUBLICATIONS, LLC » CCRS 2019 SPONSOR

CIRCLE NO. 6

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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CIRCLE NO. 7

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 BOB MEZA Senior Construction Project Manager Target JOHN MIOLOGOS Sr. Director Store Development, Walgreens JERRY SMITH Head of Construction Bluemercury LAURA GROSS Retail Facilities Manager American Signature Furniture ERRAN THOMAS ZINZER Senior Manager Real Estate Services, Construction & Design, U.S. Cellular COLLEEN BIGGS Director, Brand Leadership The Little Gym

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

RESTAURANTS RON BIDINOST Vice President of Operations Bubbakoo’s Burritos Corporation GREGG LOLLIS Sr. Director, Design Development Chick-fil-A BOB WITKEN Director of Construction & Development Uncle Julio’s Corp. DAVID SHOTWELL Construction Manager, Flynn Restaurant Group ISYOL E. CABRERA Director Design and Construction Carvel DEMETRIA PETERSON Construction Manager II Checkers & Rally’s Drive in Restaurants DAVID THOMPSON Director of Construction Which Wich® Superior Sandwiches

HOSPITALITY SAMUEL BUCKINGHAM, RS CMCA Vice President Strategic Development, Construction & Design Wyndham Destinations JOHN COOPER Principal Executive Vice President, Stormont Hospitality Group LLC JOHN LAPINS VP of Design & Construction Auro Hotels GARY RALL Vice President of Design and Development, Holiday Inn Club Vacations ROBERT RAUCH CEO RAR Hospitality Faculty Assoc., Arizona State University JOE THOMAS Vice President Engineering Loews Hotels

HOSPITALITY RICK TAKACH President and CEO Vesta Hospitality PUNIT R. SHAH President Liberty Group of Companies LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality

GENERAL CONTRACTOR MATT SCHIMENTI

President Schimenti Construction

DEVELOPMENT/PROJECT MANAGEMENT KAY BARRETT. NCIDQ, CDP

Senior Vice President, Cushman & Wakefield STEVE JONES

International Director JLL MIKE KRAUS Principal Kraus-Manning

ARCHITECTS/ENGINEERS TOMMY LINSTROTH

Principal Trident Sustainability Group JEFF ROARK Principal/Partner Little

JEFFREY D. MAHLER Vice President L2M JIM STAPELTON Vice President FRCH Design Wordwide HUGHES THOMPSON Principal GreenbergFarrow FRED MARGULIES Director of Retail Architecture Onyx Creative STEVEN MCKAY Senior Principal DLR Group BRIAN HAGEMEIER, P.E., LEED AP Program Manager GPD GROUP STEVEN R. OLSON, AIA

JIM SHEUCHENKO

President CESO, Inc.

CHRIS VARNEY Principal, Executive Vice President EMG

BRAD GASKINS Principal The McIntosh Group

President Property Management Advisors LLC

CONSULTANT GINA NODA President Connect Source Consulting Group, LLC.

ARCHITECTS/ENGINEERS NUNZIO DESANTIS

Executive VP & Director of Hospitality HKS

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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CIRCLE NO. 8

INDUSTRY NEWS

AroundtheIndustry Retail Dollar General Traditionally a staple of rural communities, Dollar General is moving into urban infill locations with stores called DGX, which are half of its normal 9,000 square feet. Dollar General plans to open another 13,000 U.S. stores.

FAO Schwarz FAO Schwarz is making a come back with new locations at New York’s LaGuardia Airport, and in Canada. Also included is a 20,000-squarefoot flagship store at 30 Rockefeller Center in midtown Manhattan. The retailer also started selling inside Kohl’s.

Toys R Us/Kroger Before exploring options for opening branded brick-and-mortar stores, the new owners of Toys R Us plan to team with Kroger to launch in-store pop-ups called Geoffrey’s Toy Box at about 600 Kroger locations.

L.L. Bean L.L. Bean plans to open 20 planned branded stores in Canada next year.

Bon-Ton CSC Generation Holdings, which bought the intellectual property of Bon-Ton and brought several of its banners back as online stores, is mapping a brick-and-mortar strategy. The company aims to create smaller stores in different formats, with plans to open 100 or more locations nationwide in the coming years. Walgreens Walgreens Boots Alliance will team with Laboratory Corp. of America to add medical testing locations inside 600 or more Walgreens stores. Natural Grocers Natural Grocers by Vitamin Cottage is introducing its own store brand of the same name, which will launch about 50 products across 15 categories.

Walmart Walmart India plans to grow the banner to 70 locations by 2022 through an investment of $500 million. The company will also offer e-commerce services at the stores and expand the number of fulfillment centers it operates. Amazon Amazon has selected the Park Meadows mall in the Denver suburb of Lone Tree, Colorado for its second Amazon 4-star location. The store features products that are top sellers on Amazon or have four-star reviews or higher on the site. IKEA IKEA has signed a franchisee to open its first stores in South America, as part of its plan to grow to about 12 new markets. In addition to traditional IKEA stores, the company will expand online and add new, smaller store formats to reach 3 billion global consumers by 2025.

Restaurants Denny’s Denny’s will refranchise about 100 restaurants over the next year and a half as part of a plan to go from 90 percent to up to 97 percent franchised. Around 70 percent of the family restaurant chain’s franchised and company-owned eateries now offer delivery. The Hampton Social Chicago’s Parker Restaurant Group plans to expand The Hampton Social, a concept aimed at appealing to women, from five to 21 locations in the next few years. The expansion will take the concept, which is designed to attract social media users, outside of Illinois. Tim Hortons Restaurant Brands continues to make progress on its Welcome Image redesign with around 100 renovations completed. Pupatella Virginia-based pizza concept Pupatella plans to expand in the Washington, D.C., market. The concept launched in 2007 as a food truck and has since opened two brick-and-mortar units. It plans to open eight more in the next three years. VeganBurg VeganBurg, a San Francisco-based vegan fast-casual concept, plans to open 300 franchise locations in California.

Shake Shack Shake Shack opened seven restaurants in Alabama, Denver, Nashville and New York during the third quarter, and will launch six more locations before the end of the year. Melting Pot Melting Pot has unveiled a revamped version of its restaurants that caters to fans who want to use the eateries as more than a special occasion destination. The new version is open for lunch and weekend brunch, with an expanded bar. Burger King Burger King parent Restaurant Brands International will continue to invest in remodeling restaurants in its push to boost sales growth. About 100 units have been remodeled with the Burger King of Tomorrow concept, which feature more efficient drive-thrus, digital menu boards and ordering kiosks. Pie Five Rave Restaurant Group has created a streamlined prototype for its Pie Five pizza brand, with a limited menu and a focus on delivery and takeout. Del Frisco’s With its first California location in tow, the Texas-based Del Frisco’s upscale Double Eagle Steakhouse concept has its sights set on San Diego and Los Angeles.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

AroundtheIndustry

(continued)

Hospitality Marriott Marriott is planning multiple-brand growth across Latin America and the Caribbean, including a 165-room Moxy Hotels deal in Medellin, Colombia.

Hoxton With the opening of its first U.S. hotel in Williamsburg, New York, the Hoxton hotel brand is eyeing a U.S. expansion. The brand has another three in the pipeline, including one in Portland, Oregon.

Choice Hotels Choice Hotels International has a pipeline of 40 properties set to open in Latin America and Spain.

W Hotels W Hotels will arrive in Brazil in 2021 with the opening of the W Sao Paulo.

Disney World Walt Disney World says it’s going to build a new nature-themed resort. The as-yet-unnamed resort will open in 2022 where the former River Country water park was once located. It will have 900 hotel rooms as well as villas for Disney’s timeshare program. Kimpton Kimpton Fitzroy London is Kimpton’s first property in the UK. The 334key hotel is in a building with a history that begins in 1898. Motto by Hilton Motto by Hilton has been launched as a midscale brand combining the low-cost utility of a hostel with the safety and comfort of a hotel. Focused on popular city-center locations, the line is projected as Hilton’s lowest-priced lifestyle offering.

Shinola Luxury watch brand Shinola is opening its first hotel. The 129-room hotel will debut in Detroit in December. Two restored historic buildings—the T.B. Rayl & Co. department store and a former Singer sewing-machine store—have been joined to create the hotel. They have been bound together with three new annexes. Choice Hotels/Sleep Inn A subsidiary of Choice Hotels International has teamed up with a Mexican private equity fund to build 20 Sleep Inn hotels in the next five years in Mexico. Best Western/Peel Hotels Best Western has added the nine properties of Peel Hotels to its inventory of soft brands. The company will continue to operate the hotels with Best Western added to their names.

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CIRCLE NO. 9

CIRCLE NO. 10

NOVEMBER : DECEMBER 2018 — COMMERCIAL CONSTRUCTION & RENOVATION

INDUSTRY NEWS

Let their be hotels Report shows increase in the number of projects around the world

f you want hotel projects, you got hotel projects. According to Lodging Econometrics' bi-annual "Global Construction Pipeline Trend Report," there has been an 86 percent increase in the number of projects worldwide since 2011—an all-time high. The report shows that there are currently 12,839 projects representing more than 2.1 million rooms in the global pipeline, compared to the approximately 6,900 projects with 1.3 million rooms that were in various stages of planning and construction seven years ago. Of the nearly 13,000 hotel projects currently underway, almost 6,000 are under construction, nearly 4,000 are getting ready to start construction and more than 2,900 are in the planning phase, the study says. U.S. hotel projects represented more than 40 percent of the global pipeline. Of the top 10 cities, six were in the United States, including New York (No. 1 overall), Dallas and Houston.

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COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

What they're saying... I remember talking about design, style and the emergence of the boutique fad, where people weren’t sure what it was. I connect the dots today, and clearly, this is the trend. – KHP Capital Partners’ Managing Partner Mike Depatie on why boutique hotels will edge further into the mainstream for consumers

In some places like New York City and Philadelphia, stores are at risk from online shopping, but Dallas has an interesting set of economics to support both. The costs to operate here are lower versus other markets our size, and the market is more spread out. It’s a good test market and dense enough. Plus, this market is more resilient. – Bobby Gibbs, analyst at Oliver Wyman, on why the Dallas-Fort Worth market is emerging as test lab for grocers

The storyline we created in that in-store experience was to combine the brand’s nostalgic, 19th-century roots and blend them with an over-the-top, 21st-century Times Square experience. We blended the two design languages so when you walk into the store you find rusticated brick and wood materials that hearken back to Hershey’s historic imagery. And you have big signage elements that are in keeping with the atmosphere of Times Square. – Mike Ruehlman, director of design with global hospitality and retail design firm FRCH Design Worldwide, on why customer experience is everything at places like Hershey’s Chocolate World

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www.making-light.com CIRCLE NO. 12

NOVEMBER : DECEMBER 2018 — COMMERCIAL CONSTRUCTION & RENOVATION

INDUSTRY NEWS

Don't forget the Alamo (or something like that)

espite the outcries from local residents, the Alamo is getting a facelift. The nearly 300-year-old historic site will be revamped thanks to the approval of a $450 plan by the San Antonio City Council. Founded in the 18th Century as a Roman Catholic mission and fortress compound called MisiĂłn San Antonio de Valero (its real name), the site was home to one of the most pivotal events in the Texas Revolution. Officials said

construction could begin in 2020. Immediate next steps include fundraising, hiring an architect to design the museum and developing a repair plan for the Cenotaph, which would be moved 500 feet south. Funds for the redevelopment came from the city and state, as well as the Alamo Endowment. City council members said the renovation will not rid the structure of any of its traditions, but work to reveal more history.

The amount per hour that construction wages have reached, a 3.1 percent yearover-year increase, in the nonfarm private sector, according to the Associated General Contractors of America. The report shows that workers may be benefiting, while contractors are still struggling with a workforce shortage.

COMMERCIAL CONSTRUCTION & RENOVATION â&#x20AC;&#x201D; NOVEMBER : DECEMBER 2018

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CIRCLE NO. 13

INDUSTRY NEWS

INDUSTRY EVENTS • CCRP

One for the Archive(s) CCRP Nation takes on DC super heroes (and others)

atman. Superman. Wonder Women. Aquaman. The Flash. Wouldn’t it be cool to see what your favorite comic book movie heroes wore? What about the gang from Harry Potter and the Fantastic Beasts? These aren’t photos—these are the real things. Well, if you were a part of the Commercial Construction & Renovation People contigent that swarmed Warner Bros.’ Archive exhibit, you were able to experience all of those, and more. Thanks to hosts Warner Bros Design Studio, CCRP Nation’s lastest networking mixer went all Hollywood. Guests arrived via tour cart, entered Archive under the Marquee and mingled among the exhibits, enjoying their favorite beverages and hors d’oeurves, super hero logo cookies and a raffle, which included immediate “Loser Club” passes to Horror Made Here. The Archive location was selected because it highlights the work done by the Warner Bros. Design Studio Shops. The exhibits are a collaboration of construction services, sign and scenic arts, staff and metal shops, and set lighting. If you want to get in on next year’s Hollywood experience, contact Kristen Corson at 770-990-7702 or via email at kristenc@ccr-people.com.

REGISTERED COMPANIES: 526 Media Group Adopt a Highway Maintenance Program Alison Service Company Allegion Armani Design Studio Astek Wallcovering Inc. Barry’s Bootcamp BCBG Brookfield Properties Burlington Stores CentralCal Properties LLC Chipotle CKE Coffee & Bagel Brands Inc Construction One

Crescent Canyon CS Hudson Dark Horse Lightworks Dean & Deluca Design Group Disney Elro Sign Fabric Wallcraft of CA Facility Solutions Federal Heath Flax-Rosenfield Capital Partners Forever 21 Gensler Gindaco USA Inc Glassman Planning Associates

H & M Hennes & Mauritz LP The Habit Restaurants LLC Harbor Freight Tools HGA Inter Coffee & Tea LLC Jenny Craig JLL Kenneth Park Architects Kingsmen Inter Lakeview Construction Land Land USA Lemonade Restaurant Group Los Angeles Dodgers Marco Contractors Mark Cuban & Todd Wagner Companies

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

Marquez Cable Mats, Inc. National Parks Service Norms Restaurants NuWa Stone Inc Pantera Global Technology PlayNetwork Poma Retail Development Powerhouse Retail Services Prime Retail Services RAR Hospitality Rockerz Sargenti Architects Schimenti Construction Sharky’s Woodfired Mexican Grill

Skechers Smart & Final Spectra Contract Flooring Starbucks Coffee Company Store Techs LLC Storefloors TCDC The Greeby Companies Trader Joes Uniglo Warwick Construction Westfield Whole Foods Window Film Depot Z-Gallerie

10.

11.

12.

14.

13. 1. G racie Morris, Nuwa Stone Inc; Pegah Grossi, NuWa Stone Inc; Amanda Malson, NuWa Stone Inc; DeWayne Adamson, Pantera Global Technology 2. Rachel McConneell, Adopt a Highway Maintenance Program; Robert Davis, Adopt a Highway Maintenance Program; Priscilla Chagoya, Adopt a Highway Maintenance Program 3. Craig McNabb, Warner Bros. Design Studio; Hannah Hieu, Westfield; Jay Soule, Federal Heath 4. Daniel Cardinal, Crescent Canyon Real Estate; Will Vogt, Crescent Canyon Real Estate 5. Kent Moon, Lakeview Construction; Matt Vincent, SPECTRA Contract Flooring; Reynaldo Osegueda, JLL; Dan Materman, Elro Signs; John Stallman, Lakeview Construction 6. Rick Collins, Prime Retail Services; Adam Wemhamer, Schimenti Construction; Ryan Mourhess, Schimenti Construction

7. Tony Poma, Poma Retail Development; Chris Love, JLL; Steve Spencer, representing Dean & Deluca 8. Tim Theroux, Mats Inc; Lance Smith, Consultant 9. Brady Titus, Lemonade Restaurant Group; David Corson, CCR 10. Jennifer James, Warner Bros. Studio Facilities; John “Smitty” Smith, Warner Bros. Studio Operations; Kelly Geiger, Warner Bros. Special Events 11. Amy & Raul Perez and Lisa McShane from the LA Dodgers 12. Kathryn Largent, Skechers; Shane Hekman, Kingsmen Inter. 13. Pegah Grossi, NuWa Stone Inc; Stephen Hekman, Kingsmen Inter; Julia Versteegh, Storefloors; VJ Rodriguez, CentraCal Properties; Gracie Morris, NuWa Stone Inc; Craig Foster, PlayNetwork 14. Amy Fu, Forever 21; Emily Chau, Forever 21; Jennifer Kong, Forever 21

NOVEMBER : DECEMBER 2018 — COMMERCIAL CONSTRUCTION & RENOVATION

INDUSTRY NEWS

INDUSTRY EVENTS • CCRP

1. P atti Nelson, Inter Coffee & Tea LLC; Spencer Trombley, Inter Coffee & tea LLC; Ashley Hellman, Inter, Coffee & Tea LLC

5. Walt Watzinger, Warwick Construction; Samra Savioz, Marco Contractors

2. Karen Groffier, Starbucks; Kelly Kane, Starbucks

6. J enny Brown, Barry’s Boot Camp, Steve Spencer, representing Dean & Deluca; Brianna Edwards, Barry’s Boot Camp

3. Don Skorupski, Construction One; Joe Cocuzzo, Los Angeles Dodgers

7. Joe Scaretta, CS Hudson; Jodie Susi, Powerhouse Retail Services

4. Nicole Simon, Sargenti Architects; Hannh Hieu, Westfield; Valerie Henderson, Westfield; Ashley Hellman, Inter Coffee & tea LLC; Christina Pickett, Harbor Freight Tools; Melanie Gifford, Sargenti Architects

THANK YOU TO OUR SPONSOR: 20

Warner Bros. Design Studio Burbank, CA Craig McNabb, VP 4000 Warner Blvd., Bldg. 44 Burbank, CA 91522 Ph: 818.965.1815 www.wbsf.com • craig.mcnabb@warnerbros.com

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

CIRCLE NO. 14

50(+) years strong... Why Wawa is built for the future 22

COMMERCIAL CONSTRUCTION & RENOVATION â&#x20AC;&#x201D; NOVEMBER : DECEMBER 2018

By Michael J. Pallerino

ll day, every day. That’s the Wawa Way. In truth, the mantra means different things to different people these days. Founded in 1902 by George Wood, Wawa started out as a dairy, servicing the people in and around Philadelphia’s suburbs. In 1964 Grahame Wood opened the first Wawa store. Now, as the place for gas, cigarettes and those beloved made-to-order hoagies and sandwiches, Wawa carved out its niche as an integral part of people’s daily routine.

While you can still find traditional staples in every location, Wawa now features new convenience and food service innovations like Tesla charging stations, touchscreens for easy ordering, kale salads and new offers like the Wawa Reserve Coffee line. Wawa’s latest round of expansion is focusing on, what one news story reported, as the newest place for “health-conscious, gourmet-inflected, casual-lunch options.” And so that’s Wawa today. The company’s logo that features the Native American word for the Canada Goose found in the Delaware Valley continues to usher in a new way of doing business for a loyal customer base located in Pennsylvania, New Jersey, Delaware, Maryland, Virginia, Florida and Washington, D.C. Commercial Construction & Renovation sat down with Terri Micklin, Director of Construction, for an inside look at where the Wawa brand is heading.

NOVEMBER : DECEMBER 2018 — COMMERCIAL CONSTRUCTION & RENOVATION

50(+) YEARS STRONG... Give us a snapshot of the Wawa brand?

Wawa is a brand that grows with you through your life, and along that journey builds deep and meaningful connections. This makes us much more than a convenience store or restaurant to go; it makes us a part of your community that you grow to depend upon. Wawa tries to have a positive impact on your day. This and many more reasons supports our purpose which we define as: “Fulfilling Lives Every Day, for our Customers, Communities and Each Other.”

What are the biggest trends (and challenges) driving your market segment?

The American public is redefining how and when they eat and their definition of convenience. In many markets, you can get food from any type of restaurant brought to you within 30-minutes, groceries within hours, and any other whim fulfilled within a day or two. Wawa wants to be the brand that meets you where you need us whether that’s along your commute to work, close to home, or bringing our great food and beverages straight to your door.

We bring a store to market inside of six months from the date we break ground to when we open. Within 10 to 15 years, you can expect a full remodel to make sure the store is as beautiful today as it is the day we opened.

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CIRCLE NO. 15

50(+) YEARS STRONG... What are today’s consumers looking for in your market segment? I think that consumers across all segments want to really know a brand and have seamless and clear experience however and whenever they engage. That may be an in-store experience, a mobile app, a friendly interaction with an associate, or somewhere out in the local community.

How does your location cater to these needs?

We have built our brand around trust that dates back more than 100 years to our “doctor certified” dairy products and

While design and construction is still run through very traditional methods, we are seeing AI changing how buildings are designed and technologies such as printed buildings actually becoming part of the vernacular.

home delivery of milk, and we continue to build upon that today. Wawa is always there when and where you need us. That also informs our growth strategy around locating our stores across our geographies to expand our presence.

Take us through your construction and design strategy.

Our stores are designed to bring concepts of friendliness and cleanliness to life. From a welcoming entrance where you almost always will have someone hold the door for you, to the easy to use ordering screens that Wawa pioneered long before iPads were commonplace, to the abundant coffee bar where you can fix your coffee exactly how you like it, the store enables the experience. And our construction and maintenance are meant to create the stage with high grade materials such as terrazzo floors, and quartz countertops. We bring a store to market inside of six months from the date we break ground to when we open. Within 10 to 15 years, you can expect a full remodel to make sure the store is as beautiful today as it is the day we opened.

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

We are always focused on how the economy and international markets impact the construction industry. In economic growth periods we tend to see a big construction boom which puts a lot of demand on the skilled labor trades. When you couple that with changes in trade regulations and tariffs, it can put a lot of pressures on the cost of construction, availability of materials and quality of the labor force. We work tirelessly to insulate our program from those external influences by putting skilled Project Managers on every job and sourcing a lot of the construction materials directly to guarantee supply and maintain quality. Our build plan of over 160 projects per year are staffed by a Wawa team of 28 construction professionals partnering with great contractors across our market areas.

Talk about sustainability.

Sustainability and corporate stewardship have been part of our program since inception and

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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50(+) YEARS STRONG... we focus on it because it is part of our value structure of “Doing the Right Thing.” Where we can we recycle our construction debris, we use recycled materials, install high efficiency systems, and use 100 percent LED lighting. We also work almost exclusively with local and regional companies so that the men and women building our stores are also members of the local community. That keeps jobs, revenues, and taxes in the community. What we build locally, benefits locally.

What do you see as some of your biggest opportunities moving ahead?

Innovation is at an all-time high across all retail markets. While design and construction is still run through very traditional methods, we are seeing AI changing how buildings are designed and technologies such as printed buildings actually becoming part of the vernacular. While these are still not market standard, the opportunity to leverage new technology to speed construction is definitely coming at us very quickly. We have been using building automation systems for years now but are now beginning to see stores become fully connected. As we invoke some of this newer technology, our stores will literally be able to tell us what they need.

Are you optimistic about what you see in the construction sector?

I am absolutely optimistic because we are seeing growth across the industry. While that is putting pressure on the labor force right now it is also creating new opportunities and demanding that the industry

adapt and change. We are also seeing a lot more innovation in materials, making them lighter and easier to install than ever before.

Why did you pick the locations you did for your stores?

We have a very experienced team of real estate managers that live and work in the local communities where we place our stores. We combine that local knowledge with robust analytics to select the locations for each one of our stores.

What is your growth plan?

We are very focused in growing in our six state region of New Jersey, Pennsylvania, Delaware, Maryland, Virginia and Florida. Our growth rate is very consistent year over year and we are looking to add 50 or more new stores per year for the foreseeable future. In the next year, we will open both the Ocala and Miami-Dade markets in Florida. In the past few years, we’ve also begun to grow more in the urban markets, opening stores in Philadelphia and Washington, D.C.

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

Great people serving greater products. Earlier I mentioned that the store is a stage. The associates are your performers, creating the great experience that makes your customers want to come back again and again. The recipe is easy to state, but hard to create. You need a great environment that supports and reflects the products you are serving and provides the venue for your associates to make a positive

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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50(+) YEARS STRONG... memorable impression on each customer. It doesn’t hurt to have really craveable food too—you can’t resist a Gobbler hoagie on a cold Autumn day.

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

Our growth rate is very consistent year over year and we are looking to add 50 or more new stores per year for the foreseeable future.

Every day it is making sure that my team is setup for success and that runs through cycles each year. Right now, we are making sure we have our budgets and plans set for 2019 and have the support we need to execute with excellence. We have a few new team members this year (thanks to quite a few promotions that happened) and we are really putting energy behind getting them the training they need to be fulfilled in their jobs. We are also working on enhancements to our analytics programs that will help us find process improvements so that we focus on areas of biggest impact.

Describe a typical day.

My day starts at home with my husband and two amazing daughters, getting them ready for their day. When she lets me, I walk my fourth grader to school before heading into the office. During the day, I

move from meeting to meeting: contract reviews, design or innovation topic meetings, mentoring sessions, and working as a board member for The Wawa Foundation, our charitable 501c3 organization. I try to get out into the field to visit job sites at least one week out of the month across all of the geographies we cover. My day usually ends with a dinner with the family followed by coaching a soccer practice or getting my kids off to their music lessons before some final homework and bedtime. There might be some late night email catch up thrown in for good measure as well.

Tell us what makes the Wawa brand so unique?

There are a lot of elements of the Wawa brand that make it stand out, but it is all powered by our ESOP (Employee Stock Ownership Program). Our company is over 40 percent owned by the associates who work for Wawa—both in stores and in our corporate offices. Every associate thinks and acts like an owner because we truly are owners. That dedication is what drives us every day to deliver the best possible experience to anyone and everyone that visits our stores or interacts with the Wawa brand. CCR

One-on-one with... Terri Micklin

Director of Construction, Wawa Inc. What’s the most rewarding part of your job?

Watching members of my team grow and succeed. Construction can be unpredictable and we face a lot of challenges, but seeing the team work together to overcome those challenges, support their peers and succeed in their professional lives provides the greatest rewards. In the past year, I had three team members get promoted. A small group of my team was acknowledged with a “Values Award” for rebuilding a store associate’s home, on their personal time, that was damaged in a recent storm. Those small moments make the difference.

What was the best advice you ever received?

My father provided me with two of the best pieces of advice I ever received. He worked his way up from a sales person to a vice president and told me the key was to surround yourself with people smarter than you that you trust and then

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

listen to them. It is the simplest guideline to how to build a great team. He also told me never to live where you had to cross a bridge to get to work every day. Great advice if you want to be balanced in spending time at work and at home and not just behind the windshield.

What is the true key to success for any manager?

Don’t manage – listen and lead. If you build a strong and capable team, you should simply need to provide them with the vision and strategy and let them selfmanage. You may need to redirect once in a while but more than likely, the team will trust you and rise to any challenge.

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‘My story’ Attendees share why (and how) they do what they do

e often hear about their to-do lists. How they pull together everything together when the project needs to get done. Or how they are able to deliver just what their client needs and when. But how did they get to where they are? How did they climb the ranks in what is a primarily male-driven industry to be the decision-makers and caretakers of the line items on their lists? In what was one of the most introspective roundtable discussion we have

ever embarked on, we asked leading female executives across the retail, restaurant and hospitality sectors attending our 2018 Women’s Retreat to share their stories. Following is not only the final recap installment of the three-day event held in at The Hyatt Regency in downtown Buffalo in August, but a inside look at the real stories of why the commercial construction industry is their home.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

Colleen Biggs

Lauren Bishop

Kim Bowling

The Little Gym

Beam Team

Under Armour

Marilyn Brennan

Kelli Buhay

Kelly Burnette

Egan Sign

Retail Maintenance Specialists

F&D Commercial

Aly Chally

Amy Fu

Jennifer Grieser

Aaron’s Inc.

Forever 21

Tuesday Morning

Fatima Hakim

Karla King

Jennifer Kong

Loro Piana

EBI Consulting

Forever 21

Melissa Mannetta

Sabina Ramsey

Lido Lighting

Insight

Bernice Radle Buffalove Development

Laurie Schindler

Amanda Scott

StoreCrafters, Inc.

Orscheln Farm & Home

Penny Sengstacken

Amanda Whitley

Tricarico Architecture and Design PC

GameStop

NOVEMBER : DECEMBER 2018 — COMMERCIAL CONSTRUCTION & RENOVATION

‘MY STORY’ Jennifer Grieser, Tuesday Morning: I started my construction career with a major restaurant company back in 1998 as a project administrator. I quickly realized that if I were to excel in this career I would have to adapt to the corporate culture and industry. I was young and new to the industry. I found myself working with people who had shoes older than me. The dynamics of my new environment was foreign to me. I knew I would have to make my own path for career development while navigating politics and bureaucracy. I made sure to ask to attend meetings that may not necessary have been in the scope of my immediate job, and requested the tough challenge of updating and improving the process and the corresponding documentation. I had to find ways to learn the industry and identify best practices. Six months later, I was promoted to Construction Administrative Services Manager. In 2008, I was part of a massive recession related layoff when construction across the industry came to a screaking halt. I landed at a general contractor company as a Development

It has been really great to work for an organization focused on finding people’s strengths and promoting them based on their skills and hard work, not just tenure. – Karla King, EBI Consulting

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

Services Manager responsible for permitting, due diligence, legal and licensing, and project management for small remodels. This was a side of the business I was never exposed to before. I was going to have to fake it until I made it. I quickly identified my mentors and gratefully was able to tap into their knowledge. It doesn’t take long once you get over the fear of asking questions and doing research. The next step in my career was to take on the program rollouts. So, I joined a nation-wide facilities maintenance company to assist them in starting up a construction and program rollout division. I took on a large C-Store client’s programs and learned how to management rollouts for a massive number of locations at the same time while being able to report back the progress weekly. It was a new and challenging adventure for me and, I loved it. I started to notice a pattern of taking on opportunities that I were not 100 percent aligned with my skill set at the time. Though I went through periods pretty far outside of my comfort zone, I realized that this was how I was going to development myself and mold myself to the industry.

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‘MY STORY’ The next step in my career was to move into retail and run their project department. After rolling out Projectmates, a cloud base project management software, to help the team manage and report our pipeline, I took on the Facilities department. I enjoyed solution management so much through out my career that I joined the Projectmates’ team in October. I can now use the all the skills and tools I adopted to now helping others with their location’s life cycle. Sabina Ramsey, Insight International: I have a little bit of a different story. I’m from Sweden. I had a very successful career there. I started out in research. I was going for my Ph.D. I became involved in a research project around racism. I was a co-author of some scientific reports and articles. I made a decision during the IT boom that I wanted to get into IT. I was very fascinated about where internet was going. I took a mid-job at one of the largest medical universities in the world, Karolinska Institute. They are involved with giving out the Nobel Peace Prize. Next, I worked for one of the largest unions in Scandinavia as their second in command, conducting feasibility studies and figuring out how they could service their members. I was fired on my 30th birthday. I walked in with a home-baked cake and went home in tears. But it was a good life change because I realized that I will never work for anyone who treated people like that again. I love my job. I work hard. I remembering saying, “From here on, I’m going to take my life and drive it forward on my own initiative. I’m going to create a life that I want.” At that time, I had two children. Fast forward a little bit, after my husband received his Ph.D., we landed an opportunity to come to the United States. I decided that I wanted to work with design and web development. Today, we are doing more and more strategic branding. I’m tying it into my research and my strategy capabilities. I’m also a Type 1 Diabetic, which has pushed me forward. I’m just not going to take crap from anybody. So every time I cry in my pillow, I put my big pants on and say, “Let’s do it. There’s only one person you can count on, and it’s you.”

After the construction crash in 2008, I started with Under Armour in 2009. At that time there were only 15 owned and operated Retail locations in North America. Today in the U.S. and Canada we have 179 locations.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

– Kim Bowling, Under Armour

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‘MY STORY’ Kim Bowling, Under Armour: Before starting at Under Armour I was a Tenant Coordinator for 13yrs for a Baltimore based Construction & Development firm. After the construction crash in 2008, I started with Under Armour in 2009. At that time there were only 15 owned and operated Retail locations in North America. Today in US and Canada we have 179 locations. My current boss and mentor Tom Walsh had started a year earlier and was wearing all the hats for development, design, construction and facilities while trying to build process and procedures by himself. I shared my work experience and asked how I could help. I took over the Facilities Management and Special Projects portion and built the business to what it is today. My team of four are currently a part of the NA Store Development team. We are an industry leader utilizing the Service Channel platform.

things good for the stores. That’s where I grew up - in GameStop, so I try to let that be my guiding force. Today I run our sustainability program as well as do strategic sourcing for a couple of other categories. I was handed energy as a category to manage, and I was like, “Well, we are a Fortune 500 company—we should have a robust sustainability program.” My boss was very supportive and just encouraged me to be tenacious and run with it, and it’s very real now – doing lighting retrofits, changing store behavior – all of that leading into this green story I get to help write. It’s very rewarding and I’m so thrilled to have been able to make this journey with a company that I love. Lauren Bishop, The Beam Team: Like Amanda, I went to college for something else. I was an art history major. My Dad said, “What the hell are you going to do with that?” Fortunately for me, I suppose, Hurricane Hugo came through Charleston, South Carolina, and shut down the college. There was also no place to work, so I moved to Atlanta and started working for The Home Depot. I was in outside garden schlepping pine straw and hay, loading and unloading cars with plants. I was having so much fun and thought it was the best job ever. Over the course of the next three years, I moved to Rhode Island, Texas and Massachusetts. I noticed there were all these people in our stores servicing different lines. It looked like fun, so I started asking questions on how to get one of those jobs. The first company I talked to was The Beam Team. It was Pro Marketing back then. They were not hiring at the time, but another company, Sunbelt Services, was and the rest is history. I’ve been in this industry since I was young. Now, I’m old, but this is where I grew up. I have held the role of VP of Operations for the last two companies I worked for and hope to do the same at The Beam Team. I look at it as “controlled chaos” because every store is different, every project is different and there are many different personalities involved. I love that aspect of it. I love working with my team and developing them into a better version of themselves.

Amanda Whitley, GameStop: I have been with GameStop for 10 years. I started when I was in high school in a retail store as a seasonal cashier, so my role has changed a lot. It was only supposed to be a high school job. Then I went to college for photography, which of course is not at all related to what I do today. When I graduated college, I was still at GameStop, so I decided to see what else I could do there – how far I could go with a company that I had grown up in and that I was so passionate about. I went into our district manager training program and saw a life ahead of me in multi-unit management – in field operations. While I was in this program I got to participate in an event at our corporate office – a group interview almost. I am thankful every day that my now boss – the senior director of procurement saw something in me that caused her to ask me to interview for a buyer position. I didn’t even really understand the full function of what I would be doing, but the thought of being able to work at corporate and being able to influence the entire company really appealed to me. I wanted to make things better and had the “street cred” to do it. She had a lot of faith in me and brought me onto her team. So when I came into the position, I was a little bit judgmental about what corporate does. I questioned more - I have been on the other side of the ivory tower. I tend to speak my mind, and advocate for the store managers that at the end of the day pay all of our salaries, but that willingness to be the voice has allowed me to be successful in my role and – Penny Sengstacken, have been promoted again in my time at Tricarico Architecture and Design corporate. I am so passionate about making

Although, I did start at the bottom, I’ve worked way up to project manager. Happily, I have had the opportunity to manage a variety of retail projects and some office projects, too.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

Amy Fu, Forever 21: This is actually my first official job after school. It’s more like the job chose me instead of I chose the job. I have learned a lot over the past year. I didn’t even know what GC stands for a year ago, but now my team coordinates sourcing, ordering

CIRCLE NO. 21

‘MY STORY’ and delivering all fixtures, NSOs, supplies, visual merchandises for all Riley Rose stores.

The first company I talked to was The Beam Team. It was Pro Marketing back then. I’ve been in this industry since I was young. Now, I’m old, but this is where I grew up. – Lauren Bishop, The Beam Team

Marilyn Brennan, Egan Sign: Most people would think that I have been in sales forever, however, I graduated college as a board certified elementary education teacher. I like to say I use that degree every day. When I started my post college job search, I couldn’t believe how hard it was to find a teaching job. You needed to know people on school boards or have some network of referrals. Needing a paycheck, I utilized my summer job business skills and took a position as an Office Manager of a compressed gas and welding supply company. I didn’t know anything about the industry, but I knew I would figure it out. After the welding supply company, I worked for a real estate developer and learned how to read blueprints, that lead me into project management at a retail fixture manufacturing company, which was the start of my career path. I have been in the sign industry for 11 years as a project manager, director of project management and now as director of business development. The common denominator in all these fields is the customer. Understanding the customer has been the key to my growth and success. It has only been three years since I’ve been in sales and I am very passionate about working for a solution based, client centric company. Our company is primarily comprised of women. It is an extremely supportive team environment. It is so rewarding to be able to pass on my knowledge and insights and watch this group celebrate each other. I often reflect on with the skills and knowledge that I have acquired over the years. You must be willing to learn, fail and ask for help. Aly Chally, Aaron’s Inc.: I received my BFA in Interior Design from the Illinois Institute of Art, so I always knew I wanted to be in the design field. I didn’t know retail design could be a career path until I started at Sears and Kmart. I was there for a year as a contractor and after the year was up I went to Walgreens. It was my second retailer and I enjoyed store planning. I liked creating spaces for customers.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

Â» CCRS 2019 SPONSOR

CIRCLE NO. 22

‘MY STORY’ The last thing I ever wanted to do was turn tail and run, because it would have felt as though I’d failed. I replied, “No, I’m an independent woman, I’m a professional, I can handle this on my own.” I’m so thankful for the support system that I had, but I really wanted to be able to look back at that period of time in my life and remind myself that I got to where I am now because I made it so.

In 2014, I got a really great opportunity to move to Colorado to work for The Sports Authority. The first year I was there I got married. I bought a new house and was living the perfect life I’d always dreamed. Seven months later, my husband died suddenly. A few months after that, I got laid off. I was standing at this precipice of uncertainty. What do I do? I’m 25. My entire family lives in Illinois. I’m stuck in Colorado with a mortgage I can’t afford, no job and now I’m a widow. I had to pull myself up by my bootstraps. It was not what I wanted my life to be. I liked my job and I wanted to stay in retail. Determined to rebuild my life, I did a nationwide job search. I found Aaron’s and was hired during my phone interview. I sold my house the next day and I was gone. I moved to Georgia two weeks later. I started as a store design planner. About five months after I started, I was promoted to manager of the entire store planning department. It took a lot of ambition and a lot of perseverance. I remember, the first thing that anyone ever asked me after my husband passed away was, “You’re moving home, right?”

I learned at a really early age, coming from a divorced home, that you have to rely on yourself. My father owned his own businesses for pretty much my entire life. He taught us from a very young age to work hard. – Colleen Biggs, The Little Gym

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

Kelly Burnette, F&D Commercial: My career life started in early childhood education, but I decided to take a pause and step out of that life when I chose to have children of my own. I stayed home full-time with my children for eight years before returning to the work force. I’m a big believer in being in the right place at the right time and along this journey, there were several of those pivotal moments that got me to where I am now. I love networking, so while I was at home with my kids, I volunteered a lot and I joined the PTSA board at their elementary school. As it turned out, I needed to recruit somebody to be our treasurer. I reached out to a girlfriend to recruit her to volunteer and join me on the board. She agreed, if I would in turn agree to help her out. Her husband was trying to grow his business and needed someone who could do takeoffs and estimating and she thought that it would be the perfect job because I could do it while the kids were in school. It instantly felt like home for me. I grew up in a family of contractors that were masons & bricklayers, so it felt like a very natural fit for me to land in the commercial construction arena. The company that I was estimating for purchased another company that focused on providing installation services to numerous retailers in the home improvement sector. They hired me as an account manager, and I got into project management and the installation side of the business. I didn’t know anything about flooring or installation at the time, but I learned quickly. I would read trade publications, attend manufacturer training sessions, and go visit my jobs and get my hands dirty with the contractors onsite. I’d ask why they were doing things the way they did, and how things worked. I wanted to learn everything that I could, so that I could see things from their perspective and be successful on both ends of the spectrum.

Â» CCRS 2019 SPONSOR CIRCLE NO. 23

‘MY STORY’ My career started with Orscheln Farm and Home. I grew up on a farm in Missouri girl, so I was always familiar with the company. I started part-time job right before my senior year of high school when I was 16 years old.

Kelli Buhay, Retail Maintenance Specialists: I don’t really have a traditional story about going to college, though I did. I went to college full-time and worked fulltime, in my early 20s, I studied lithography at New York Tech in Brooklyn. I thought I wanted to get into the printing industry and become a scanner operator, basically sitting in a dark room, by myself, eight hours a day. Thinking back, I must have been nuts? Once I finished college, I was still running a hair salon and working two other jobs, selling Art Auctions for fund raisers and a privately held real estate company, I enjoyed everything that I did and it kept me busy. I eventually moved to New York for a position in sales that I was solicited from one of the clients of the hair salon, selling accessory gifts to the mass market. I eventually – Amanda Scott, Orscheln Farm and Home went to work for Minolta Corporation in sales on the East Side, 47th to 51st Street. I beat the sidewalks, knocked on doors and cold called. My salary was $12,000.00 a year when I first started however my rent was $1,400.00 a month, thank goodness for commission. I continued to grow with the company as I went from Sales to National Sales trainer, traveling the country training new sales representatives and expanding on new product for existing representatives. I was then promoted to open up a new office in Boston, as I wanted to work up the corporate ladder. It was requested that I stay for two years, then they asked me to stay an additional year. Funny thing happened that 3rd year, I met my husband, skiing in Vermont. I bypassed returning to New York and transferred to Atlanta where he lived. I had been with Minolta Corporation for 14 years, 5 titles and lived in 3 cities when I quit once they were purchased by Konica. commercial division. It was a highly intriguing, entrepreneurial opporI was enjoying the time off when I was contacted by Elro Signs, tunity that I very much wanted to be a part of helping to develop and I didn’t know anything about signs. I had worked in retail, but that grow. It was a very hard decision to leave a company like Assa Abloy was about as close as I came to signs, so I learned. I represented and we had many subsequent discussions about a role on his team, 2 locations in Atlanta and Gardena, CA, I was with them for almost but ultimately I decided to make the leap to join them. I was in the seven years until I become ill with cancer. I took a leave of absence right place at the right time and grateful for the opportunity. and never went back. I eventually went back to work for a local HVAC It has been a little over two years, and it has been an amazing company and despised it. adventure to be a part of such tremendous growth. Every day has its That’s when my colleague, Gina Noda reach out to me, her challenges and opportunities and every day I look forward to what’s to brother Damian Romeo of Retail Maintenance Specialists & Concome. It’s the first job I’ve ever had that’s doesn’t seem like a job at all. struction wanted to hire her and she in turn reached out to me to get I love every component of this role – especially developing & growing me back into the industry. Prior to coming on board, Retail Mainrelationships with our esteemed partners. I feel truly blessed to be a tenance Specialists’ growth was all organic. To date, 4 years later, part of the F&D Commercial team! we have more than doubled in size in volume across the board. We Floor & Decor was initially one of my accounts with that company. I was so impressed with every store that I partnered with. I was really drawn to the people and the positive culture and environment. I knew I wanted to work for them at some point, in some capacity, but didn’t initially see a path. Life took a turn, as it often does, and I left my role to go work on the hospitality team Assa Abloy Hospitality, a global multibillion-dollar company. Although all of the positions that I held to that point in time had a sales component, it was my first position that focused soley on commercial sales. I loved it. I learned so much about the commercial industry, and hospitality in particular. One day, I ran into one of the SVPs of my prior company at one of the F&D store events. He happened to have an exciting new role with Floor & Décor, launching their

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

CIRCLE NO. 24

‘MY STORY’ rebuilt the website, implemented state of the art electronic software designed for the facility industry to streamline the business and giving our clients complete versatility on communication. We have since moved, expanded 3 times for our growth and additional employees. We now have a fleet of trucks. I love the team we have built and we all have the same goal, Happy Customers! There have been times when I’ve been told to stop working, as we never want to fail a new client due to the exceptional growth. That’s the first time in my life that’s ever happened. It’s a good fit, now for our next goal.

people’s strengths and promoting them based on their skills and hard work, not just tenure. Jennifer Kong, Forever 21: I started at Forever 21 in the Accounts Payable department. But after a year or so, I realized that a job in accounting was not for me, and I was ready to move onto something different. For me, it seemed that my duties and tasks were very repetitive day in and day out. I discussed this with the VP of Finance at the time, and she actually recommended that I transfer to a different department within the company that would fit me better. There was an immediate open position in the Purchasing department. I interviewed for the position, and it sounded interesting and different so I decided to try it out. When I entered the Purchasing department, the teams were divided so that the fixed fixtures and construction materials were handled by one team, and the movable fixtures and visual elements were handled by another. I was assigned to the team that covered the fixed fixtures and construction materials. This position kept me very busy and I really enjoyed it because my work entailed different projects for different regions with different vendors. I was also able to have a role in the creative side of the company as we worked closely with our Interior Design department to develop new materials and fixtures. During my six years with this team I worked my way up to help supervise the team with the assistant manager at the time. By then, the director of our department was replaced by someone new, and she had decided to reorganize the department. After merging the two teams that handled all of the construction, fixture and visual items, they gave me the opportunity to manage that team. It has now been two years since I took this role, and this year will be my ninth year at Forever 21.

Karla King, EBI Consulting: I wanted to be Erin Brockovich when I was growing up: I wanted to take out the big polluters. That’s what drove me to look for colleges in the environmental field and decide to get into the world of civil engineering. I wasn’t a hardcore “tree hugger,” but I wanted to find a balance between the two. I went to Northeastern, graduated with four to five job options, and ultimately took a job with one of my mentors from a previous internships. But I didn’t fit the stereotypical engineer mold in terms of personality, and I was a woman. “What have I signed up for?” I asked. I went to grad school in engineering management on nights and weekends while working full-time. It was difficult being in a male-dominated industry, and I struggled with the hierarchy that many of these firms have. I was getting very little mentorship in management from people who were supposed to be my superiors and my inspiration. I went back to school again and decided to get my law degree. Again, I did it at night, finishing in three-and-a-half years doing summer and night courses while working full-time. I remember driving home from a construction site being miserable. I was in an engineering field dealing with contractors and engineers and everybody was a curmudgeon. It was then that I received a call from a recruiter, somebody I had known from industry networking events: there was an opportunity with EBI. They were breaking Amanda Scott, Orscheln Farm and into the retail space and trying to grow the Home: My career started with Orscheln environmental health and safety portion of Farm and Home. I grew up on a farm in the company, breaking into life sciences Missouri girl, so I was always familiar with and healthcare. This was fascinating to me. the company. I started part-time job right – Marilyn Brennan, Egan Sign When my boss left a few months after I was before my senior year of high school when I hired, he recommended that I take over the was 16 years old. environmental health and safety group. I attended the University of Missouri Columbia while still working I put my nose to the grindstone to make the group a success. It at Orscheln Farm and Home part-time and obtaining my degree in has been really great to work for an organization focused on finding Agriculture Systems Management.

Understanding the customer has been the key to my growth and success. It has only been three years since I’ve been in sales and I am very passionate about working for a solution based, client centric company.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

CIRCLE NO. 25

‘MY STORY’ When I graduated, I continued my career with Orscheln Farm and Home. My district manager knew I enjoyed retail and working with people, so I trained to become a store manager. After training, I was a store manager for two different locations before a promotion to District Manager. I relocated to Southeast Missouri, where I supervised 12-13 locations in Southeast Missouri and Arkansas for ten years. Three years ago our company added a position for a Director of Visual Merchandising. It sparked my interest for a number of reasons being mainly a new challenge in a different area and I would be relocating closer to my family. After getting settled into my new job there was many challenges learning and new initivates to implement including new interior/ exterior signage, updating store layouts, and store presentation. In August of 2018 I started a new challenge as the Divisional Director of Softlines for the company which has a whole different set of challenges that I’m excited to face! Melissa Mannetta, Lido Lighting: Growing up, I actually wanted to be Angela Bower from the TV show “Who’s the Boss?”! I wanted to be an advertising executive and have Tony Danza live

marketing campaign. We can switch it out in 10 seconds. I grew to love the digital world, and how light can transform a space. Similar to some of you, I was looking for a new challenge as well as a more positive work environment. When I met Bill Pierro (Lido Lighting), I immediately felt that we would work well together and I was so impressed by his enthusiasm for all things lighting. I could tell right away that I would learn an immense amount from Bill and his team. It’s a great feeling to be inspired daily, and to be a part of such a wonderful team of people. My focus now is to continue to build strong relationships with retailers, designers, and everyone I meet in the construction field. I’m learning about so many new technologies in LED and the controls that run them, while also learning from our clients how to best serve their needs. Creating solutions that are cost effective, while also staying sustainable and effective is my new world. Colleen Biggs, The Little Gym: My story is a lot different. I had a chaotic childhood. I learned at a really early age, coming from a divorced home, that you have to rely on yourself. My father owned his own businesses for pretty much my entire life. He taught us from a very young age to work hard. I was delivering PennySavers when I was 8. I had a paper route by the time I was 10. I cannot remember a day in my life where I didn’t have some kind of job. I’ve never been fired. I’ve never been laid off, but I have struggled through the nervousness of working for companies during downsizing. It has always been humbling. I started doing sales and building relationships. I went to work for a phone company and began working with outside vendors and contractors. I handled all of their accounts. After they were bought out – Amy Fu, Forever 21 in a merger, I want to work with a contracting company in Arizona. They wanted me to come in and figure out how they were losing so much money in their BSW division. I ended up saving them $1 million in the first year. They just had no organization in this area. Once that was solved, I moved on to the next role they had. They were opening up another area in the East Valley. I opened up that store. After that project, I looked for the next opportunity. I kept chasing the next thing. I felt guilty because I wasn’t the typical “stay-at-home” mom, so I decided to get a part-time job. That lasted a week. I just wasn’t the stay-at-home mom type. That’s when I found The Little Gym job online. I called and told them I needed the job, and that staying home with my children wasn’t satisfying to me. They saw my résumé and knew what I was capable of doing. Within the first year I moved around with several positions. I learned a lot about myself and that I was drawn to people. Over time my inspiration, expertise and influence helped them realize their greatest potential. I’m grateful to be blessed to work with such wonderful Franchisees. It’s what I love to do.

This is actually my first official job after school. It’s more like the job chose me instead of I chose the job. I have learned a lot over the past year. with me to run the household! At 19, I was blessed to work as an intern in the marketing department of Candie’s and Bongo and it was everything I ever wanted. Eventually, I became a full time member of the team. We worked on ads, photo shoots, event planning, and trade shows. But when I was tasked with helping to re-set a store, I found my love for in store design. I loved being able to change the way the store looked on a Thursday to something totally different on Friday. I started to focus on merchandising and the details that go into the layout of a retail space. After I moved on to a new role, that merchandising skill turned into negotiating for brand space in multiple locations. I liked that part of it–the sales part. From there, I was given the opportunity to manage projects for a New York company that specialized in creating high-end luxury retail window displays. It was great. But when the business started to drip (display budgets started to shrink)—I went into the world of light boxes. Here’s your visual; here’s your

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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CIRCLE NO. 26

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‘MY STORY’ Fatima Hakim, Loro Piana: Unbelievably, I started in fashion. I worked at Condé Nast for one their Brides magazines. I was only supposed to be there temporarily. I wanted to be in fashion. I wanted to be stylish. I organized the fashion closet and did logistics. We used to fly things back and forth to Paris on the Concord! That was how we shipped things back in the day. Their import / export shipping was in disarray – this was in the very early 90’s. None of Penny Sengstacken, Tricarico Architecture and Design: the publications spoke to one another for coordination, it’s a private Design is really my second career, although it was my first choice. company and the publications acted independently of one another. I graduated with a Bachelor of Arts in Human Environment and I knew that I could help coordinate and enhance the process. One Design. I was so excited and proud of myself because I was one of editor sent me down to HR and insisted I ask for additional duties the few in my class who actually had a job since I was juggling so many things, so I upon graduation. took over logistics. I started working with I moved to Marion, Ohio, located at the the fashion departments and doing all the corner of West Virginia, Ohio and Kentucky, shipments and logistics – Carnets, TIBs imto work for a small family owned commercial port and export. That role segued into me design company. The Sunday before I was doing purchasing and strategic sourcing supposed to start work, there was a knock and eventually Facilities. at my newly rented apartment door. It was I worked there for nearly 20 years. It the owner of the design firm. The company was an incredible workload and a once in a had lost a large contract and I no longer had lifetime experience. One day I realized it was a job. time to switch companies. I reached out to a So, I went back to my small home town colleague and he was planning to leave his in Minnesota and my life took a different current role and asked if I wanted to step direction. To fast-forward, I got married, had into his previous role. It was with a retailer my daughter and moved around following with about 100 stores, but a corporate office my husband’s career and caring for our job, not in one of the stores or Store Ops. daughter. We eventually ended up in New I went from over one million square feet to Jersey, where I started working for a mortabout 20,000 square feet and it was a nice gage company as a receptionist as I needed change. After looking at the way they did to pay the preschool bill. I worked there their internal operations, I reached out with for six months and I was so bored I quit. some suggestions. They eventually had me Instead, the owner offered me a promotion. help with their budgeting. I took it and began a very successful career The next thing you know I am working in mortgages. with 101 stores in my home office increasFor a long time, I was happy at this job. ing my workload exponentially. That retailer I was helping people clean up their credit eventually fell victim to its competitors went and reduce their debt. But the industry out of business and the liquidators came in. – Jennifer Kong, Forever 21 changed. I decided that I just could not work I wanted to learn how a liquidation was done in the mortgage business anymore. I decidsince it was going on everywhere, I figured if ed to follow the dream I had when I was in college, to work in comI’m going to be in retail I should get a handle on the dark side of the mercial design. Soon, the 2008 credit crisis, caused by high default business as well. I worked with my employer and with the liquidators. rates of mortgage-backed securities, confirmed my gut instincts. Shortly afterward it was announced, that a big box retailer was going When I left the mortgage industry, I was an assistant vice presiout of business in Canada and the liquidation team asked if I could dent. Changing careers meant starting over at the bottom. My degree complete the liquidation on my own while they head out of town and had been on the shelf a long time and I’d never worked in the design I happily obliged. At that time, another retail company reached out to field. So, I took a course at a technical school to learn AUTOCAD, me on LinkedIn and asked if I wanted to manage the FM within their ignored the reasons why it wouldn’t work, and started looking for a Store Operations team. After the liquidation and the closing of the job. It was challenging, trying to find a job. Tricarico saw my business business I joined that retailer and from there I got into the real estate experience as an asset and offered me a position. and marketing side of the business in addition to FM. I was traveling Although, I did start at the bottom, I’ve worked way up to project and attending real estate conventions. I eventually decided that I wantmanager. Happily, I have had the opportunity to manage a variety of ed to focus on facilities and process. retail projects and some office projects, too. I am doing something Shortly afterward, I found Loro Piana and it is a perfect combithat I love and I’m proof that it’s never too late to follow your dream. nation of luxury and retail. I love it. CK Being a part of The Little Gym is being part of something big and worldwide. It’s being involved with children and helping to impact them. Being part of this organization has been everything. It’s a family; we’re all a family. It’s like I don’t have a job. I have an opportunity to help people open businesses and realize their dreams.

After merging the two teams that handled all of the construction, fixture and visual items, they gave me the opportunity to manage that team. It has now been two years since I took this role, and this year will be my ninth year at Forever 21.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

Â» CCRS 2019 SPONSOR

CIRCLE NO. 27

Trending out Retreat attendees identify what to watch as industry heads into new year 52

rowth. New initiatives. Building teams. When it comes to what's on tap as another new year looms, commercial construction executives from across the industry are setting their agendasâ&#x20AC;&#x201D;and then some. In a time when many industry companies are honing their game plans for 2019, agendas and priorities were top of mind during the Commercial Construction & Renovation Retreat's roundtable discussion. Whether its preparing for infrastructure growth, building personnel depth or honing in on best practices, attendees openly discussed the trends and challenges for the road ahead. The roundtable discussion was part of the Retreat, held in September at the 21c Museum Hotel in Lexington, Kentucky. Attendees included some of the industry leading executives across the retail, restaurant and hospitality sectors. Sponsored by Commercial Construction & Renovation, the three-day event offered a series of business meetings and networking events, including a tour of the historical Keeneland Race Track and Mill Ridge Farm. Following is a wrap up of the Friday roundtable, where attendees discussed a number of industry-related topics. This is the first in a two-part series, which will conclude in the January/February issue of Commercial Construction & Renovation.

COMMERCIAL CONSTRUCTION & RENOVATION â&#x20AC;&#x201D; NOVEMBER : DECEMBER 2018

Kevin Bales

Ron Bidinost

Colleen Biggs

L2M Architects

Bubbakoo’s Burritos

The Little Gym

Marilyn Brennan

Isyol Cabrera

Jennifer Grieser

Egan Sign

Focus Brands

Projectmates

Tim Hill

Sean Holmes

John Mcnamara

The Beam Team

H2 Hospitality Group

Bluegrass Hospitality Group

John Ott

David Shotwell

Mark Stocker

EMG

Flynn Restaurant Group

Saninc

Bibi Sukey

Jeff Terry

Brookfield Properties

Prime Retail Services Inc.

David Thompson

Rodney Worley

Which Wich Superior Sandwiches

Automated Cutting Technologies

NOVEMBER : DECEMBER 2018 — COMMERCIAL CONSTRUCTION & RENOVATION

TRENDING OUT CCR: What's the biggest thing on your to-do list today? Marilyn Brennan, Egan Sign: My list includes increasing our business development opportunities. I want to also get more ingrained in our industry to develop better relationships with both vendors and prospects. Other things on my to-do list include adding salespeople to my salesforce to help grow our existing client base and keep existing relationships strong.

Ron Bidinost, Bubbakoo’s Burritos: Okay. Since we are a new brand (10 years old), we are continuing our franchising, which started about two years ago. We currently have 30 locations signed and will be opening the 24th location in a week, so what we’re doing is building our team based around the growth that we potentially will have. We grew eight locations last year and we’re going to add eight more this year. That’s 16 in two years, which is fairly substantial since we started with just 10 a year ago. They were all company-sourced.

We want that interaction. We want to know what’s going on. So from a design perspective, it changes the whole gamut of how you lay out a store. – David Thompson, Superior Sandwiches

So our to-do list is fairly simple: We’re recruiting and taking the best franchise team members we can and working them into the system. Most of our franchisees are first-timers, so we have to teach them how to be a franchisee. To do that, we put together packages that are beneficial, such as selecting service vendors and construction teams, etc., to get them started. Our projects are primarily interior remodels with existing locations. We have to keep the cost down so we can open more locations. Besides finding and developing our new franchisees, we’re looking to build a team of vendors and outside experts to continue to help us grow. Our locations are up to 1,100 square feet. We'll do up to 2,000. Our prime location is somewhere between 1,400-1,500, about 40 seats. We do catering as well. David Thompson, Which Wich Superior Sandwiches: I have a few things on my plate to close out before the end of the year. Sinelli Concpets, which owns Which Wich, recently acquired Paciugo, a gelato concept out of Dallas. The interesting thing from my perspective is we have three existing Which Wich locations that will be co-branded with Paciugo. All three are going to be a big move for us. We’ve been in business for over 15 years and never co-branded, so it’s an exciting

development. And we want to keep growing. Our development is moving along strongly, and we are on pace to keep this trend next year. We’re also going to roll out some freestanding kiosk locations in malls with the Paciugo concept. Jeff Terry, Prime Retail Services: We had a successful 2018, we are ready to head into 2019 with some momentum and goals. We were licensed in 49 states as a general contractor and we have started placing footprints. In addition, we are in Canada with two locations—one in Quebec and the other in Ontario (Mississauga). We've also just completed our first project in Mexico. We’ve also opened up some additional spots in the U.S.— Cleveland and Los Angeles. We're trying to finalize a footprint in Dallas, too. While it's not my direct focus, we’ve also starting to increase our internal resources with more personnel. As we grow, we'll need help with resources. That’s one of the things we’re working on for the remainder of this year and into 2019. Colleen Biggs, The Little Gym International: We are also closing out our year, so we have a few more locations we’re looking to open. We're also focusing on business planning for next year. We opened around 25 international locations and 18 domestic locations this year. I’m currently focusing on consistency with our brand to build equity. That started early second quarter of 2018. I’ve been on the road visiting locations for environment and operational consistency. We’re 40 years old, so it’s time to reflect on our operations to make sure we’re consistent from gym to gym. We are rolling out standard practices in the next two years. Jennifer Grieser, ProjectMates: (a cloud-based project management software) As the role of Senior Solutions Manager, I am building business partnerships and working closely with my clients to understand their challenges and provide the best solutions for them. Projectmates is a configurable software solution that provides our clients with transparency and accountability for all who have a stake in their corporate projects. Tim Hill, The Beam Team: I have a couple of things on my to-do list. We have been growing quickly. With this growth, we are both promoting from within and hiring from outside our company. Over the last few years we have developed a set of values and core organizational principles we operate under. Principles like being a team player, taking ownership, being customer focused and showing creativity. So we’ve spent executive management time ensuring that our people in the field, office and on our executive team all abide by those core principles and values. We want everyone heading in the same direction. In addition, we restructured our company into divisions and within each division are business units. This was primarily to meet our core principle of being customer focused. Our business units are now responsible for clients where we execute similar kinds of work. For example, we have business units for fixture installation, restaurants, hotels or retail rollouts. With our changes we felt that to ensure that our leadership team is working toward the same goals and making the best decisions, each

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

Â» CCRS 2019 SPONSOR

CIRCLE NO. 28

TRENDING OUT our leaders has been assigned a business leadership coach. We have regularly scheduled meetings to improve our personal and business leadership and decision making skills. Last, our financial staff just is now using some economic and pipeline software to help us estimate revenues. For an interior construction and fixture install company, it’s easy to estimate revenues for the next 60 or 90 days, but after that, it is difficult. We don’t get awards from restaurants, hotels or retail much past 90 days. This tool will help. Isy Cabrera, Focus Brands: As we get closer to the end of the year, my to-do includes finishing our 20 remodels by January 31. We also have 10 new construction stores going on right now, so it's a little busy. Sean Holmes, H2 Hospitality: Currently, we’re in the process of disposing of an asset we own in New Hope, Pennsylvania. We expect to do so by the end of the year. We want to exchange the proceeds of that disposal in 2019, into another asset somewhere in either North Jersey or Manhattan. Also, we’re currently closing on a deal with a church in midtown Manhattan where we will demolish the existing structure, build back a church and expand a hotel over it. It’s an interesting project that hopefully will close by the end of the year. We also have two other mixed-use residential/retail projects that we’re working on in transit oriented hubs in North Jersey. We hope to execute a couple more development deals thru 2019.

savings between the time management and finding a substrate that can really work for the things we’re looking for. We also continue to interview new GCs. Our company is really gearing up for the Taco Bell and the Panera remodels. We’re excited to be looking to see what our 2019 dashboard will look like. Mark Stocker, ConstructionJobs Network: ConstructionJobs Network is a boutique recruiting firm with a focus on finding and placing project managers, superintendents, and estimators with general contractors and developers. As a division of SANINC, ConstructionJobs Network brings over 27 years’ experience in finding and placing top talent. For the past three years, ConstructionJobs Network has been part of Sanford Rose and Associates, the 10th largest recruiting firm in the country (according to Executive Search Review). Along with our decision to join SRA, we have invested and laid the foundation for a national expansion beginning with Chicago. In 2018, ConstructionJobs Network launched the Atlanta, Philadelphia and Miami markets. Over the next 12 months, we will launch markets in Cleveland, Dallas, Houston, San Francisco and Los Angeles, which will effectively lay the groundwork for national reach.

We’re currently closing on a deal with a church in midtown Manhattan where we will demolish the existing structure, build back a church and expand a hotel over it. It’s an interesting project.

Bibi Sukey, Brookfield: From a developer’s point of view, we have a much larger gamut of coverage to consider. We’re always looking for contractors who can do building shell work. So accuracy is important on the team. We’re lacking in our asset record, so I want to get somebody on board to help survey the space better and profile our building shell.

Rodney Worley, ACT: We are trying to find skilled workers in woodworking, machinist and auto CAD-types. That’s at the top of my list. We’ve actually had to turn down work because we don’t have enough skilled laborers. Coupled with that, we’re develKevin Bales, L2M Architects: Our to-do oping new relationships in Southeast Asia, list and priorities include focusing on Vietnam, Indonesia, places like that. We just improving our teams’ efficiency and focus don't know where the issues with importing related to the client’s needs, as well as from China are heading right now. the program’s requirements. This includes We’re always looking to expand our our move more into building information customer base. We’re seeing that the big modeling (BIM), specifically Revit, which rollouts aren’t happening as much anymore, we’re applying to our client’s renovation – Sean Holmes, H2 Hospitality so we’re doing more smaller projects. This is and our expansion programs. Quality helping to diversify our customer base. control remains one of our core areas of As the owner of ACT, I am trying to bring in somebody to help emphasis and is being implemented internally through a rigorous take some of the load off. We’ve outgrown what our people in our QA/QC program. Having invested in a BIM manager and training business can do right now and we need somebody from the outside for staff, we are optimistic that we’ll have our entire team utilizing to help teach us to grow. Revit early 2019 which has been a pretty healthy endeavor all by itself. Finally, the continued expansion of business is important, and David Shotwell, Flynn Restaurant Group: We have over 800 we are engaged in identifying qualified candidates to increase our stores, so we want to keep growing. We’re always looking for a cost staff / capabilities for all three offices.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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» CCRS 2019 SPONSOR CIRCLE NO. 29

TRENDING OUT John McNamara, Bluegrass Hospitality Group: The restaurant group has been around for a little over 20 years and all of our concepts originated in Lexington, Kentucky. We expanded out of the Lexington market about nine years ago, when we opened our second Drake’s location. It became a very viable option and a growth model for our company. Over the last nine years, we’ve grown that brand pretty cautiously and conservatively. We're up to 10 locations. We feel good about the direction. Our goal next year is to open five locations—four Drake’s and one Malone’s. If it goes well, we would have an opportunity to create a slower growth model for Malone’s as well. Next on our to-do list would be to finalize a couple scenarios we have with some possible franchisees. We’ve been very protective of the brand and I don’t know if we’ll ever be comfortable giving up control, which would stunt the growth, but we feel good about some people we’re in discussion with.

The good thing is that we can create the environment; we can develop it and make it better. This starts building a better company. – Kevin Bales, L2M Architects

Bluegrass Hospitality Group's McNamara: We recently went to a delivery model. Most people wouldn’t think that our Malone’s brand, a prime beef steakhouse, would have much of a carryout presence, but it’s massive; it has taken on a life of its own. Our biggest reason for getting into the deliver area is that we do not want to lose marketshare. We recognize that we're giving away money by getting into the delivery game, but the last thing we want to do is get left at the altar when we know the wind is shifting that way. The thing about UberEATS is that the delivery price is coming down. I believe they have the long-time staying power because they have the forthright to change the pricing. We all know they can deliver. I ran the numbers and found that we’re spending less money by having a delivery company take a percentage than us try to handle delivery ourselves. I will say that I think us paying the same percentage as someone who’s in the $9 check average doesn’t make sense. So I think UberEATS has the potential to be a long-term solution because you’re buying into a technology logistic transportation company. Flynn Restaurant Group Shotwell: For Taco Bell, when we started this roll out over the last 90 days and it just knock it out of the park. It’s amazing to have delivery from Taco Bell locations. Focus Brands' Cabrera: UberEATS is huge for us. We have some stores that hire somebody just to take care of UberEATS orders. That’s how big it is. I think it’s going to be even bigger in the winter when people don’t want to leave their house.

CCR: What type of trends are you seeing out there in the marketplace? One trend we're seeing is UberEATS. Anybody using something like that?

Which Wich Superior Sandwiches’ Thompson: We want people to be able to have our wiches in whatever way they choose to participate with the brand. Delivery and third party partnerships were big on our strategy this year. It is definitely driving sales for us. We’re still getting the typical lunch traffic, but our same-store sales have gone up since we’ve added those other platforms. Bubbakoo’s Bidinost: We didn’t add UberEATS because of the 33 percent fee. When you send food out, it’s going to cost you 33 percent of whatever your food is plus their tip. It’s just too much money for us. The other platforms that we use, GrubHub, is only 15 percent. We also use ChowNow, EatStreet and DoorDash, a hybrid of Uber. We also have a delivery component, which is a good 20-25 percent of our business. Catering is probably another 10-15 percent. So it’s a pretty big chunk of our business. We’ve learned to work with the platforms differently and have recently started testing a software program called Checkmate. This program takes all five of our platforms and runs them into a POS system.

The Beam Team's Hill: A trend on the construction side is what it costs to hire and keep a superintendent. Depending upon the market, it can be 10 percent, 20 percent or 25 percent higher than it was in January. It’s climbing dramatically. There just aren’t enough qualified superintendents to go around. As for subs-contractors, hired by GC’s, in some cases lesser quality is starting to become a trend. You used to have an A-team. Now, because sub-contractor’s seldom want to give up volume or margin, they have started to split up the A-teams. Due to this the quality is dropping. As we get busier, the sub quality is dropping, not because it’s a bad sub, but they can’t train people quick enough. We’re spending time training our own subs to prevent the quality from declining. Project Mates' Grieser: Project management has been a trend worth watching. We’re seeing the need for consistency, whether it’s brand consistency (corporate and franchise) or between shared resources. Solution-based software is one area that is trending. It makes communication, scheduling and tasks more efficient while helping to allocate your resources more effectively. There is also more focus on bridging the gap between Prototype and Brand consistency through sharing of specs and plans as well as cost metrics. The Little Gym's Biggs: There is a lack of urgency on the vendor side, which is causing a lower efficiency. You onboard a new company

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

Â» CCRS 2019 SPONSOR

CIRCLE NO. 30

TRENDING OUT and everything’s going great. Or you’re working with a national GC and things start falling apart and the wheels start falling off the bus. I think there’s a lot of work out there for the GCs, but we’re looking more for loyalty, someone who understands our brand and culture. We’re finding that there’s an efficiency issue and follow-through with the final builds. On the brand side, for The Little Gym, we’re finding a lack of loyalty. We’re a membership-based company. It’s a family membership, like joining a gym. It’s an annual membership, and there’s a lot of moms and dads and nannies out there who want the freedom to be able to drop in when they have time. So it makes it tough for us to be able to efficiently have someone part of our program on a consistent basis. We are becoming conflicted in whether we should allow a non-membership base to be part of our program. Prime Retail Services' Terry: I have been a project manager, so I kind of took on my own self-development or business development role with my clients. I would try to build a relationship with each one. My goal is for my company to build relationships for long-term trends, make some money and try to secure new business. I think what you are seeing is that there are people getting the business who are willing to work for less money. If you look, you will find those people. Sometimes that may be successful, but sometimes we get the work because we have to go back and clean up the mess. This opens the door. It’s almost like there are two sides fighting against each other because costs are increasing and people want to spend less. But you cannot settle. Which Wich Superior Sandwiches' Thompson: One of the trends we’ve started to see over the past couple years is the digital component. We talked about UberEATS and those types of platforms, but we’re a brand that really likes to interact with our guest. It includes the bag and the bag system. However, the world has move to nearly complete App-based. To that end, we recently rolled out a brand new app in conjunction with our loyalty program, Vibe Club. Much like with Starbucks, our guests are able to track and redeem points through the App and everything happens in real time. Which Wich is a fun environment. We want that interaction. We want to know what’s going on. So from a design perspective, it changes the whole gamut of how you lay out a store. They are set up in a way to make it a pleasing guest experience. But I think technology’s going that way and we’re going to see a lot more of these mobile platforms. McDonald’s is doing the kiosk. It’s one of those things that we’re just going to have to rethink the way we do business. Flynn Restaurant Group's Shotwell: At Taco Bell, we’re on the rollout as we speak. We have to know what the market’s going to do for our future stores, our sales, because the customers who usually dine in are dining out. We have recognized that. It’s a harsh reality.

The Beam Team's Hill: An example is that with Starbucks, for years, everyone stood in line, so we had that experience of talking and interacting. But now, when you go to a Starbucks in the morning you may see drinks lined up on the counter for people to walk in and pick them up. Those specific people at that specific time do not want any interaction. You can’t destroy the Which Wich or the Starbucks interaction experience, the people experience. But this technology offers a different experience that helps to maximize sales. Some customers want both – interaction some days and no interaction on other days. Some customers always want interaction. And last, there are some who prefer to never talk to anyone – just get in and get out. Superior Sandwiches' Thompson: We still have the capability to interact with those guests who want to come up to the cashier and give their order. But, we have a lot of non-traditional locations that are on university campuses, for example. That’s what’s driving it. It’s a great model for us. That’s a huge part of our business. We’re partnered with Aramark and Chartwells, so we’re at these university locations. It’s about being out in the real world. Bubbakoo’s Bidinost: We were talking about help. It's just as hard to find help today, no matter what you’re doing. And, if I’m being honest, it’s more expensive. Our franchisees don’t necessarily understand it, but we do. We always want the best of what we want. Everybody always wants the best of the best. Sometimes we just can’t afford it. It’s not that we don’t want it. If I want a B price and I can get that job done a little bit more reasonably, I can sell it to my franchise group. I have to write the check. Going back to several of the other questions about millennials and services and techniques, etc., I struggle with similar issues. We’ve polled people throughout the past two years I’ve been here. What comes up as our No. 1 strength, every single time, is our people. The food is great, but it’s all about the people. Our customers come in to see our people because we have a specific steps of service that we follow. Now we’re smart enough to also know our demographic is somewhere between high school and college mostly, young families in their 30's, because that’s what our trend does, our store concept drives. We don’t see a lot of 40-somethings or 50-somethings. So yes, we have a platform and an app service. If you sign up on our app service, you get 50 percent off the first three orders because we want you to get on the app. Once you’re on the app, you’re ready to rock. They’re going to order on the app and stop by to get their food. Sometimes those same people come in and eat in the restaurant. They come in to say hello.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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visit us at primeretailservices.com CIRCLE NO. 31

TRENDING OUT Our store runs on four people. That’s all you need. That fourth person is the delivery person. I can pump out a $3,000 day with four people doing that and my delivery stuff. So I think the balance is both, so you have to have both. Egan Sign's Brennan: Some of the trends we are seeing are quicker turnaround times in construction schedules, mainly refreshes and remodels. There is less ground-up building construction with our clients. It’s a challenge for most fabricators. Egan operates a very lean system, which allows for a shortened fabrication time. Most sign companies will quote a six to eight-week manufacturing time, Egan is three to four. We really look at providing solutions to our clients. What can we do to optimize the schedule for our clients? Can we develop standard sizes of signs? Can we do some inventory? We want to get a head

start on having standard signs in the inventory. If it is a custom sign, we try to get designs and permits approved ahead of time. We do the due diligence on what the codes are and contact the municipality prior to any layouts are presented. The other trend is pricing. We do see a trend from the industry to do it cheaper and faster. This is not just a labor issue, one of the things we look at as a sign company is that we are a commodity-based fabrication segment. We use acrylic, which is petroleum based, and aluminum primarily, these are materials that are affected by raw material costs. We very rarely increase our sign prices, regardless of the real cost increases in material and labor. Knowing that our clients are being asked to reduce costs, we proactively evaluate our pricing and look to see if we value engineer their signs. Can we offer a discount to take multiple projects and use the same installer? It may be a difference of running projects consecutively vs simultaneously. The last trend is RFP’s. The industry is moving to such a procurement-based mindset that we are seeing a loss of focus on partnerships. I look for companies that are not using a low bid RFP approach. We will participate if it is qualified process including samples, references and a presentation. My goal is to find those

companies looking for value and a partnership. We know that it is the best fit and is beneficial to both parties. Bluegrass Hospitality Group's McNamara: A lot of what’s happening at our level is moving around pretty fast. We find that in the full-service world, people are eating faster, spending less time in our restaurants and drinking less. Technology is important. Product speed coming out of the kitchen with KDS screens and all the different things that have come into the world are helping get the food out faster. They want to eat and get out faster, so having those touchpoints is important. I think the major difference in the restaurant is where people used to put themselves through school has sort have become obsolete. It was not uncommon to have someone put themselves through school and work 35-40 hours a week for us. On a busy week when business was rolling, they’d go to 45-50 hours. But today, the student (millennial) does not work as many hours which has increased our staffing levels, but they still want a great product to sell, a great environment to sell it in and an opportunity to make a consistent living. They want to be loved on. I don’t think any of that has changed through the years. I think they’ve received some criticism, but I don’t think we as operators sometimes do a good enough job loving on them and making them feel wanted. But there are less of them. L2M Architects' Bales: One of the most prevalent trends we’re seeing relates to the back-filling of traditional retail tenant spaces with non-traditional/non-retail tenants. The most common examples include restaurants, boutique fitness, and out-patient/clinical services. The challenges this repositioning of any given retail center include potential fire-separation, parking counts, and zoning issues. In a more internal or macro sense we are seeing the continued evolution of the conversation about work-life balance. At L2M we are constantly updating and reviewing policy and practice to ensure that we address the concerns of a generationally diverse staff and cultivate a positive culture within the office. Finally, the increased pace of the development process places new demands on the entire project development team to engage in timely and effective communication. We rely on a range of solutions that include mobile connectivity tools, facetime, skype, and messaging to supplement the foundational tools like e-mail and even the much maligned and ofttimes dismissed phone call. Matching the communication path to the audience is critical for an efficient flow of information. Brookfield Properties' Sukey: On the subject of labor, what I see trending is the aging of the labor force. This has been an issue for us. We have project managers who are getting younger and younger. They are right out of college. So we’re lacking a workforce training of hands-on applications. The GCs we work with all have project managers. They’re managing subtractors—electricians, mechanicals, plumbing. But there are less of these people wanting to get into the trades. So we need to drive more people into tech trades. I know RCA is pushing incentives to help veterans to get a second career coming back from deployment, etc. Those are all great initiatives. CCR

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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CIRCLE NO. 32

TRENDING OUT

THURSDAY Dinner at The Blue Heron Steakhouse Simply the best What better way to kick off the first night of the Commercial Construction & Renovation Retreat than dinner at one of Lexington, Kentucky’s premiere restaurants. Transformed from an upscale hand-crafted cocktail bar, The Blue Heron Steakhouse one of Lexington’s finest. Located in Lexington’s thriving Jefferson Street corridor, The Blue Heron was the perfect place to ramp up the energy for the Retreat, which was held in September at the 21c Museum Hotel. exemplifies the new style of this popular, revitalized Lexington neighborhood.

FRIDAY Dinner at The Village Idiot Friday night cool down... After a day of roundtables and networking, Lexington, Kentucky’s first gastropub played host to dinner and drinks on the town. Sourced exclusively from local vendors, The Village Idiot offers the best in food, craft beer selections, quality wines and house recipe cocktails. The hot spot was the ideal place to recharge for the next days’ activities.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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For more information, visit emgcorp.com or contact: Chris Varney, Executive Vice President | cvarney@emgcorp.com | 800.733.0660 ext. 7608 www.EMGcorp.com CIRCLE NO. 33

TRENDING OUT

BOURBON Tasting at 21C Museum Hotel Just add Bourbon Come for the horses, but stay for the bourbon. That could almost be the unofficial tourist calling card for Lexington, Kentucky. Known for its cherished horse farms and racetracks, you can’t talk Lexington without talking bourbon. That’s exactly what attendees of the Commercial Construction & Renovation Retreat did (and experienced) during their stay at the 21c Museum Hotel. Along with the luxury rooms, remolded bank vault and rotating art exhibits was bourbon—lots of it. As part of one of several key networking events, attendees were able to sample some of Lexington’s best batches.

TOUR of Keeneland Race Track Dances with thoroughbreds If you’re going to Kentucky, you have to see the horses. And what better way to get up close and personal with some of the finest in the world than at the Keeneland Race Track in Lexington, Kentucky. A National Historic Landmark, Keeneland offers casual fans and die-hard horsemen alike to soak in the majesty of its grounds. Founded in 1936 as a 147-acre racing auction facility, the facilities and track has grown into mythical proportions, including hosting its first Breeder’s Cup in 2015. Attendees of the Commercial Construction & Renovation Retreat received a behind-thescenes look of the track. The visit was part of the networking activities at the Retreat, which was held in September at the 21C Museum Hotel.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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CIRCLE NO. 34

TRENDING OUT

TOUR Mill Ridge Farm Horse play For the past 50-plus years, Mill Ridge Farm has been the staple of thoroughbred breeding. Started by Alice Chandler in 1962, the farm has been one of the leading attractions in Lexington, Kentuckyâ&#x20AC;&#x2122;s horse community. Chandler, the first American woman to breed an Epsom Derby winner in 1968, established the farm as an international source of top-flight performers. Today, along with being a valued source of thoroughbred racers, is a great place to learn and interact with the history of horses. As part of their networking activities, attendees of the Commercial Construction & Renovation Retreat were able to meet and mingle, and ride and feed the thoroughbreds. The tour was part of the CCR Retreat, held at the 21c Museum Hotel.

ONE ON ONES Face off One-on-ones give vendors and end users time to talk shop As one of the most vaunted sit downs during the Commercial Construction & Renovation Retreats, the one-on-one meetings offer the best in industry shop talk. The meetings enable vendors and end users time to discuss who can help who in the marketplace. The meetings continue to be an essential resource for Retreat attendees looking to improve their contact lists and set their agendas for the upcoming year.

COMMERCIAL CONSTRUCTION & RENOVATION â&#x20AC;&#x201D; NOVEMBER : DECEMBER 2018

CIRCLE NO. 35

SPECIAL REPORT

SIGNAGE FIRMS

Survey highlights leading sign firms

he industry’s leading sign firms are highlighted in our annual listing. The exclusive listing spotlights some of the industry’s leading manufacturers in the retail, restaurant, hospitality, healthcare and other commercial sectors. If your company didn’t make the list, contact publish-

SignResource................................................. Jones Sign Co................................................ Philadelphia Sign Company............................ Blair Companies............................................. Icon Identity Solutions, Inc.............................. DMA............................................................... Anchor Sign, Inc............................................. South Water Signs.......................................... Yunker Industries............................................ Clayton Signs, Inc...........................................

$110,000,000.00 $108,000,000.00 $82,500,000.00 $68,000,000.00 $65,000,000.00 $37,300,000.00 $37,000,000.00 $25,000,000.00 $17,775,000.00 $10,650,000.00

RESTAURANT

HOSPITALITY

Jones Sign Co................................................... $21,000,000.00 DMA.................................................................. $9,200,000.00 SignResource.................................................... $6,000,000.00 Anchor Sign, Inc................................................ $3,500,000.00 South Water Signs............................................ $3,000,000.00 Blair Companies................................................ $2,000,000.00 Philadelphia Sign Company.............................. $1,500,000.00 SMI Sign Systems, Inc...................................... $500,000.00 Clayton Signs, Inc.............................................. $400,000.00 Nesper Sign Inc................................................. $200,000.00

Anchor Sign, Inc.............................................. Clayton Signs, Inc........................................... Jones Sign Co................................................. SignResource................................................. DMA............................................................... Philadelphia Sign Company............................. Blair Companies............................................. South Water Signs.......................................... Egan Sign....................................................... Icon Identity Solutions, Inc..............................

HEALTHCARE

RETAIL

SignResource.............................................. $85,000,000.00 Philadelphia Sign Company.......................... $56,000,000.00 Blair Companies.......................................... $45,000,000.00 Clayton Signs............................................... $45,000,000.00 Jones Sign Co.............................................. $36,000,000.00 Icon Identity Solutions, Inc........................... $24,000,000.00 Anchor Sign, Inc........................................... $18,500,000.00 Yunker Industries......................................... $17,500,000.00 Blair Companies.......................................... $9,000,000.00 DMA............................................................ $8,200,000.00

TOTAL BILLINGS

er David Corson at davidc@ccr-mag.com. For a digital version, visit us online at www.ccr-mag.com.

Jones Sign Co.............................................. $24,000,000.00 Icon Identity Solutions, Inc........................... $13,000,000.00 Philadelphia Sign Company.......................... $7,500,000.00 DMA............................................................ $5,400,000.00 South Water Signs....................................... $5,000,000.00 Egan Sign.................................................... $3,500,000.00 SMI Sign Systems, Inc................................. $3,000,000.00 Blair Companies.......................................... $2,000,000.00 Anchor Sign, Inc........................................... $1,000,000.00 Clayton Signs, Inc........................................ $50,000.00

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COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

$9,000,000.00 $9,000,000.00 $9,000,000.00 $9,000,000.00 $6,500,000.00 $6,500,000.00 $4,000,000.00 $2,500,000.00 $2,000,000.00 $1,000,000.00

CIRCLE NO. 36

SPECIAL REPORT

SIGNAGE FIRMS ADART Corey Perez, SVP 700 Parker Sq. Flower Mound, TX 75028 (469) 322-1909 www.adart.com corey@adart.com Year Established: 1958, No. of Employees: 22 Signage Clients as of 11/2018: 128, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting, Retro-fits, Rebates, Leading Clients: N/A

Antigo Sign & Display, LLC Steve Friend, President 1412 Deleglise St. Antigo, WI 54409 (800) 349-6366 www.antigosign.com sfriend@antigosign.com Year Established: 2014, No. of Employees: 50 Signage Clients as of 11/2018: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A Types of Signage: Design, Manufacturing, POS Sign, Display Design, Manufacture, Fulfillment Leading Clients: Miller Coors, Madden Communications

Blair Companies Advance Sign Group Scott Rizzo, Vice President

Andy Wasserstrom, VP, Sales & Marketing 5150 Walcutt Ct. Columbus, OH43228 (614) 429-2111 www.advancesigngroup.com andyw@advancesigngroup.com Year Established: 1994, No. of Employees: 163 Signage Clients as of 11/2018: 54, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting Leading Clients: N/A

Anchor Sign, Inc. Cade Thompson, VP, Operations 2200 Discher Ave. Charleston, SC 29405 (800) 213-3331 Fax: (843) 747-5907 www.anchorsign.com info@anchorsign.com Year Established: 1991, No. of Employees: 183 Signage Clients as of 11/2018: 81, Retail Billings: $18,500,000.00 Hospitality Billings: $3,500,000.00, Restaurant Billings: $9,000,000.00 Healthcare Billings: $1,000,000.00, Multi-Family Billings: N/A Other Billings: $5,000,000.00, Federal Billings: N/A Total Billings: $37,000,000.00 Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting Leading Clients: N/A

5107 Kissell Ave. Altoona, PA 16601 (610) 368-5037 www.blaircompanies.com srizzo@blaircompanies.com Year Established: 1974, No. of Employees: 367 Signage Clients as of 11/2018: 39, Retail Billings: $45,000,000.00 Hospitality Billings: $2,000,000.00, Restaurant Billings: $4,000,000.00, Healthcare Billings: $2,000,000.00, Multi-Family Billings: N/A, Other Billings: $5,000,000.00, Federal Billings: N/A, Total Billings: $68,000,000.00 Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting, Other Leading Clients: GM, Ford, Bank of America, Hertz, Sheetz, Wawa, GetGo, BP, Gulf, Party City, Hallmark, FedEx, UPS

Clayton Signs, Inc. Kaylin Willis, Marketing Director 5198 N Lake Dr. Lake City, GA 30260 (404) 361-3800 Fax: (404) 361-7038 www.claytonsigns.com kaylinwillis@claytonsigns.com Year Established: 1965, No. of Employees: 45 Signage Clients as of 11/2018: 165, Retail Billings: $45,000,000.00 Hospitality Billings: $400,000.00, Restaurant Billings: $9,000,000.00 Healthcare Billings: $50,000.00, Multi-Family Billings: $200,000.00 Other Billings: $5,000,000.00, Federal Billings: N/A, Total Billings: $10,650,000.00 Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting Leading Clients: N/A

COMMERCIAL CONSTRUCTION & RENOVATION â&#x20AC;&#x201D; NOVEMBER : DECEMBER 2018

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CIRCLE NO. 37

SPECIAL REPORT

SIGNAGE FIRMS DMA Federal Heath Kevin Rourke, Specification Sales 75 Van Doren Ave. Chatham, NJ 07928 (973) 727-6595 Fax: (253) 540-8534 www.davismarketinginc.com kevin@davismarketinginc.com Year Established: 1980, No. of Employees: 25 Signage Clients as of 11/2018: 12, Retail Billings: $8,200,000.00 Hospitality Billings: $9,200,000.00, Restaurant Billings: $6,500,000.00 Healthcare Billings: $5,400,000.00, Multi-Family Billings: N/A Other Billings: $4,500,000.00, Federal Billings: $3,500,000.00 Total Billings: $37,300,000.00 Types of Signage: Design, Maintenance Leading Clients: Verizon, Subway, Hobby Lobby, Metro by T-Mobil, Target, Ascension Health, PETCO, Chase, Capital One, Qdoba, M&T Bank

Egan Sign Marilyn Brennan, Director of Business Development 1100 Berkshire Blvd., #200 Wyomissing, PA 19610 (610) 478-1330 Fax: (610) 478-1332 www.egansign.com marilyn.brennan@egansign.com Year Established: 1990, No. of Employees: 21 Signage Clients as of 11/2018: 30+, Retail Billings: $3,000,000.00 Hospitality Billings: N/A, Restaurant Billings: $2,000,000.00 Healthcare Billings: $3,500,000.00, Multi-Family Billings: N/A Other Billings: $2,000,000.00, Federal Billings: N/A Total Billings: $10,500,000.00 Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting Leading Clients: Orscheln, Value City, Furniture Lico Supply, ABC Supply

Dan Belling, VP, Sales & Marketing 2300 State Hwy. 121 Euless, TX 76039 (903) 589-2150 Fax: (903) 589-2101 www.federalheath.com dbelling@federalheath.com Year Established: 1901, No. of Employees: 655 Signage Clients as of 11/2018: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting Leading Clients: N/A

Flash Right Displays 6210 Browns Bridge Rd. Cumming, GA 30041 (678) 455-9121 www.flashrightdisplays.com pete@flashrightdisplays.com Year Established: 2009, No. of Employees: 4 Signage Clients as of 11/2018: 200, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: $300,000.00 Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: $300,000.00 Types of Signage: Manufacturing Leading Clients: Various QSR

Georgia PrintCo., LLC

Elro Signs Drew Barry, Director of Marketing Frank Rhodes, VP 400 W Walnut St. Gardena, CA 90248 (800) 927-4555 Fax: (310) 380-7451 www.elrosigns.com frankrhodes@elrosigns.com Year Established: 1947, No. of Employees: 75 Signage Clients as of 11/2018: 50, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting, EMCâ&#x20AC;&#x2122;s Leading Clients: Verizon, UPS, Delta

90 S Oak St. Lakeland, GA 31635 (866) 572-0146 Fax: (866) 245-0867 www.georgiaprintco.com drew@georgiaprintco.com Year Established: 2002, No. of Employees: 40 Signage Clients as of 11/2018: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: $5,000,000.00, Total Billings: $5,000,000.00 Types of Signage: Printer for all POP, POI and Advertising materials Leading Clients: Innerworkings, Webb Mason, Proforma

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CIRCLE NO. 38

SPECIAL REPORT

SIGNAGE FIRMS Icon Identity Solutions, Inc. Laminators Incorporated Kevin Hughes, EVP, Sales & Marketing 1701 Golf Rd., 1-900 Rolling Meadows, IL 60008 (847) 631-3210 Fax: (847) 364-1517 www.iconid.com khughes@iconid.com Year Established: 1931, No. of Employees: 440 Signage Clients as of 11/2018: 80, Retail Billings: $24,000,000.00 Hospitality Billings: N/A, Restaurant Billings: $1,000,000.00 Healthcare Billings: $13,000,000.00, Multi-Family Billings: N/A Other Billings: $27,000,000.00, Federal Billings: N/A Total Billings: $65,000,000.00 Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting, Construction Services-Remodels/Refreshes Leading Clients: Chase, CVS, Bank of America, Avis, Wawa, AT&T

ShawnCrouthamel, National Sales Manager 3255 Penn St. Hatfield, PA 19440 (800) 523-2347 Fax: (215) 721-4669 www.laminatorsinc.com info@laminatorsinc.com Year Established: 1963, No. of Employees: 75-100 Signage Clients as of 11/2018: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A Types of Signage: Manufacturing, Other Leading Clients: Sign Distributors

MC Group Bob Patton, VP, Sales & Marketing

IdentiCom 8959 Tyler Blvd.

John DiNunzio, President 24657 Halsted Rd. Farmington Hills, MI 48335 (248) 344-9590 Fax: (248) 946-4198 www.identicomsigns.com info@identicomsigns.com Year Established: 2009, No. of Employees: 25 Signage Clients as of 11/2018: 30, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting Leading Clients: N/A

Mentor, OH 44060 (440) 209-6200 Fax: (440) 209-6277 www.themcgroup.com bob.patton@themcgroup.com Year Established: 1953, No. of Employees: 267 Signage Clients as of 11/2018: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting Leading Clients: N/A

Nesper Sign Inc. Jones Sign Co. Phil Garland, President John Mortensen, President 1711 Scheuring Rd. De Pere, WI 54115 (920) 425-9800 Fax: (920) 983-9145 www.jonessign.com jmortensen@jonessign.com Year Established: 1910, No. of Employees: 632 Signage Clients as of 11/2018: N/A, Retail Billings: $36,000,000.00 Hospitality Billings: $21,000,000.00, Restaurant Billings: $9,000,000.00 Healthcare Billings: $24,000,000.00, Multi-Family Billings: N/A Other Billings: $18,000,000.00, Federal Billings: N/A Total Billings: $108,000,000.00 Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting, Specialty Metals, Building Faucets Leading Clients: AT&T, AutoZone, Lulu Lemon

4620 J St. S.W. Cedar Rapids, IA 52404 (800) 332-8403 Fax: (319) 366-6493 www.nespersign.com pgarland@nespersign.com Year Established: 1925, No. of Employees: 28 Signage Clients as of 11/2018: N/A, Retail Billings: $4,000,000.00 Hospitality Billings: $200,000.00, Restaurant Billings: $200,000.00 Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: $1,000,000.00, Federal Billings: N/A Total Billings: $5,400,000.00 Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting, Full Color LED Electronic Message Centers, Gas Price Signs Leading Clients: HY-VEE Foods, Von Mauer Stores, Alliant Energy Corp.

COMMERCIAL CONSTRUCTION & RENOVATION â&#x20AC;&#x201D; NOVEMBER : DECEMBER 2018

CIRCLE NO. 39

SPECIAL REPORT

SIGNAGE FIRMS North American Signs Priority Sign Inc DanielGuajando, Marketing Specialist 3601 Lathrop St. South Bend, IN 46628 (574) 234-5252 Fax: (574) 237-6167 www.northamericansigns.com dlg@northamericansigns.com Year Established: 1934, No. of Employees: N/A Signage Clients as of 11/2018: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting Leading Clients: N/A

Persona, Inc. Mike Peterson, President 700 21st St. S.W. Watertown, SD 57201 (605) 882-2244 Fax: (605) 882-3521 www.personasigns.com mpeterson@personasigns.com Year Established: 1980, No. of Employees: 366 Signage Clients as of 11/2018: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting, Persona offers value-engineering services to make the most of customers’ signage dollars Leading Clients: Best Western, McDonald’s, Holiday Stationstores, Marriott International, Choice Hotels, Cenex, Dairy Queen

Andy Dykstra, President 837 Riverfront Dr. Sheboygan, WI 53081 (920) 254-4987 www.prioritysign.com ad@prioritysign.com Year Established: 1997, No. of Employees: 105 Signage Clients as of 11/2018: 86, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting, Branded Environments (Graphics, Displays, Fixtures, Lighting) Leading Clients: AT&T, Club Pilates, Red Robin, Panda Express, Massage Envy, Sprint, Encompass Health, United Health Group

Pulp Art Surfaces Danielle Hoon 4021 Radford Ave. Studio City, CA 91604 (818) 821-3103 www.pulpartsurfaces.com danielle@pulpartsurfaces.com Year Established: 2009, No. of Employees: 6 Signage Clients as of 11/2018: 5, Retail Billings: $57,548.00 Hospitality Billings: $8,097.00, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: $65,645.00 Types of Signage: Design, Manufacturing Leading Clients: Schnucks, Markets, Art Van Furniture

Signage Solutions

Philadelphia Sign Company Chris De Ruyter, President Bob Mehmet, President/CEO 707 W Spring Garden St. Palmyra, NJ 08065 (856) 829-1460 Fax: (856) 829-8549 www.philadelphiasign.com rmehmet@philadelphiasign.com Year Established: 1911, No. of Employees: 440 Signage Clients as of 11/2018: 63, Retail Billings: $56,000,000.00 Hospitality Billings: $1,500,000.00, Restaurant Billings: $6,500,000.00 Healthcare Billings: $7,500,000.00, Multi-Family Billings: N/A Other Billings: $11,000,000.00, Federal Billings: N/A Total Billings: $82,500,000.00 Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting, Other Leading Clients: N/A

2231 S. Dupont Drive Anaheim, CA 92806 (714) 491-0299 Fax: (714) 491-0439 www.signage-solutions.com chrisd@signage-solutioins.com Year Established: N/A, No. of Employees: N/A Signage Clients as of 11/2018: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting Leading Clients: Skechers, Nordstrom, ICON Theatres, Café Rio, Planet Hollywood, Del Frisco’s

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

INNOVATIVE THERMOPLASTIC INNOVATIVE SOLUTIONS THERMOPLASTIC SOLUTIONS

PLASKOLITE.COM 800-848-9124 PLASKOLITE.COM 800-848-9124 CIRCLE NO. 40

SPECIAL REPORT

SIGNAGE FIRMS SignResource SMI Sign Systems, Inc. Nate Doney, VP Business Development 6135 District Blvd. Maywood, CA 90270 (503) 327-5943 Fax: (866) 657-0927 www.signresource.com ndoney@signresource.com Year Established: 1969, No. of Employees: 512 Signage Clients as of 11/2018: N/A, Retail Billings: $85,000,000.00 Hospitality Billings: $6,000,000.00, Restaurant Billings: $9,000,000.00 Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: $10,000,000.00, Federal Billings: N/A Total Billings: $110,000,000.00 Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting Leading Clients: Shell, BP, Citgo, Exxon/Mobil, Phillips 66, Domino’s, Circle K, 7-Eleven, Dollar General, Enterprise, Rite-Aid, Sinclair, FedEx, Best Western, Burger King, ARCO, Dunkin Brands, Valcro

Mark Ludwig, Vice President of Sales and Marketing 3903 Cornell Pl. Frederick, MD21703 (301) 468-1132 Fax: (301) 230-9048 www.smisigns.com mark.ludwig@smisigns.com Year Established: 1989, No. of Employees: 55 Signage Clients as of 11/2018: 87, Retail Billings: $1,000,000.00 Hospitality Billings: $500,000.00, Restaurant Billings: $500,000.00 Healthcare Billings: $3,000,000.00, Multi-Family Billings: $250,000.00 Other Billings: $750,000.00, Federal Billings: $1,000,000.00 Total Billings: $7,000,000.00 Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting Leading Clients: Clark Construction, Skanska Building USA, Turner Construction

CIRCLE NO. 41

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

South Water Signs Yunker Industries Noah Pettit, VP of Sales 934 N Church Rd. Elmhurst, IL 60126 (630) 607-6297 Fax: (630) 333-4915 www.southwatersigns.com npettit@southwatersigns.com Year Established: 1999, No. of Employees: 110 Signage Clients as of 11/2018: N/A, Retail Billings: $8,000,000.00 Hospitality Billings: $3,000,000.00, Restaurant Billings: $2,500,000.00 Healthcare Billings: $5,000,000.00, Multi-Family Billings: $1,000,000.00, Other Billings: $4,500,000.00 Federal Billings: $1,000,000.00, Total Billings: $25,000,000.00 Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting Leading Clients: Edward Jones, Chicago Cubs, United Airlines

Nadine Seitz, Marketing Manager 310 O’Connor Dr. Elkhorn, WI 53121 (877) 798-6537 Fax: (262) 723-3340 www.yunker.com nseitz@yunker.com Year Established: 1948, No. of Employees: 102 Signage Clients as of 11/2018: 48, Retail Billings: $17,500,000.00 Hospitality Billings: N/A, Restaurant Billings: $275,000.00 Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: $17,775,000.00 Types of Signage: Design, Program Management, Site Survey/Analysis, Manufacturing, Installation Leading Clients: JoAnn, TSC, Ross Dress for Less, Oportun, Ralph Lauren, Cycle Gear

Warner Bros. Design Studio Craig McNabb, Director 4000 Warner Blvd., Bldg. 44 Burbank, CA 91522 (818) 954-1815 Fax: (818) 954-2806 Year Established: 1920, No. of Employees: N/A Signage Clients as of 11/2018: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A Healthcare Billings: N/A, Multi-Family Billings: N/A Other Billings: N/A, Federal Billings: N/A, Total Billings: N/A, Types of Signage: Design, Manufacturing, Installation Leading Clients: N/A

Don’t miss next months surveys

ARCHITECT/DESIGN FIRMS & FIXTURES in the January/February 2019 issue Listing form due by 1/25/19 NOVEMBER : DECEMBER 2018 — COMMERCIAL CONSTRUCTION & RENOVATION

SPECIAL REPORT

SECURITY MANUFACTURING

See who made our Security Manufacturing listing

t’s all about security these days. That’s where our annual listing of the industry’s leading security manufacturing companies comes into play. Our report provides the contact information and contact person at each of the reporting firms in the areas of retail, restaurant, hospitality, healthcare and other commercial sectors. If you want to be highlighted on next year’s list, email publisher David Corson at davidc@ccr-mag.com. For a digital version, visit us online at www.ccr-mag.com. 3XLogic Allegion Suzi Abell, Sr. Director of Global Marketing 12000 Pecos St., Suite 290 Westminster, CO 80234 (317) 445-2937 www.3xlogic.com sales@3xlogic.com Security Product Type: Access Control/Biometrics, CCTV Cameras/ Systems, Digital Video Recorders, Fencing, Integrated Security Systems/BMS, Integrated Access Control and Video Management Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, Multi-Family

Eric West, National Accounts Retail Bus. Leader 11819 N Pennsylvania St. Carmel, IN 46032 (443) 571-6527 www.allegion.com eric.west@allegion.com Security Product Type: Access Control/Biometrics, Security Doors/ Door Control Hardware, Locks/Key Controls Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Shopping Malls, Commercial

Stacie Browder, Marketing Planner 10027 S 51st St., Suite 102 Phoenix, AZ 85044 (800) 872-3267 www.adamsrite.com customerservice.adamsrite@assabloy.com Security Product Type: Access Control/Biometrics Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, Multi-Family

425 E Colorado St., Suite 700 Glendale, CA 91205 (818) 937-0700 Fax: (818) 937-0464 www.arecontvision.com avsales@arecontvision.com Security Product Type: CCTV Cameras/Systems, Digital Video Recorders Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, Multi-Family

Arecont Vision Costar, LLC Adams Rite, an Morgan Zerries, Manager, ASSA ABLOY Group Brand Marketing Operations

Alarm Controls, an ASSA ABLOY Group Brand Arteco Lissette Tuminello, Marketing Planner 10027 S 51st St., Suite 102 Phoenix, AZ 85044 (800) 645-5538 www.alarmcontrols.com customerservice.alarmcontrols@assaabloy.com Security Product Type: Access Control/Biometrics Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, Multi-Family, Custom Access Control Products

Steve Birkmeier, Vice President of Sales and Business Development 14515 N Outer Forty, Suite 150 Chesterfield, MO 63017 (314) 434-5331 Fax: (866) 462-1323 www.arteco-global.com Security Product Type: Video Event Management Software Markets Served: Retail, Corporate, Education, Commercial, Cannabis Logistics, Cities

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

Any facility. Any opening. Complete doorway solutions.

Facilities across the country rely on ASSA ABLOY to provide customized doorway solutions that meet their unique needs while providing unsurpassed security, life-safety, aesthetic and sustainable solutions. Our industry-leading door and hardware brands offer products that together create comprehensive solutions for any door opening. The highly qualified field representatives from ASSA ABLOY provide expertise and support throughout every phase of a project. For more information visit www.assaabloydss.com/retail

SPECIAL REPORT

SECURITY MANUFACTURING ASSA ABLOY Compliance Point Architectural Door Holly Avila, Marketing Manager

Susan Grohs, Marketing Communications Specialist 110 Sargent Drive New Haven, CT 06511 (800) 377-3948 Fax: (203) 492-4200 www.assaabloydooraccessories.us ahssmarketing@assaabloy.com Security Product Type: Security Doors/Door Control Hardware, Architectural and door trim accessories â&#x20AC;&#x201C; including pivots, hinges, door pulls, gasketing, and door hardware trim, such as weatherstripping products Markets Served: Retail, Hospitality, Healthcare, Corporate, Education, Shopping Malls, Commercial, Federal, Multi-Family

ASSA ABLOY Electronic Security Hardware Ann Glaser, Marketing Planner 10027 S 51st St., Suite 102 Phoenix, AZ 85044 (800) 626-7590 www.assaabloyesh.com customerservice.esh@assaably.com Security Product Type: Access Control/Biometrics Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, Multi-Family, Data Centers

4400 River Green Pkwy., Suite 100 Duluth, GA 30096 (855) 670-8780 Fax: (770) 255-1100 www.compliancepoint.com connect@compliancepoint.com Security Product Type: Cyber Security Compliance, Risk Mitigation Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

Cornell Cookson 24 Elmwood Ave. Mountain Top, PA 18707 (800) 233-8366 www.cornellcookson.com Security Product Type: Security Doors/Door Control Hardware, Security Grille Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, MultiFamily, Parking

Covertech Flexible Packaging John Starr, V.P.

The BILCO Company 279 Humberline Dr.

P.O. Box 1203 New Haven, CT 06505 (800) 366-6530 Fax: (203) 535-1582 www.bilco.com commercial@bilco.com Security Product Type: Security Doors/Door Control Hardware, Fire Safety Equipment Markets Served: Healthcare, Corporate, Education, Commercial, Federal

Toronto, Ontario Canada M9W 5T6 (416) 798-1340 Fax: (416) 798-1342 www.rfoil.com johnstarr@covertechfab.com Security Product Type: RF Shielding Markets Served: Corporate, Commercial, Federal, Government

Bosch Security and Delta Scientific Safety Systems Greg Hamm, VP-Marketing 130 Perinton Pkwy. Fairport, NY 14450 (800) 289-0096 www.boschsecurity.com onlinehelp@us.bosch.com Security Product Type: Access Control/Biometrics, Alarm Control Panels/Monitoring Equipment, CCTV Cameras/Systems, Communication Equipment, Digital Video Recorders, Integrated Security Systems/BMS Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, Multi-Family

40355 Delta Ln. Palmdale, CA 93551 (661) 575-1100 Fax: (661) 575-1109 www.deltascientific.com sales@deltascientific.com Security Product Type: Bollards/Protective Barriers, Bullet Resistant Systems, Fencing Markets Served: Retail, Hospitality, Healthcare, Corporate, Education, Shopping Malls, Commercial, Federal

COMMERCIAL CONSTRUCTION & RENOVATION â&#x20AC;&#x201D; NOVEMBER : DECEMBER 2018

Hager Companies Luxul

Ginny Powell, Product Marketing Specialist 134 Victor Street St. Louis, MO 63104 (800) 255-3590 www.hagerco.com webmaster@hagerco.com Security Product Type: Access Control/ Biometrics, Bollards/ Protective Barriers, Security Doors/Door Control Hardware, Locks/Key Controls Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, Multi-Family

Mike Grubb, VP of Marketing 12884 Frontrunner Blvd., Suite 201 Draper, UT 84020-5490 (801) 822-5450 www.luxul.com mike.grubb@luxul.com Security Product Type: Communication Equipment, Networking Equipment Markets Served: Retail, Hospitality, Restaurants, Corporate, Commercial

Medeco Security Locks

Joseph Kingma, General Manager

Horton Automatics Vice President, Electromechanical

Giovanna Hewitt, Regional Manager 4242 Baldwin Blvd. Corpus Christi, TX 78405 (800) 531-3111 www.hortondoors.com giovanna_hewitt@overheaddoor.com Security Product Type: Security Doors/Door Control Hardware Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, Multi-Family, Airports

and High Security Group 3625 Alleghany Drive Salem, VA 24153 (800) 839-3157 www.medeco.com Security Product Type: High Security Locks/Intelligent Key Systems/Access Control/Locks/Keys Markets Served: Retail, Utilities, Financial, Government, Traffic Control, Small Business, Healthcare, Education, Vending and Parking

iDenty Tech Solution Morse Watchmans Inc.

Anthony Tejeda, Business Development 8725 NW 18th Terrace, Suite 105 Miami, FL 33172 (813) 336-5150 Fax: (786) 429-0880 www.identytech.com atejeda@identytech.com Security Product Type: Access Control/Biometrics, Alarm Control Panels/Monitoring Equipment, CCTV Cameras/Systems, Digital Video Recorders, Security Doors/Door Control Hardware, Integrated Security Systems/BMS, Locks/Key Controls, Security Lighting, Facial Recognition, Surveillance Systems Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, Multi-Family

Johnson Controls

Ryan Nolan, Global Public Relations Program Manager, Johnson Controls, Building Solutions and Technologies 507 E Michigan St. Milwaukee, WI 53202 (414) 524-6170 www.johnsoncontrols.com ryan.p.nolan@jci.com Security Product Type: Access Control/Biometrics, Alarm Control Panels/Monitoring Equipment, CCTV Cameras/Systems, Communication Equipment, Digital Video Recorders, Security Doors/Door Control Hardware, Fire Safety Equipment, Integrated Security Systems/BMS, Locks/Key Controls, Security Lighting Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, Multi-Family, Aviation, Banking/Finance, Gaming, Sports and Leisure, Government

Joe Granitto, COO 2 Morse Rd. Oxford, CT 06478 (203) 264-4949 www.morsewatchmans.com morse@morsewatchman.com Security Product Type: Access Control/Biometrics, Locks/Key Controls, Safes/Vaults/Lockers Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal

Norton Door Controls

Beth Welch, Marketing Communications 3000 Hwy. 74 E. Monroe, NC 28112 (800) 438-1951, ext.6030 support.aadcg@assaabloy.com Security Product Type: Security Doors/Door Control Hardware Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, Multi-Family

Oncam Jumbi Edulbehram, Regional President, Americas 900 Middlesex Turnpike, Building 5, Suite 2E Billerica, MA 01821 (978) 735-4860 Ext. 106 www.oncamgrandeye.com sales@oncamgrandeye.com Security Product Type: CCTV Cameras/Systems Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Commercial, Banking, Casinos, Food and Beverage, Transportation, Cities

NOVEMBER : DECEMBER 2018 â&#x20AC;&#x201D; COMMERCIAL CONSTRUCTION & RENOVATION

SPECIAL REPORT

SECURITY MANUFACTURING Overhead Door Brand Rugged Cams Ali Isham, Marketing Director at Overhead Door Corporation 2501 S, TX-121 BUS Lewisville, TX 75067 (469) 549-7100 www.overheaddoor.com overheaddoor@coopersmithagency.com Security Product Type: Security Doors/Door Control Hardware, Garage Doors Markets Served: Retail, Commercial

OxBlue Corporation

1777 Ellsworth Industrial Blvd. NW Atlanta, GA 30318 Kelsey Collins/Marketing Manager 888-849-2583 Fax: 404-917-0201 kcollins@oxblue.com www.oxblue.com Security Product Type: CCTV Cameras/Systems, Ultra High-Res Images Markets Served: Retail, Hospitality, HealthCare, Restaurants, Corporate, Education, Shopping Malls, Commercial

Pivot3

Brandon Reich, Vice President, Security and loT 221 W Sixth St., Suite 750 Austin, TX 78701 (512) 807-2666 Fax: (512) 807-2669 www.pivot3.com sales@pivot3.com Security Product Type: Hyperconverged Infrastructure Markets Served: Retail, Healthcare, Corporate, Education, Commercial, Federal, Cities, Transportation, Entertainment

Protos Security

Kris Vece, VP of Client Relations 90 Town Center St., Suite 202 Daleville, VA 24083 (540) 798-7958 www.protossecurity.com Security Product Type: Nationwide Security Guard Services Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Other

Jennifer Spears, System Design Engineer 201 N Elm St. Kemp, TX 75143 (866) 301-2288 www.ruggedcams.com jennifer@ruggedcams.com Security Product Type: CCTV Cameras/Systems, Digital Video Recorders, Manufacturer, Net Installer Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, Multi-Family, Business Industry

SALTO Systems Michael Mahon, Sr. VP Commercial Sales 1780 Corporate Dr., #400 Norcross, GA 30093 (866) GO-SALTO Fax: (770) 452-6098 www.salto.us info@salto.us Security Product Type: Access Control/Biometrics, Security Doors/ Door Control Hardware, Locks/Key Controls Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

Schneider Electric Heather Calandra, Senior Marketing Communications Specialist 1650 W Crosby Rd. Carrollton, TX 75006 (559) 284-0539 www.schneider-electric.us/en/ heather.calandra@schneider-electric.com Security Product Type: Access Control/Biometrics, Alarm Control Panels/Monitoring Equipment, Communication Equipment, Integrated Security Systems/BMS Markets Served: Hospitality, Healthcare, Corporate, Education, Commercial

Security Door Controls (SDC)

Rixson Olga Iakomi, Marketing Coordinator Beth Welch, Director, Marketing Communications 3000 Hwy. 74 E. Monroe, NC 28112 (800) 221-0489 www.rixson.com support.aadcg@assaabloy.com Security Product Type: Security Doors/Door Control Hardware Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, Multi-Family

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SPECIAL REPORT

SECURITY MANUFACTURING Se-Kure Controls, Inc. Viking Electronics John Mangiameli, Executive Vice President 3714 Runge St. Franklin Park, IL 60131 (800) 322-2435 Fax: (847) 288-9999 www.se-kure.com info@se-kure.com Security Product Type: Mirrors Markets Served: Retail

Talkaphone LLC Katrina English, Marketing Manager 7530 N Natchez Ave. Niles, IL 60714 (773) 539-1100 Fax: (773) 539-1241 www.talkaphone.com kenglish@talkaphone.com Security Product Type: Access Control/Biometrics, Communication Equipment, Fire Safety Equipment, Security and Life Safety Communication Products Markets Served: Healthcare, Corporate, Education, Commercial

Mike Busby, Marketing and Sales Manager 1531 Industrial St. Hudson, WI 54016 (715) 386-8861 Fax: (715) 386-4344 www.vikingelectronics.com info@vikingelectronics.com Security Product Type: Access Control/Biometrics, Communication Equipment, Security Doors/Door Control Hardware, Emergency, Communication Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, Multi-Family

VIVOTEK USA Inc. Meng Chhun, Marketing Manager 2050 Ringwood Ave. San Jose, CA 95131 (408) 773-8686 Fax: (408) 773-8298 www.vivotek.com meng.chhun@vivotek.com Security Product Type: CCTV Cameras/Systems Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal

Wanco, Inc. Vanderbilt Industries Tim Paulino,

Eric Widlitz, Vice President, North America Sales 2 Cranberry Rd. Parsippany, NJ 07054 (973) 316-3900 www.vanderbiltindustries.com info@vanderbiltindustries.com Security Product Type: Access Control/Biometrics Markets Served: Retail, Healthcare, Corporate, Education, Commercial, Federal, Banking, Pharmaceutical, Manufacturing

Verint Alan Stoddard, Vice President and General Manager, Situational Intelligence Solutions 175 Broadhollow Dr., Suite 100 Melville, NY 11747 (631) 962-9600 Fax: (631) 962-9300 www.verint.com Security Product Type: Actionable Intelligence Markets Served: Retail, Healthcare, Corporate, Education, Commercial, Federal, Cities, Banking, Transportation

Business Development Manager 5870 Tennyson St. Arvada, CO 80003 (800) 972-0755 Fax: (303) 427-5725 www.wanco.com tim.paulino@wanco.com Security Product Type: CCTV Cameras/Systems, Digital Video Recorders, Integrated Security Systems/BMS, Security Lighting, Portable Video Surveillance, Trailers Markets Served: Retail, Hospitality, Healthcare, Corporate, Education, Shopping Malls, Commercial

Window Film Depot Jeff Franson, President/CEO 4939 Lower Roswell Rd., Suite 100 Marietta, GA 30068 (866) 933-3456 Fax: (678) 547-3138 www.windowfilmdepot.com jeff@windowfilmdepot.com Security Product Type: Bullet Resistant Systems, Glass Protection, Windows, Window Film Sales & Installation Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Federal, Light Industrial

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CIRCLE NO. 44

They shoot, they

scooooore... F

By Jason Evans

New locker room facilities wooing University of Denver hockey recruits

ew college hockey programs are as storied as the University of Denver. With eight NCAA championship banners hanging from its rafters, fans expect nothing but the best from their Pioneer puck-handlers.

COMMERCIAL CONSTRUCTION & RENOVATION â&#x20AC;&#x201D; NOVEMBER : DECEMBER 2018

In 2014, university administrators looked at the facilities and decided it was time for a change. And while you would think that eight national championships, two Hobey Baker award winners, nearly 50 All-Americans and 14 Olympians (and don't forget the iconic Rocky Mountain landscape) were enough to attract the country’s best recruits, you might be off base. The locker room, they found, just wasn't winning over any fans. “With an aging building it was a ‘must’,” says Tim Thompson, who runs LetsgoDU.com, a blog dedicated to Denver Pioneer athletics. Before long, a fundraising plan sprang into action, culminating in the opening of the Miller Hockey Complex at the beginning of the 2018 season. Comparing the new facility with the old locker room is like comparing apples with oranges (or perhaps pucks with soccer balls, in this case). The $2.5 million-dollar center is 4,500 square feet—double the size of the Pioneer’s old locker room. To call the facility a "locker room" really doesn’t do it justice. It’s actually three locker rooms. There is one to store the student-athletes’ personal items, another where players go after coming on and off the ice, and a one for the coaching staff. And don’t forget the hot and cold tubs for physical recovery, a lounge and other amenities to keep the team among the best in the nation. Nick Meldrum, DU’s head equipment manager told local media: "I think it kind of solidifies us as one of the top programs. Having an elite facility like this, it definitely puts more eyes on us." Obviously you would expect to see the DU logo in the DU locker complex, but here it hangs from the ceiling, as to not be stepped on and rouse superstitions from the players and coaches. "It's pretty cool, it's nice to see when you walk in," forward Liam Finley says. "It lights up the room." And if you see the words “Trust the Proscess” inscribed on the wall, don’t bother reporting a misspelling. In 2017, during a championship run, then-assistant (now head) coach David Carle wrote the phrase on a board, but didn’t nail the spelling of it correctly.

“ A week before a key recruit visited DU, he saw the locker room as well as the campus and agreed to commit to Denver. That says it all.” – Tim Thompson, LetsgoDU.com

The Miller Hockey Complex was fully funded by 150 former players and other supporters. It was named after university trustee John A. Miller and his wife, Sandy, both alums and friends of the program. Dividends are already being paid for Pioneer hockey. “A week before a key recruit visited DU,” Thompson recalls, “he saw the locker room as well as the campus and agreed to commit to Denver. That says it all.” Go Pios! CCR

Living right by the beautiful University of Denver campus, Jason Evans loves throwing on a jacket and watching his Pioneers play hockey, basketball and lacrosse. What he doesn’t love: having to correct people who say “UD” instead of DU.

NOVEMBER : DECEMBER 2018 — COMMERCIAL CONSTRUCTION & RENOVATION

Battening down the hatches

3 questions to ask to control stormwater management costs By David Corr

s developers embark on a new project, post-construction stormwater management is usually at the tail end of the long list of things to worry about. Thatâ&#x20AC;&#x2122;s changing, as regulations are becoming tighter and land

values increase. The result is that the permitting process is more complex, design methodologies are changing and costs are increasing. 92

COMMERCIAL CONSTRUCTION & RENOVATION â&#x20AC;&#x201D; NOVEMBER : DECEMBER 2018

Now more than ever, developers and contractors are taking a closer look at how stormwater management impacts their development costs and profits. Civil engineers have very little time to vet multiple stormwater options during design and will often use the same design techniques, even if it is not the best option from a cost perspective. Today, developers and owners must arm themselves with knowledge and ask the right questions to ensure they are not overspending on stormwater infrastructure. Here are three that can help out:

With office rates ranging from $13-$23 per square foot annualized, this represents $2.7 million to $4.7 million of additional revenue. Extrapolated over a 10-year timeframe, the developer could make an additional $25 million to $50 million. In areas such as New York City and San Francisco, the return will be even higher, with rates ranging between $65-$74 per square foot. The main point is owners and developers can all benefit by working with their civil engineers to explore the use of below-ground stormwater detention systems to maximize land space which maximizes revenue.

Question 1: Should stormwater be stored above or below ground?

Most stormwater regulations have a quantity control component, requiring that runoff be stored and released slowly over time. This is done through infiltrating the water into the surrounding soil or through controlled discharge into the stormwater drainage system or a local waterbody. So one of the first questions engineers and developers have is where to store the runoff, above ground in a pond or below ground? The problem with ponds is that they take up usable land space, therefore not allowing one to maximize their return on investment. This is not a major issue in rural areas, but in urban environments where A detention system was placed underneath the parking lot of a distribution center in land space is expensive, loss of space San Bernardino, California, saving valuable land space. results in lost revenue for the owner. Photo credit: ContechÂŽ Engineered Solutions LLC. The question then becomes how to quantify the value of putting the pond underground in a detention system? One method is to calculate Question 2: What is the total installed cost of the value of additional leasing space gained if a pond is placed different underground storage options? underground, allowing the developer to maximize its return on You have decided the most cost-effective solution is to store runoff investment by using all available land space. The easiest way to underground. The next question is how? Typical materials used illustrate this is with an example. for underground storage of stormwater include corrugated metal A typical parking space is 9 feet x 18 feet, or 163 square feet. pipe, HDPE pipe, plastic chambers and concrete structures. Runoff For every 1,000 square feet of developed space, the developer is volume, soil conditions, water tables, loading requirements, available typically required to have 2.6 parking spots. In other words, 1,000 footprint and costs will have an impact on what material the engineer square feet of developed space requires 421.2 square feet for will recommend. parking. The more developed space you have, the more parking When considering cost, owners and developers must consider spaces you will need. You just need to ensure the amount of dethe total installed costs for the system, not just material cost. Total veloped space, plus the amount of parking space, does not exceed installed costs include excavation, material, installation and backfill the lot size. costs. For the majority of detention and infiltration projects, corrugatNow, letâ&#x20AC;&#x2122;s look at a parcel that has two, one-acre ponds. One ed metal pipe (CMP) is the most economical solution and provides the lowest total installed costs. developer may look at the parcel and decide it could never maxiThis is because CMP detention systems can be made in diammize the return on its investment, as it cannot fully use all the land eters up to 144 inches, thus allowing for a large storage volume in space. Another developer could look at the same parcel and see it a very small footprint. The smaller the footprint, the less excavation as a great opportunity. Those two ponds represent 87,120 square and backfill is needed. feet of footprint. The best way to illustrate this is to look at an estimated installed By putting the detention system underground, the second decost of a real project. Engineers considered two different materials to veloper will have an additional 87,120 square feet for parking, which store stormwater underground: CMP and plastic chambers. The material will allow for an additional 206,000 square feet of office space.

NOVEMBER : DECEMBER 2018 â&#x20AC;&#x201D; COMMERCIAL CONSTRUCTION & RENOVATION

BATTENING DOWN THE HATCHES cost of the plastic chambers was less than the CMP. Chambers are relatively inexpensive, but because of their low profile and limited storage capacity, they require a large footprint. When excavation, installation and backfill costs were considered, the corrugated metal pipe solution provided the lowest total cost. The main point here is that owners and developers should always ask for a detailed cost estimate of underground systems options that include excavation, material, installation and backfill costs.

Stormwater systems, commonly referred to as Best Management Practices (BMPs) can be classified as “structural” (devices installed or constructed on a site) or “non-structural” (modified landscaping practices such as rain gardens and swales). Recently, there has been a big push for more non-structural BMPs to be implemented instead of the traditional structural BMPs. There seems to be a perception that these BMPs can be installed and left alone, with very little to no maintenance. That couldn’t be further from the truth. Let’s think about what happens to a non-structural land based system like a bioswale. A rain event occur, and the bioretention system functions as specified. Storm water flows to it from adjacent impervious areas, and slowly infiltrates and evapotranspires, depositing sediment, trash and debris on the surface. As sediment accumulates, the bioswale may no longer provide the design infiltration rate or storage volume. Ponding and flooding occurs, and the appearance of the site deteriorates as trash accumulates and plants grow unchecked. Even ponds need maintenance. Accumulated trash and debris can clog inlet and outlet structures, side slopes can fail, vegetation can grow unchecked. Poor maintenance can result in unpleasant odors, nuisance insects, algae Structural BMP’s often have lower lifecycle costs than non-structural solutions, as pollutants are captured and stored in one central location. blooms and unsightly aesthetics that could Photo credit: Contech® Engineered Solutions LLC. impact property value. Structural BMPs often have lower lifecycle costs than non-structural solutions, Question 3: What are the as pollutants are captured and stored in one lifecycle costs of the stormwater central location. For example, the Filterra® management system? All stormwater management systems will Biofiltration system uses specially engineed maintenance; it’s unavoidable. Trash and neered media and is far more compact than sediment will accumulate, filters will clog and traditional biofiltration. It’s small footprint proper system functionality will be impaired. takes up less land space and maintenance So the question becomes how often will can be done in less than 30 minutes. maintenance be needed, how easy is it to Even though structural BMPs are maintain, how much will it cost, and who will often easier to maintain than non-structural pay for it? In most cases, it’s the owner who’s systems, it’s important to note that mainon the hook. tenance requirements differ considerably In years past, maintenance of stormdepending on the type of product used and water systems was not a major concern, as the manufacturer. there was limited monitoring being done. The main point here is that not all The old adage of “out of sight, out of mind” stormwater systems are the same. Work prevailed. This is no longer the case, as more municipalities are enwith your consulting engineer to fully understand the lifecycle cost forcing maintenance protocols and fining those that fail to maintain of the stormwater management system that is being recommended their stormwater systems. before final selection. During the design phase, many engineers are focused on meeting There is no need to overspend on stormwater management the initial challenge of designing a system that will meet the local stormsolutions. So the next time you embark on a new project, ask your water regulations and getting their permits approved. Lifecycle costs are design team the three questions noted above. It could save you often not a consideration. This is beginning to change. thousands of dollars in the long run. CCR

A typical parking space is 9 feet x 18 feet or 163 square feet. For every 1,000 square feet of developed space, the developer is typically required to have 2.6 parking spots.

David Corr, Sr., is the Director of Corporate Marketing at Contech® Engineered Solutions LLC.

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CIRCLE NO. 45

Reinventing the workplace Technology’s impact on productivity and real estate ROI By Steven Lang

t is an indisputable fact that technology continues to be a game-changer in the 21st Century workplace. Mobile laptops, tablets and phones enable us to work anywhere

and move fluidly throughout the day. Countless collaboration tools allow us to visualize a broad array of information all at once, while seamlessly working with others, even if they—or we—are working remotely. Workspaces in general are becoming smarter, all to make them more supportive of the people who inhabit them.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

As digital trends continue to replace traditional business models and leaders accelerate the digital transformation of their organizations, successful companies are working hard to build a degree of agility, creativity and responsiveness into their workspaces. This shift not only promotes a more flexible, engaging and productive environment for employees, it also permits organizations to measure the effectiveness of their real estate, and the organization as a whole. For example, it is increasingly commonplace to find occupancy and motion sensors throughout a workspace that measure when, how and why spaces are being used. This puts tangible workplace

CIRCLE NO. 46

REINVENTING THE WORKPLACE

behavioral data in the hands of decision-makers, enabling them to better determine the effectiveness and efficiency of space. It also helps a business ensure that its space supports the evolving needs of its employees and business strategy, allowing critical changes to be made when and where changes are needed. Because understanding how workspaces perform has become so important, it is essential for them to be efficient and flexible. An agile workspace will enable more agile employees to work in different places and different ways throughout the day: spaces that accommodate everything from individual heads-down work at a workstation or private enclave to two- to three-person collaboration in a huddle room to small group work sessions or even large allstaff meetings in a conference or training room. Building with flexibility means that interior space can be easily repurposed supporting the changing needs of the business with many if not all the same elements or components. Modular walls, flexible furniture and adaptive technology can be reconfigured, and new developments in technology can be accommodated into the architecture without the waste, mess and downtime of conventional drywall construction.

For most clients, the added benefit of a reduced construction schedule makes this new method of building an engineered environment “first cost” competitive.

The AI factor

What will the future workplace look like? In the short-term, artificial intelligence (AI) will continue to have a major impact, and collaboration tools like touch-screens and integrated audio-video elements will have a strong presence. Today, voice-enabled AI allows users in multiple locations to start or join a meeting simply by uttering a command. Voice-totext transcription then identifies each speaker in the meeting while simultaneously taking notes, allowing participants to focus on what is being said. AI is even being employed to analyze the behavior of meeting participants, which could be used to assess customer reactions or improve sales or negotiation techniques. In the not-too-distant future, video conferences will add the capability of sharing, manipulating, and even interacting with 3-D holograms in real time, incorporating even more virtual technology into physical spaces. This will allow users not simply to see a virtual

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

enabling the design and construction team to create a more functional plan that can be priced more accurately and built more rapidly. This approach also ensures that the actual workspace will promote flexibility, employee collaboration, and worker satisfaction because the space’s adaptability can be illustrated on screen before it’s implemented or installed.

Other factors driving change

Beyond AI, other technologies are similarly changing workspace design. As mobility increases, apps are now available that allow a company’s employees to find and reserve workspaces within an office setting. Similarly, wellbeing in the workplace is being supported by apps that can sync height-adjustable desks and benches and remind workers to adjust from sitting to standing positions throughout the day. These apps also allow workers to track how often they shift postures or take screen breaks, enabling them to view their progress toward established wellness goals.

Artificial intelligence (AI) will continue to have a major impact, and collaboration tools like touch-screens and integrated audio-video elements will have a strong presence. model of a product, but to try it out to determine how well it works and whether it will meet their specific needs. Just as AI allows behavior to be analyzed during conference calls, it will begin to be employed by HR directors to gain insights into employee behavior, ultimately impacting workplace design. Businesses already can merge data with employee calendars and emails to determine if existing office layouts are conducive to collaboration and whether they can be improved to make workers feel more supported, and thus more productive. Companies can also use AI to determine how quickly workers are completing certain tasks and whether the workplace can be upgraded to serve those workers more successfully, again leading to improved employee morale, increased effectiveness and optimized workspace assets. For their part, interior designers are using AI to help businesses visualize workspace designs before construction begins or furnishings bought. This allows changes to be incorporated into the virtual designs,

MIT’s Media Lab is even working on a technology that enables users to search the internet using only their brainwaves. Essentially, the brain combines the information it already has with information from Google, delivering it to be spoken as answers in seconds. Information is not just at a worker’s fingertips. It literally helps to augment the brain to go beyond its own capacity. Imagine what that kind of technology can do for the way we work. While some of these technologies may still be a few years away, the tools to rapidly integrate architectural solutions, furniture and technology are available today and can ready a workplace to be an agile, responsive environment well into the future. With some general awareness and knowledge of the changing needs of occupants and the nature and speed of change today, buildings and their builders are faced with a triple threat: An economic, social and environmental responsibility to simply build better. Your business may someday soon depend on it. CCR

Steven Lang is president and CEO at dancker (www.dancker.com), a leading interior solutions firm working with clients to create spaces that maximize the flow between people and ideas by providing seamless integration of architectural, furniture, technology and logistics solutions.

NOVEMBER : DECEMBER 2018 — COMMERCIAL CONSTRUCTION & RENOVATION

Does your project have what it takes? Being the best takes a team effort.

In today's commercial construction industry, the successful new builds and renovated projects are the ones with every part of the team working in unison to deliver on time, under or on budget and in sync. From design, to engineering, to building and management, the best projects feature the best teams.

That's why Commercial Construction & Renovation is looking for your team. Our second annual “CCR Project Profile Awards ” will recognize the best-of-the-best construction projects from the top down with awards for New Construction Project and Renovation Project. To help select these special projects, we're building a special committee from our Editorial Advisory Board to pour through the nominations. After they select the projects, we'll identify winners in the following sectors:

• Retail • Restaurant • Hospitality • Federal

• Healthcare • Shopping Center • Multi-housing

So, how do you get your project nominated? Here’s what you need to give us:

Project title:__________________________________________________ Location:_____________________________________________________ Designer:_____________________________________________________ Contractor:___________________________________________________

Deadline to submit form: Jan 15, 2019

Subcontractors:________________________________________________ Number of square feet:__________________________________________ Year started:__________________________________________________ New or Renovation:____________________________________________ Completion date:_______________________________________________ Why this project should be nominated?_____________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________ ____________________________________________________________

Send your nominations forms to David Corson, publisher, at davidc@ccr-mag.com.

WINTER 2018

www.ccr-mag.com

Kitchens Brady Titus, Director of Design & Construction, Lemonade Restaurant Group

Squeezed to perfection How the Lemonade Restaurant Group is making its play in the fast-casual arena

Also Inside: A special supplement to:

How to renovate your restaurant Cover story photography by Stephen Hekman

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COMMERCIAL CONSTRUCTION & RENOVATION â&#x20AC;&#x201D; NOVEMBER : DECEMBER 2018

How the Lemonade Restaurant Group is making its play in the fastcasual arena By Michael J. Pallerino

Squeezed to perfection A lan Jackson needed a change. As an accomplished Los Angeles chef, he had enough of the upscale dining scene in La La Land. In 2008, he set his sights on creating a chef-driven, contemporary approach to fine food. The twist: It had to be done fast. The name he gave his new enterprise was Lemonade, which he opened in West Hollywood. Admittedly, Jackson liked the comforting feeling you get when you say the word. And yes, along with salads, hearty braised meats, satisfying sandwiches and decadent desserts, customers can order a lemonade. A year later, Jackson joined forces with Ian Olsen, who helped redefine the fast-casual dining experience by eventually delivering 28 locations (and counting) throughout the Los Angeles and surrounding areas, including Orange County, San Diego and the Bay area. To get a feel for how the Lemonade brand is evolving, Commercial Kitchens sat down with Brady Titus, director of design and construction.

NOVEMBER : DECEMBER 2018 â&#x20AC;&#x201D; COMMERCIAL CONSTRUCTION & RENOVATION

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COMMERCIAL KITCHENS Give us a snapshot of Lemonade brand?

We are a modern fast casual brand with 28 locations that serve a wide variety of housemade marketplace salads, sandwiches and hearty braised dishes in a cafeteria-style presentation. These days, it’s all about choice and customization. Everyone wants to have some say in how their food is prepared. They want a variety of options. Lemonade offers a broad variety of choices and you can have it the way you want.

What type of consumer are you targeting?

Our consumers span a wide range of demographics, from millennials to families, and active, health-focused individuals. From a real estate perspective, we look for locations in walkable urban environments where we can capture both passersby and locals who become our regulars.

We’ve been around for a decade now, but we’re still small enough to be flexible. As such, we are taking a step back to examine the nature of our brand at all levels—not all brands can do that.

How does the design of Lemonade units cater to what today's consumers are looking for?

We walk the line between mid-century modern and an industrial aesthetic. The trick has been to keep our look and feel timeless, which is difficult in any retail environment. We aim to do this by using primary colors, broad uniform materials, and we avoid too much elaborate decor that might become cliché in a few years. Following trends is risky because trends end. We’ve sought to find a unique brand look that will hold up over time and, most importantly, that customers can identify specifically to Lemonade. You will never find reclaimed barn wood in our restaurants.

Walk us through how and why it’s designed the way it is?

In every Lemonade store, the front counter is the beating heart of the entire restaurant. Everything starts there and the rest is built around that piece. The counter is a completely custom build for each restaurant, designed to display our food in the best possible way. We also look closely at the color temperature on the lights above the counter so that the food renders the proper color and really pops. Besides actually eating, the front counter is the primary sensory experience for

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COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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COMMERCIAL KITCHENS

our customers—it’s a highly visual brand trademark. The rest of the store is meant to complement that experience, with a clean, simple environment that doesn’t distract from the food.

are making a big impression in this market. Our biggest challenge is to stay relevant in a diverse and growing marketplace with lots of exciting newcomers.

Take us through your construction and design strategy.

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

Give us a rundown of the market's layout.

Talk about sustainability. What are you doing?

Though we are only in California now, my strategy is to position the company for a national rollout, whenever that may happen in the future. That strategy informs everything we do, from choosing our architects and general contractors to partnering with new owner/vendors that have national capabilities. My background is in prototype design, so I like to develop details that are universally applicable to multiple locations. Having very detailed documents in advance is critical to anticipating problems so that we aren’t solving major issues in the field.

The fast casual market right now is incredibly dynamic and inventive. There’s lots of competition and a lot of rapidly growing concepts both in and outside of California that

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The economy is booming, which is great, but it also means that everyone is very busy and prices are steadily increasing. Vendors aren’t as desperate for work as they were a few years ago, making it is more difficult to find contractors that will really focus on your project, maintain quality and keep costs down. Making sure the design is fully articulated in the construction documents helps with this, but we have to diligently follow the design and construction progress and ensure all parties involved are putting their best foot forward. It’s a constant battle.

Almost everything in our build outs can be recycled, which we’re proud of. We use sustainable materials and renewable resources whenever possible.

Â» CCRS 2019 SPONSOR

CIRCLE NO. 49

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COMMERCIAL KITCHENS

What do you see as some of your biggest opportunities moving ahead?

We’ve been around for a decade now, but we’re still small enough to be flexible. As such, we are taking a step back to examine the nature of our brand at all levels—not all brands can do that. We are established enough to leverage the best parts of our brand, but nimble enough to let go of the things that don’t work, all with the primary goal of improving the customer journey through the store. We are all excited about this opportunity to improve.

Are you optimistic about what you see today in the marketplace?

Yes. There are exciting things happening in this market in general and for us at Lemonade specifically. It is challenging to maintain a product that will compete in the present market, but I think we have something that’s wholly unique that will take us to higher levels in a competitive market.

What is your growth plan? What areas are you targeting?

Right now, we’re doing a lot of design development specifically oriented toward improving the customer journey and streamlining the entire development process to be more efficient. This has slowed our new store rollout, but the goal is to perfect the operational model so that we can go anywhere in the world. We are building some test locations in 2019 and plan a big push for new stores in 2020.

Right now, we’re doing a lot of design development specifically oriented toward improving the customer journey and streamlining the entire development process to be more efficient.

What trends are you seeing?

There is a massive push toward online ordering ahead, beverage variety, customization of menu items, and a much greater appreciation for environmental design and quality overall. Our guests are becoming much more sophisticated in that regard.

What is the secret to creating a "must visit" environment in today's competitive landscape? If you're making design decisions that don’t directly improve the quality of the customer experience, you're missing the point. I believe our customer needs to feel like they

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COMMERCIAL KITCHENS

have some ownership of the brand; that it’s a partnership. If you keep that in mind as you design, you will naturally develop environments that draw people in.

What is today's consumer looking for?

Customization—and speed of service are extremely important. With the internet and online ordering, there are so many ways to get food and get it quickly. No one has patience for waiting in line when they can stay at home and get what they want at the touch of a button. Technology is rapidly changing people’s expectations, ignore that at your own peril.

In every Lemonade store, the front counter is the beating heart of the entire restaurant. Everything starts there and the rest is built around that piece.

functionality so that critical component lends itself to speed of service, quality of design and quality of presentation.

Describe a typical day.

There is no typical day, but the first part of my day is usually focused on scheduling vendors and installs, and contacting landlords and city officials to ensure that our ongoing projects are proceeding smoothly. Then I’ll spend the rest of my time dedicated to design development and prototype design.

Tell us what makes Lemonade so unique?

What's the biggest item on your to-do list right now? I spend most of my time on improving the presentation and efficiency of the front counter to find the right combination of design and

The variety and quality of our food at Lemonade is wholly unique to anything else in the industry. I think we’ve also done a great job at creating an approachable, relatable brand that resonates with our customers. CK

One-on-One with... » Brady Titus

Director of Design & Construction, Lemonade Restaurant Group

What’s the most rewarding part of your job?

Even after all these years, there is still nothing quite like standing in the middle of a newly completed project and watching people come in for the first time. It’s truly exhilarating.

What was the best advice you ever received?

A wise and very successful architect once told me that if you create designs that only please your own needs or ego, you’re doing your clients a disservice. Always design to improve your clients’ business based on their own understanding of who they are, not your own perceptions.

Name the three strongest traits any leader should have and why.

Always hire people who are smarter than you, regardless of their experience, because smart people will learn to do the job. Give credit for your achievements to people who are working for you because they need to understand that

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their contribution was key to the team’s success, and they probably did most of the work anyway. Finally, let them teach and manage up, because a know-it-all manager is bound for obsolescence.

What’s the best thing a client ever said to you? The best thing was probably, “I’m really glad you thought of that.”

What’s your favorite vacation spot and why?

Spain. The combination of the best food in the world and the breadth of culture, history and architecture make it absolutely irresistible for me.

How do you like to spend your down time?

My wife and I have a 17-month-old baby girl, and most of the time all I want to do is be with them. I’ve recently taken up gardening, and once and a while I try to write music because I’m convinced I will be a rock star—someday.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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CIRCLE NO. 51

ON YOUR MARK... 5 things to consider before renovating a restaurant

he restaurant business is one that can be extremely cutthroat, challenging and competitive. Yet when all the pieces fall into place, it can also be a lucrative busi-

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One of the challenges facing most restaurant owners is keeping up with the Joneses, if you will. That typically means you need to make sure you are providing your customers with a modern, inviting and unique atmosphere in which they can dine in. Even when your restaurant starts out that way, over time it can start to look rather run down and tired, which can actually end up driving customers away. If you’ve been thinking it’s time for some restaurant renovations, here are five things you’ll want to consider before you begin.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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ON YOUR MARK... No. 1 — H ow do you plan on paying for it?

While you may think it doesn’t cost much to just do some basic renovations to your restaurant, the fact is that the cost of renovation jobs can add up pretty fast. This is why it’s a good idea to get a few quotes from contractors and/or designers well before the project begins. Once you know how much it’s going to cost, you can figure out the financial side of things and work out a plan to pay for it.

No. 2 — How will the renovations affect your customers? Another thing to consider is how the renovations will affect your customers. Will you need to close down your restaurant for

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COMMERCIAL KITCHENS

The way in which the renovations affect the customers depends on how many and what kind of renovations you are doing.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

a few days or even a couple of weeks? Will the renovations take place during off-hours, or do you plan on sectioning off areas where work will be done? The way in which the renovations affect the customers depends on how many and what kind of renovations you are doing. The last thing you want to do is inconvenience your customers, but sometimes closing down the restaurant during the renovations is the only option out there.

No. 3 — M ake sure you have a full design plan before starting

Renovating a restaurant isn’t like renovating your home—you can’t just “swing it.” You need to be specific in your design plan

Â» CCRS 2019 SPONSOR

CIRCLE NO. 53

ON YOUR MARK...

before the work begins so that you have all the supplies and items you’ll need on hand. Planning your design ahead of the renovations also gives you a chance to browse, get ideas and check out different options. For example, take new furniture, which can be found at restaurant/furniture and other online outlets. When you give yourself enough time, you can browse through the many options and give thought to how it will work for your vision, space and budget.

No. 4 — G et input from your customers

As you work on your design plan, it’s also important you get feedback and input from your customers. What do they want to see in the new design? What do they currently like and dislike about your restaurant? What

COMMERCIAL KITCHENS

do they feel is missing? You can then have a special VIP appreciation night and let all your regular customers be the first to dine in the new space.

No. 5 — H ow will you market your renovation?

It’s not unusual for restaurants to have a grand reveal after a large renovation project. This helps to drum up interest and can draw in new customers. Give thought as to how you will advertise all the renovations that are being done. It’s a good idea to use both online and offline marketing tools. Before you embark on any type of renovation, it is always wise to have a plan in place so follow the tips discussed above and you can’t go wrong. CK

Emily Roberts is content specialist and blogger who works in all types of genres.

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CIRCLE NO. 54

By Tim Duffy • Photography courtesy of LEO A DALY

Intelligence Integration Designing the new era of counterterrorism

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fter the terror attacks of September 11, 2001, the U.S. government realized a need for better information-sharing among the 17 intelligence agencies spread throughout the executive branch. Following the recommendations of the 9/11 Commission Report, the Office of the Director of National Intelligence (ODNI) was created to facilitate a strategy of “intelligence integration.” To support this strategy, ODNI needed a home—a consolidated, secure campus where intelligence officers from across the government could collaborate, educate and train. Intelligence Community Campus – Bethesda (ICC-B) is that home. The facility was designed by LEO A DALY with support by AECOM and DBI, and built by Whiting-Turner. The project, which includes more than 750,000 square feet of new construction and renovation, reimagines and repositions an obsolete government campus, transforming a set of imposing, disconnected and outmoded governmental buildings into a secure, sustainable, state-of-the-art intelligence headquarters. In the process, it reinvents the architecture of government intelligence.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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Reimagining the architecture of intelligence

If you were asked to imagine the typical government intelligence headquarters, you'd probably think of a gray concrete monolith—something dark and impenetrable like the Pentagon or the J. Edgar Hoover building. While these are distinctive examples of government architecture, our vision for ICC-B plays directly against this type. Inspired by its collaborative mission, ICC-B’s design is closer in character to a university or tech headquarters. It’s a new architecture for a new era of counterterrorism, driven by an institutional need for openness, sharing and collaboration. The design is all about connections—between the new and existing buildings on campus, between buildings and site, and between the campus and its natural and community contexts.

One building was demolished, making way for the new 220,000 square foot Centrum Building. Shaped as a Z, the Centrum snakes through the campus, connecting three existing buildings and a parking garage into a single, continuous, secure environment. The Centrum serves as the central hub of the reinvented campus, providing auditorium space, special event space, reception space, an amenity gallery, executive suites and secure office spaces. To advance security, two of the existing buildings received structural upgrades to meet Anti-Terrorism/ Force Protection (AT/FP) requirements.

Renewing the site’s architectural and natural harmony

One major design goal was to address the community’s unhappiness with the old campus, which had unattractive, bunker-like buildings and a large parking lot along the main street frontage. It was an ominous presence in an otherwise quaint, suburban neighborhood. That sea of surface parking was replaced with a parking structure at the back of the site, almost invisible to the public. This move allowed us to reimagine the landscaping of the site, making room for a lush native landscape, including bio-retention and other storm-water-management improvements. To connect the campus together aesthetically, and to reimagine its architectural relationship to the neighborhood context, all of the existing buildings were given new facades. The design concept is based on the idea of “natural camouflage,” disguising the campus’s intelligence function, and transforming its previous “imposing” design with something that feels nongovernmental. The new cladding is based on a forest metaphor, inspired by an autumn site visit early in the design process. The west side of the site is adjacent to forested National Park Service land. The vertical striping of windows and walls, and the colors and patterns of the walls, derive from the appearance of those trees with their vertical trunks, the bark

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CIRCLE NO. 56

patterns and the shafts of light between them. Four colors taken from the peak autumn foliage of that visit were used for the metal panel colors.

Connecting employees

To facilitate the mission of collaborative intelligence, the interiors of the existing buildings were entirely reconstructed to provide new, modern working spaces. Communal spaces throughout the building and in secure areas on the site provide numerous opportunities for different sized groups of users to engage in impromptu and casual interactions throughout the campus. Intelligence work can be stressful, and secure workspaces have traditionally not focused on quality of life. To solve this, the design focused its design on connecting employees to the site’s natural surroundings. The design provides numerous opportunities to engage with the ecologically diverse and pastoral environment that replaced the surface parking lots. Generous windows, green roofs and balconies allow maximum access to nature and daylight, allowing users to truly feel their place in nature, on the edge of a National Park. Employees are given views of the adjacent forest and, at upper levels, the Potomac River to the west of the site. Public areas of the Centrum building have large glass areas, and the majority of offices are daylit. Employees were given a variety of pleasant spaces outside the secure office areas, and a variety of amenities.

Connecting with nature

In harmony with the architectural approach, the builders took a sustainability approach that respects the natural context while meeting the client’s bottom line. They used a sROI (sustainable Return-on-Investment) methodology, running extensive models to measure the “triple bottom line”—the economic, environmental and social-value impacts of the proposed strategies. This approach provided concrete justification for the sustainable investments proposed at the facility, and played a key role in exceeding the owner’s sustainability requirements. The LEED Certified Silver design includes a range of efficiency measures, including a high-performance thermal envelope, enthalpy-controlled energy recovery devices and airside economizers, ultra-high efficiency magnetic bearing chillers, efficient lighting, and daylight sensing and dimming equipment. A 30,000-gallon cistern collects water for irrigation of the lush, natural landscape. A passive solar heating system provides the special event space with hot water. Daylight harvesting for interior workspaces create a 90 percent improvement over the previous environment. Overall, the campus is expected to use 31 percent less energy than before renovation. The future of U.S. intelligence requires communication, internal transparency and external security. Combining these elements in a campus required a design and construction approach that considered connectivity on a number of levels—architectural, interpersonal and ecological. The result is a collaborative campus that reinvents the architecture of intelligence. FC

To facilitate the mission of collaborative intelligence, the interiors of the existing buildings were entirely reconstructed to provide new, modern working spaces.

Tim Duffy, AIA, CSI, LEED AP, serves as director of Technical Services for LEO A DALY’s Washington, D.C., design studio. He is an architect with more than 30 years of professional experience, ranging from master planning and conceptual design to construction administration. Duffy also is an experienced construction manager, and was superintendent for the historic restoration of Union Station in Washington, D.C.—the largest renovation in U.S. history.

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CIRCLE NO. 57

COMMERCIAL CONSTRUCTION & RENOVATION PEOPLE

2019 SCHEDULE: February Tampa, FL

March Dallas, TX

April

Atlanta, GA

May

Minneapolis, MN

June

Philadelphia, PA

July

Boston, MA

July

Columbus, OH

August Nashville, TN

September New York City, NY

October Denver, CO

October Los Angeles, CA

December Phoenix, AZ

Dates/location will be confirmed by December 31st, 2018 on CCRP site at www.ccr-people.com.

For information about membership or events, contact Kristen Corson, kristenc@ccr-people.com • 770.990.7702 For information about co-sponsoring an event, contact David Corson, davidc@ccr-mag.com • 678.765.6550

www.ccr-people.com www.ccr-mag.com CIRCLE NO. 58

2019 Commercial Construc on & Renova on People (CCRP) Membership form must be completed in full and submi ed to: Commercial Construc on & Renova on People (CCRP) • P.O. Box 3908 • Suwanee, GA 30024 • (P) 770.990.7702 • (F) 678.765.6551 First Name: ____________________________________ Middle Ini al: ________ Last Name: _________________________________________ Title:

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QUESTIONS OR COMMENTS • Ques ons regarding CCRP Membership? • Interested in co-sponsoring a CCRP Event? • Wish to invite a vendor or execu ve to a CCRP Event? CONTACT Kristen Corson, Membership Director, Commercial Construc on & Renova on People (CCRP) (P) 770.990.7702 (F) 678.765.6551 (Email) kristenc@ccr-people.com I hereby apply for membership with Commercial Construc on & Renova on People (CCRP). If granted, I will abide by the membership regula ons and by-laws, supports objec ves and pay the dues established by F&J Publica ons for my class of membership. If applying for Associate Membership, I a est that I am a salaried employee of the oﬃcial member company and not a franchisee of that company. I authorize CCRP to send announcements (via e-mail, phone or otherwise) regarding CCRP programs and services that may be of interest to me or any of my business associates.

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Fax completed applica on to 678.765.6551 or save me and apply online at: www.ccr-people.com

Learning how to eat an elephant 7 ways you can solve your business problems

uccessful people all do one thing: They solve problems. They don’t just stare at a problem and wish it would go away. The magic key to solving your big, difficult, looming problems is to break them down into smaller parts and then deal with these smaller parts. By viewing your issues through this prism, you can focus intently on solving a problem through a series of steps instead of preparing to tackle it all at once. It’s that old question, “How do you eat an elephant?” The answer: “One bite at a time.” Just remember, in today’s fast-paced business climate, developing skills in problem-solving is an invaluable tool. The best leaders are the best problem solvers, so investing in yourself by learning to be the best problem solver that you can be. Here are seven strategies you can use to be a better problem-solver:

1. Describe the problem

Do this in writing. Often, you’ll find that simply explaining the whole problem to yourself will cause you to see the solution. But not always, so if that doesn’t make the situation clear, go to No. 2.

2. B reak the problem into smaller, more manageable parts

Make a list of the parts of the problem, breaking it down into manageable parts that don’t seem intimidating. If one item on the list still seems hard, break it down into even smaller parts. Then, arrange your list in a logical order according to what to do first, second, third, and so on.

3. Write down the obstacles

This step may come as a surprise, but it’s important. Take a clear, hard look at what the obstacles are and list them. Being optimistic is a good thing, but no matter how positively you think about a problem, you’ll improve your odds of success if you pay attention to and prepare for the likely obstacles.

4. Brainstorm possible solutions

Write down as many solutions as you can. Be as creative as you can be. At this point, your goal is quantity not quality. Don’t keep from writing down an idea just because it seems irrelevant. Often what seems

By Mitzi Perdue

Your problem-solving checklist here • Have I described my problem in writing? • Have I broken it into manageable chunks? • Have I made a clear assessment of the obstacles? • Have I brainstormed solutions? • Have I stretched to find one more solution? • Have I picked the best solution? • Have I put the solution into action? like a bad idea can spark your imagination. These new ideas can turn out to be highly creative. You’d be surprised how often this happens.

5. S tretch to find one more solution

Ideas that come when you’ve had to stretch for them often turn out to be the most useful. In many cases if the answers were obvious, they would already have been done. It’s when you stretch to get a new idea that you come up with the most creative ones. The most creative, least obvious solutions may have the best chance of solving your problem.

6. Pick the best solution

When you’ve gotten as far as you can with the brainstorming aspect of problem-solving, put on your realist’s hat. Remember, it’s a different mindset at this point. Your job is to figure out which one is the best. What solution or solutions best combines solving the problem, getting the job done on time and having the resources available for accomplishing it.

7. Act on it

Surprisingly often, people may come up with a good solution, but they don’t “pull the trigger.” They procrastinate. Successful people, in contrast, have a penchant for action. They’re not only good at thinking of solutions; they’re good at doing them. They know the problem isn’t solved until the plan is put into action and completed. CCR

Mitzi Perdue is a celebrated speaker, businesswoman and author of “How to Make Your Family Business Last.” A cum laude graduate from Harvard University and holder of an MPA from George Washington University, Perdue is a past president of the 35,000-member American Agri-Women, a former syndicated columnist for Scripps Howard and the founder of CERES Farms. For more information, visit www.MitziPerdue.com.

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PERSPECTIVE

LEADERSHIP

The greatest measure of success D Grace Daly is the founding host of ShopTalk360.com, the industry podcast show. With more than 20 years directing design, construction and facilities for national retail brands, Daly’s current role as interviewer, author and business coach celebrates the leaders in our industry she fondly refers to as her family. Please feel free to reach out to her at Grace@GraceDaly.com

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uring a recent entrepreneur conference, I was asked, “What is the greatest measure of success?” That’s a loaded question because we all have different views of what success means. Some folks will gauge it daily by the number of likes on a social media post in hopes of attracting that one client. Some will gauge it by how much money their investments made in the last quarter. Some will measure it by the fact that they made another rent payment on time or that their kids didn’t have to go to bed hungry. Others will find solace for being another day sober. Throughout our lives, the measure of success will change, as it should, because our circumstances and goals have changed. Having been in Corporate America for decades helping to develop teams and processes that have supported a number of aggressive store rollouts and remodels, I used to gauge success by how many new store openings my company did or how much money we saved. I was that leader, that Type A personality. I was at my desk in midtown Manhattan at 6:45 a.m., already on my second cup of black coffee. I was lucky enough to hire and work with a number of talented people. I also had to cut staff due to corporate downsizing or economic downturns. Along the way, my library was always full of the latest and greatest business, wealth and brand building books from thought leaders like Napoleon Hill, Dale Carnegie, Jim Collins, Stephen Covey and Seth Godin, among others. Back then, my success was my career track— paying off the house, saving for my son’s college fund and taking a few vacations here and there. The industry viewed me as “successful.” I served on several boards and was a keynote speaker, moderator and presenter at countless conferences. It was also a time of accepting a certain amount of BS and stress because I felt like it came with success. Now, having stepped out of my corporate role for close to a decade now, my idea of success has been simplified. Today, success is simply choosing what I’d like to do with my time and who I’d like to do it with. That’s a lot trickier than it sounds, and believe me, I’ve worked hard to be able to reach this point. Throughout my many different roles as a certified executive coach, industry consultant, event producer and interviewer, I crossed paths with lots of people who have had lasting impact on me—positively and negatively. Think about it—how many times do you have to put up with someone’s negative attitude because they’re your boss, your client or a potential client? This pertains to my family and social circles, too. It’s about doing things with people I resonate with—people who reciprocate the same type of energy toward kindness and fulfillment. One of my favorite quotes by Coco Chanel sums it up perfectly: “There are people who are rich and there are people who have money.” When you see the difference, I hope you’ll realize how rich you really are.. CCR

Now having stepped out of my corporate role for close to a decade now, the idea of success has been simplified. Success is simply choosing what I’d like to do with my time and who I’d like to be surrounded by.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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EXPANSION

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READY C

After overhaul of cooling system, Gettysburg Hospital eyes future By John Vastyan

ivil War-era physicians and nurses could only have dreamed of the contemporary health care facility—WellSpan Gettysburg Hospital—that now stands within sight of the Gettysburg National Military Park. Construction began about 60 years after the epic battle and today is a nationally recognized acute care community hospital.

Joe Lehigh, a 27-year member of the hospital’s engineering team, says the most recent changes to the facility were made chiefly to improve facility operations. “The key need was to modernize mechanical systems that would assure reliability of critical patient care. High on the list was cooling equipment. We needed unerring dependability of critical patient care.” Cooling towers were at the top of the short list.

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Lehigh says the WellSpan engineering team worked in concert with Baltimore-based consulting engineers, Leach Wallace Associates, and Manchester, Pennsylvania-based James Craft & Son Inc.—the full service, non-union, 150-person plumbing and mechanical contracting firm’s MCAA membership dates back to 1969. “Replacement of the towers was a fiveyear effort,” explained Lehigh. The old cooling towers, with 900 tons of cooling capacity, were nearing their serviceable end. But finally, a new motivation emerged propelling an effort to replace the cooling towers: a longer-range expectation of the hospital’s expansion.

Design solution

One challenge became the key obstacle in a physical sense. The existing cooling towers were constrained on all sides by brick walls; this defined the footprint—immovably. The WellSpan Gettysburg Hospital engineering staff worked with multiple manufacturers, including EVAPCO, to review turnkey replacement solutions for the failing evaporative coolers. WellSpan engineering managers deployed their design experts and engineer of

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record, Leach Wallace. Together, they formulated a plan to replace the failing equipment in the same footprint and provide additional capacity for N+1 redundancy. The firmly-defined space for the evaporative coolers, and the need for 1,200 tons of evaporative cooling equipment, negated all but one manufacturer—EVAPCO. Kurt Juergensen, mechanical engineer at Leach Wallace, says the existing cooling towers were connected to three, 300-ton centrifugal chillers. “Clearly, the new coolers would need to meet their need for evaporative cooling and also have the additional capacity for a new, 300-ton chiller needed for the hospital’s anticipated expansion.”

Â» CCRS 2019 SPONSOR

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Evaporative solution

Specified for the hospital were two EVAPCO AT induced-draft, counterflow cooling towers. With the smallest footprint in the industry for coolers of their size, the towers are rated for 2,063 max gpm, each with two modular, 300-ton (six million BTU) cells, for a total of 1,200 tons or 14,400,00 million BTUs of evaporative cooling capacity. Each AT cooling tower provides external access to fully-enclosed motors and belts. Attached to the motors is the company’s heavy-duty Power-Band drive system with aluminum alloy sheaves and pillow block bearings that provide a minimum guaranteed life of 75,000 hours and an aluminum alloy, statically-balanced, VFD-controlled, 25 HP fan. The Gettysburg cooling towers also have galvanized steel access ladders and platforms, ideal for service and maintenance work and easy access to fan motors and water distribution components. “With Evapco, the ease of service and maintenance is a big improvement over our previous system," Lehigh says. "Before, we had to crawl into our old units to maintain them. Now, everything’s available from the exterior.” Installation day efficiency can be credited to the forward-thinking design team and installers that made sure the piping to the roof was already in place for a further expansion of the facility, including an additional tower cell, adding 300 tons of additional cooling capacity. Each tower is paired with a VFD, dialed-in for optimal, N+1

operation. On a given day, the facility may need only 900 tons, but they have a full cell for redundancy and peak efficiency operation assurance of the entire system by modulating-down the fans speeds. By allowing the controls to lower set-points based on outside conditions, the mechanical equipment operates more energy efficient. Also, tower fan speeds are programmed to assure limited and equal wear. Reduced RPMs means less wear on motors, belts and bearings.

Mechanical systems

“Sometimes life-saving work goes on every day in any of the floors above us. Yet, down here— and, now, out on the rooftop—are the new and improved systems that make it all possible.” – Joe Lehigh, WellSpan Gettysburg Hospital

In the bowels of the hospital, just one floor below the grade level entry, are the chillers and water treatment equipment, and the pump stations that circulate fluids to and from all of the connected equipment. Included are three 945 gpm Taco base-mounted cooling tower condenser pumps, and three 756 gpm base mounted pumps to govern constant flow of chilled water to and from hospital’s 22 air handling units, from 10 to 120 tons in size. It’s here that Lehigh wears an expression of hard-won satisfaction. “Important, sometimes life-saving work goes on every day in any of the floors above us,” he says. “Yet, down here—and, now, out on the rooftop—are the new and improved systems that make it all possible. A lot of planning, and a lot of work, and the right systems all came together. Now we know that our ultimate mandate—no down-time— is as close to a full guarantee as we can make it.” HC

John Vastyan, a frequent contributor to Commercial Construction & Renovation, is the president of Common Ground, Uncommon Communications, a content firm specializing in marketing communications and business-to-business PR that serves the broad construction industry. He can be reached out cground@ptd.net.

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CIRCLE NO. 62

Capitol idea

D.C. project includes townhomes with unique rooftop access

By Thomas Renner

he challenge facing architect Maurice Walters in designing a 32-unit townhome complex in Washington D.C.â&#x20AC;&#x2122;s Capitol Hill section was twofold. Walters, who founded Maurice Walters

Architect Inc. in 2007, needed to marry the characteristics of two adjacent school buildings built nearly a century ago that were being renovated as condominiums with his townhomes, all while incorporating modern conveniences and amenities.

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Blending work and styles from different eras is always hard, but Walters achieved his goal in helping to create Buchanan Park, which includes 63 condominiums and townhomes on 2.17 acres in one of the capitol district’s most desirable communities. Walters’ firm specializes in urban design and focuses on the redevelopment of urban environments while striving for sustainability and timeless design. “The townhomes combine the best of the old with the best of the new,’’ he says. “You get the character of the older houses, and you also get a design within the standards of today.” Walters’ familiarity with the area and the region’s history made him the perfect candidate to design the townhomes. He has lived

“It’s always nice to get involved with a project that get us back into the community. The site has been underutilized for a number of years. Just bringing it to life was huge.” — Maurice Walters, Founder, Maurice Walters Architect

in the area for nearly 30 years, and knows the Capitol Hill area well. “Capitol Hill was originally built after the Civil War as a neighborhood for families that were government workers,’’ Walters says. “Because they’re not super large, they tend to stay as single-family homes versus some of the other neighborhoods with really large structures. It is smaller scale urban living. It is nice inner-city living without being too dense.” Buchanan School has its own unique history. The school was built in 1895, and was named after James Buchanan, the nation’s 15th president. The school, which included a second building constructed in 1922, had fallen into disrepair by the 1960s, but was transformed as part of the “Beau-

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The area in which Buchanan Park was built is coveted due its proximity to shops, restaurants, transportation and schools. Even Nationals Park, home of the Washington Nationals, is about a two-mile walk.

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tify America” initiative created by Ladybird Johnson, the wife of then-President Lyndon Johnson, later in the decade. It featured a playground that was lauded as one of the best in Washington D.C. The playground swiftly fell into neglect as vandalism and poor maintenance took its toll in just two years. The school buildings, which once housed secondary school students, became James Buchanan Elementary School before it closed in 1994. An eccentric former college professor, Walter Boek, bought the campus (which had grown to four buildings) and started the International Graduate University. The school, which closed after Boek’s death in 2012, had been a highly-sought after area for residential development. Walters and his team became involved in the project several years ago, and he carefully thought about the project and its community impact. “I love the character as well as the history, texture and lifestyle of Capitol Hill,’’ he says. “Those are all things that definitely came into play while conceiving, designing and formulating how the Buchanan Park townhomes were designed.”

3 defining styles

Maurice Walters Architect designed three styles of townhomes, The Lincoln, The Pierce and The Buchanan. Each has three bedrooms, approximately 1,900 square feet, brick exteriors, light-filled spaces and caststone detailing. All of the townhomes have four floors, including a basement, and rooftop terraces that cover nearly 300 square feet. Residents reach the terraces through hatches manufactured by The BILCO Company. The E-50TB thermally broken roof hatch offers a new standard in energy efficiency, and features a cover and curb with an R-20+ insulation rating. The hatch minimizes heat transfer and the effects of condensation. “We knew we wanted to create some additional outdoor space for the homes, which is introduced with roof terraces,’’ Walters says. “It’s not something that you see so much in the old townhomes, historically. So, it was important to have something that

wasn’t so jarring. We have strategically placed them where we think there will be the best views.” All of the townhomes are built with the latest standards of insulation and the lighting is all LED. The homes also include energy efficient mechanical systems. Federal Capital Partners and Insight Property Group developed the townhomes for the project. The condominiums at Buchanan Park were developed by Ditto Residential in two of the buildings at the former school. Two other former school buildings were demolished. The condos feature many of the characteristics of the townhomes, with the brick exterior, open floor plan and huge windows. Exposed brick walls are visible in many of the hallways in the condos. They have one-, two- and three-bedroom units, ranging from 660 to 1,406 square feet. The three-bedroom unit includes a balcony. The lobby to the condo units has a library, decorative fireplace, landscaped patio with a shared gas grill, bike storage and controlled entry system. The townhomes and condos share landscaped walkways and gathering areas. The common area is one of the distinguishing characteristics of the project, Walters says, in that it brings together

residents from both developments. “The active alleyway is one thing that is really unique,’’ he says. “We spent a lot of time thinking about what that backside of the project would be and how it could be a place for people, not just cars.” The area in which Buchanan Park was built is coveted due its proximity to shops, restaurants, transportation and schools. Even Nationals Park, home of the Washington Nationals, is about a two-mile walk. The Yards Park, a waterfront destination with shops, restaurants and recreational activities, is within a similar walking distance. Walters is pleased with his work from an architectural perspective, but also as a member of the Capitol Hill community. The project required planning, vision and teamwork, and he feels the park adds a rich and unique element to the neighborhood. “It’s always nice to get involved with a project that get us back into the community,’’ Walters says. “The site has been under-utilized for a number of years. Just bringing it to life was huge. But it was also about designing something that would compliment and fit seamlessly into the neighborhood. The townhomes at Buchanan Park carry the character of Capitol Hill, but they also elevate the neighborhood’s current building standard.” CCR

Thomas Renner writes frequently on building, construction, manufacturing and other topics for U.S. trade publications. He can be reached at trenner@catalystmc.com.”

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A statement in slate Scouts BSA Leadership Center clad with all-slate rainscreen system By Ron Treister

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pread across 300 acres in St. Paul, Minnesota, Fort Snelling is steeped in history and aura. Originally built as Fort Saint Anthony in the 1820s, the

structure resides on Native America land (Dakota homeland), strategically situated at the confluence of the Minnesota and Mississippi rivers. Today, the Minnesota Historical Society runs the fort, which is located atop a bluff along the Mississippi River.

Named a "Natural Treasure" by the National Trust for Historic Preservation, Fort Snelling and the surrounding area are a sight to behold. That's why when the Northern Star Council for the Boy Scouts of America, which serves communities across central Minnesota and western Wisconsin, sought to expand its headquarters there, nothing but the best was considered for the undertaking. The $17 million expansion included the addition of the Peter J. King Family Foundation Leadership Center. The new building features an atrium/welcome area; expanded retail shop; interactive technology room for kids; several meeting rooms; a climbing tower; and a team-focused high ropes challenge course. The Council also moved its two offices in St. Paul and Golden Valley into the Center. As the design and construction team, the concerted effort of Cuningham Group Architecture Inc., Mortenson Construction and the Vermont Slate Co., set out to make Council’s vision a reality, there was work to do. For starters, they had to be sensitive to what materials used in the process because the project sat within an historic district, thereby limiting what would be consistent with the building context. In addition, because Minnesota is known for its extreme climate, they needed a wall system and cladding that was able to withstand the large temperature swings. “They wanted the environmental benefits and efficiency of a ventilated rainsscreen, the look of a natural product, the 100-plus year durability of natural slate with virtually no maintenance and a price that was competitive with other rainscreen systems,” says Ken Rule, owner of Vermont Slate, which has been distributing CupaClad on a national basis since 2016. The design and construction team settled on CupaClad 101 Logic material, a natural slate that helped reflect the values of BSA because of its natural properties, longevity and aesthetic qualities. Natural slate also had historical value as a roofing and cladding material. For hundreds of years, slate roofing has been used on castles, cathedrals and homes. Revered for being a durable and long lasting material, the material is capable of withstanding shock from hail, acid rain, and even hurricane-force winds without breaking. On average, a quality slate roof has an expected lifespan of more

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A STATEMENT IN SLATE than 100 years. As an added bonus, the minimal processing of natural slate makes it one of the most environmentally-friendly building materials on the market. "The slate contributed to the overall aesthetic with its modern metallic luster and yet modest-compliment to the historic 1913 Calvary building that sits adjacent to the BSA Leadership Center," says Chad J Clow, AIA NCARB, principal at Cuningham Group Architecture. "The wall system concept and slate exterior detailing provided the performance that we required." And along with its aesthetic capabilities, the material is lauded for its sustainability. “The CupaClad will last well over 100 years in the worst climates in the world, hot or cold,” Rule says. “Plus, it will look practically the same as it looks the day is goes on without any kind of painting or sealing.”

Fits like a glove...

As stewards of the Northern Star Council, the project team also was diligent in identifying cost-effective solutions while maintaining the design integrity. That’s why early in the planning stages, the project team locked down slate as the wall cladding system. "CupaClad was an ideal choice for the project, as it achieved the designer’s aesthetic intent; as a pre-engineered rainscreen system," says David Wood, project manager for the Minneapolis Operating Group at Mortenson. "It also met the functional requirements in a commercial application such as this. It was also an incredibly cost-effective option relative to other cladding systems." In addition, the project team implemented a rainscreen cladding concept—a kind of double-wall construction that utilizes a surface to help keep the rain out and an inner layer to offer thermal insulation, prevent excessive air leakage and carry wind loading. The surface or slate in the example breathes just like a skin as the inner layer reduces energy losses. The Center, named in honor of the King foundation’s $4 million gift in Northern Star’s capital campaign, opened in summer 2018,

“The slate contributed to the overall aesthetic with its modern metallic luster and yet modestcompliment to the historic 1913 Calvary building that sits adjacent to the BSA Leadership Center.” – Chad J Clow, AIA NCARB, Principal, Cuningham Group Architecture.

helping usher in a renewed commitment to the positive influence the Council makes in the lives of the 25-plus communities it serves. “The project was a ground breaker for CupaClad in the United States,” Rule says. “Unlike in Europe, where natural slate rainscreens are becoming well known and desired, every job is critical in introducing this new concept to America. Nobody wants to be the crash test dummy, but everyone associated with the project is happy. To complete an important high profile project like this one with a new product and walk away with everyone smiling is a testament to their vision.” CCR

Ron Treister is President/Founder of Communicators International, Inc., a marketing communications firm headquartered in Jupiter, Fla. For three decades, his firm has worked with major accounts focusing on the commercial construction sector. He may be reached at: rlt@communicatorsintl.com

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SAVE THE DATE JANUARY 15-17, 2019 GOLDEN NUGGET BILOXI HOTEL & CASINO IN BILOXI, MS.

WANT TO ATTEND AS AN END-USER OR SPONSOR... Tuesday Jan 15th, 2019:

• * Afternoon check-in. • 5:30-7:30 PM: Welcome Reception • 7:30-9:30 PM: Table Top Exhibit, Dinner and Scavenger Hunt

Wednesday, January 16th, 2019:

• 7:45 - 8:45 AM: Breakfast buffet with Round Tables discussions & Speaker. • 9:00 - 10:15 AM: AIA Seminars. • 10:15 - 10:45 AM: Coffee Break. • 10:45 - Noon: AIA Seminars. • 12:15 - 1:45 PM: Plated Lunch with Speaker. • 2:00 - 5:30 PM: One-On-One Appts. • 7:00 - 10:00 PM: Gala Reception, Casino Night at The Maritime Museum

Sponsored by:

Contact David Corson 678.765.6550 or e-mail davidc@ccr-mag.com

Thursday, January 17th, 2019:

End-Users (retailers, hoteliers, restaurateurs, etc.) will receive complimentary hotel, airfare, transportation

www.ccr-summit.com

CIRCLE NO. 64

• 8:00- 9:00 AM: End User Breakfast Only. • 9:00- 11:00 AM: Local Boat Tour • Early Afternoon Flight Home

JANUARY 15-17, 2019 GOLDEN NUGGET BILOXI HOTEL & CASINO • BILOXI, MS.

Ciricillo

Carmen Ciricillo is a nationally touring comedian known as “The Construction Comic”. He has appeared on the Discovery Channel as the humorous tool guy and has toured with NASCAR and the Volvo Hard Lunch Speaker: Eric

McElvenny

Eric is an amputee endurance athlete living in Pittsburgh, Pennsylvania. He earned a mechanical engineering degree from the United States Naval Academy in 2006 while preparing for his service as a Marine

Hat Comedy Tour. Thousands of major construction associations and corporation have booked Carmen. His YouTube videos have views in the millions and his comedy has been heard by many more on XM/Sirius satellite radio. Corps Infantry Officer. Eric deployed three times as a Marine and on his final tour, an incredible experience in Afghanistan, was wounded after stepping on an IED. Eric suffered the amputation of his right leg below the knee, a life-changing opportunity that began his next journey.

1 and 2- Seminars 9:00 AM - 10:15 AM • January 16th

Steve Bachman President/CEO, Retail Construction Services, Inc.; Vice President, Retail Contractors Association

Potential Effects of Your Contractors Using 1099 Personnel What are the challenges in doing things right? When is a subcontractor a 1099 entity, and when are they deemed an employee? Is it legal to have an unlicensed subcontractor (or a 1099 entity) work on your project, whether you are the owner (Client) or the General Contractor, and what are the legal implications?

Scott Franko Founder, Franko Design Concepts

Building Impressions While Building Our Brands Building anything requires a process. Building the right impressions is an ongoing effort for you, your team, and your organization to better connect with your customers, vendors, and peers. Though you never get a second chance to make a good first impression, building them is the key to success.

3 and 4 - Seminars 10:45 AM - Noon • January 16th

Colleen Biggs Director of Brand Leadership, The Little Gym

Leadership: Leverage Influence and Relationships Over Title and Position Great leaders leverage influence and relationships over title and position. Learn how to lead change by recognizing your greatest value and by impacting others in a positive way. Understanding what drives you and others forward can lead you to your greatest successes......no need to wait for someone else to give you permission to succeed!

Peter E. Strniste Jr. Partner, Robinson & Cole LLP

The Ten Most Negotiated Construction Contract Terms This presentation will review the ten most negotiated contract terms in owner-contractor agreements and subcontracts. We will dissect each of the terms and explain the importance and associated nuances. We will also discuss negotiating strategies and review how these contract provisions have been applied in real life settings; and how courts have interpreted them. Please select one in each time slot: Seminar 1 All seminars are AIA accredited 1.15 AIA CEUs

Seminar 2

Seminar 3

Seminar 4

Return your Seminar selection to David Corson at davidc@ccr-mag.com or fax your selections to 678-765-6551

2019 Commercial Construction & Renovation Summit End-User Complimentary Registration www.ccr-summit.com

Biloxi, MS January 15th-17th, 2019 Application Instructions • Please type or print clearly.

END-USER ATTENDEE INFORMATION ______________________________________________________________ Name

Title

______________________________________________________________ Company Name

______________________________________________________________ Street Address

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CIRCLE NO. 65

NOVEMBER/DECEMBER 2018

For the Craft Brewing Professional

A (w)hole new world

Laron Cheek, Founder, Prophet, Truck Driver

How the branding of Rabbit Hole Brewing is helping to raise its game

Tom Anderson, Founder, Hatter, Janitor

Matt Morriss, Founder, Brewmaster, Janitor

insights

Book Rec

Up close and personal

Man Up: How to

What your customers really want from you Just having your customer’s name in an email is not enough anymore. According to Salesforce’s “Trends in Customer Trust” report, 84 percent of today’s consumers say being treated like a person, not a number, is very important to winning their business and loyalty. As for building loyalty, here’s a look at the percentage of customers who say their trust in a company makes them more likely to do the following: 95% — Be loyal 93% — Recommend that company 92% — Buy more products and services 91% — Buy more frequently 88% — Spend more money 86% — Share my experiences

Mano a mano

3 ways to personalize the customer journey

Your customers are in the driver’s seat. But you knew that already, right? They choose the brands and experiences. That’s why more brands are getting personal today. By creating human-centered experiences, and making them work, you can drive your customers to engage with your brand. Here, Anne Houghton, VP-Creative, North America at Freeman, outlines three ways to take that step:

No. 1: Know your audience A no-brainer, right, but personalization begins with knowing your audience’s wants and needs. What are their pain points? What do they care about?

No. 2: The human-centered experience Once you know your audience, put yourself in their shoes. Visualize their journey and how to make it more meaningful and relevant.

No. 3: Go face to face Despite advances in technology, people are still human. They truly like face-to-face interactions. This is a marketer’s dream when projecting your brand in a most impactful way.

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Cut the B@#$sh%t and Kick #@$ in Business (and in Life) By Bedros Keuilian “I can’t...” “There’s no way...” “It’s impossible...” Stop please. Fit Body Boot Camp founder and CEO Bedros Keuilian says enough with the excuses already. After years of coaching and consulting hundreds of startup rookies as well as seasoned entrepreneurs, executives and CEOs, Keuilian realized that most people who want to start a business, grow an existing business, author a book, make more money, or make a bigger impact usually take the long, slow, painful way to get there. He found that more than 80 percent of entrepreneurs never get to their desired destination or achieve their full potential in business. They treat their dream as if it were merely a hobby and dip their toes in the water, but they never commit to diving in— you get the idea. In “Man Up: How to Cut the B@#$sh%t and Kick #@$ in Business (and in Life), Keuilian provides a blueprint to do just that. His no-nonsense approach in both business and personal spheres will help you define your purpose and get some clarity of vision to make the quantum leap. It’s just the kind of pick-me-up you need heading into 2019.

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MEET LANCE One of Boelter’s regional Field Sales Managers. His favorite beer style? German dark lagers.

(800) BEERCUP • BEERCUP.COM

“It’s all about learning each brewery’s unique story and providing innovative, affordable, quality products to match.”

YOU BREW BEER. BOELTER GROWS BRANDS. Lance loves helping breweries and distilleries spread their craft and grow their brands through custom glassware, promotional products, and brand fulfillment services.

ARE YOU READY TO TALK BRANDING OVER A DRINK WITH LANCE OR ONE OF OUR OTHER PASSIONATE REGIONAL SALES MANAGERS? CALL 800 BEERCUP TODAY.

CIRCLE NO. 66

TA L K B R A N D I N G & M O R E W I T H O U R D E D I C AT E D S A L E S M A N AG E R S C A L L (80 0) B E E R C U P T O D AY O R V I S I T TA P.B E E R C U P.C O M / C B A M - M A G T O L E A R N M O R E .

A (w)hole new world

How the branding of Rabbit Hole Brewing is helping to raise its game By Michael J. Pallerino

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Laron Cheek believes that the myth of any great beer starts with the story. More than anything else, he understands that in order for your brand to connect with its customers, they have to know who you are. That means taking your customers on a journey down the rabbit hole, pardon the pun. Do that successfully and they can clearly see what comes out on the other side. So, if you ask Cheek, founder of Rabbit Hole Brewing (RHB), great beer starts with something other than taste. It starts with the story. Rabbit Hole Brewing is many things, including being a brand defined by product excellence, eccentricity and uniqueness. It hasn't been easy, because really, what is. But over the last five years Cheek has hurdled the road blocks and helped drive the brand to the top of the Texas craft beer list. And yes, if you're thinking that Rabbit Hole is not afraid to pull back if something isn't working, you're right. They have and will continue to do so. Over the past five years, Rabbit Hole has gone from strictly a manufacturer focusing on wide distribution to a small brewery focusing on its strengths. The competitiveness and ever-changing marketplace drives the brand to change when change is needed. We sat down with Cheek to get his thoughts on where the Justin, Texas brewery is heading.

Give us a snapshot of today's craft brew market from your perspective. What’s likely to happen next? I have said many times over the past few years that I think the DFW market could handle about 60 breweries. My numbers may be a little off, but we’re getting to the point where breweries are closing almost as fast as new ones are opening. When the craft beer “boom” started a few years ago, there were a lot of people with deep pockets who decided to open a brewery. In my opinion, that’s hurting craft beer. In speaking with a bar owner recently, he said that he’s tired of seeing 30 different breweries fight for space on his tap wall when they should be fighting for quality from their brewery. Yes, competition is good, but if someone can use their money and influence to get space on

store shelves instead of the quality of the product get that space, the customers are suffering.

What trends are defining the space? Right now, it’s “What’s new?” I understand that. I love trying new beer. The DFW market is still in its infancy and is looking for the next big thing. I think in the next few years, savvy drinkers will go from “What have I not tried” to “What have I tried that I would love to drink again?”

What is your story from a brand perspective? RHB began by focusing on misrepresented and underrepresented classic beer styles in North Texas. Our first three beers were a Kölsch, a brown ale, and an English IPA—none of which you could find year-round in North Texas. We continue to look for styles that aren’t mainstream or to add our flair to those that are.

Walk us through your branding strategy. Our branding is telling the story. Since our branding is inspired by Lewis Carrol’s "Alice’s Adventures in Wonderland," we like using the whimsical nature of his world to tell the story of our beer and brewery.

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cover story

You have to know how to market in today’s fast pivoting society. Advertising five years ago is different than advertising today. Hell, advertising last week is different than today. 235_100B_El_Conejo_Poster_FINAL.pdf 1 7/6/2017 3:07:04 PM

What's the biggest issue today related to the marketing/sales side of the craft beer business?

What's the biggest item on your to-do list right now? Finish 2018 strong and plan how to attack 2019.

You have to know how to market in today’s fast pivoting society. Advertising five years ago is different than advertising today. Hell, advertising last week is different than today.

CMY

How does your taproom space integrate into your branding/ marketing strategies?

JubJub_Poster_FINAL.pdf 1 5/8/2018 10:32:54 PM

What is the secret to creating a branding story that consumers can buy in to?

CMY

Right now, poorly. When we built our brewery, taprooms were against state law, so we didn’t build one. The law has changed and we're looking at different opportunities in 2019 to take full advantage of the change in the law. Yes, the law changed in 2015, but sometimes we move slowly.

Midnight Snark_poster_R1_FINAL_11x17_OTL.pdf 1 10/9/2017 9:33:34 PM

CMY

It's creating a branding story that you can buy into.

AGGRESSIVELY HOPPED RED IPA

What's the one thing every craft beer brand should be doing in the way of marketing? Spend five minutes researching beer names. If 20 other breweries have a beer with the same name, don’t name your beer that. Be original. This is why Rabbit Hole Brewing doesn’t have a beer called Jabberwocky.

Does music and/or other arts play a role in your overall brand strategies? Art plays a very strong part of who we are. We have a “guest artist” wall in our taproom where people donate Rabbit Hole Brewing inspired art. We pay very close attention to how the art ties into our company and our product.

Sitting down with...

Laron Cheek, founder, Rabbit Hole Brewing What’s the most rewarding part of your job? Meeting with a fan of our brewery—or having someone come up to me and tell me how much they love our beer. What was the best advice you ever received? No matter how detailed your plan is, you will always underestimate what it takes to start a business. What’s the best thing a customer ever said to you? Before I drank your beer, I just drank beer. Now I’m proud to be a beer snob.

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CIRCLE NO. 67

branding

By Eric Balinski

A time for reflection

Evaluating the lessons that will drive your brand forward

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Many businesses this time of year are dialing things back to end their year, while others are running flat out because their business depends on their year-end performance. With craft makers, every day is critical, making it difficult to find time to reflect. Hopefully you can find time and plan for where you are headed in 2019. Last month, Dogfish Head Craft Brewery’s co-founder and CEO Sam Calagione did a podcast for Brewbound. The podcast was perfect stimulus for future planning. Calagione discussed his view about the bifurcation ahead for 7,000 craft brewers in the industry. He sees two choices: remain small and be hyperlocal, or invest heavily in an effort to “break through the noise of the top 50 brands to go up the ladder of your distributors. There are very little opportunities in-between.” No question the industry has seen growth. The intent of Craft Brand and Marketing has been to provide insights and how-to tips that help you more effectively navigate the complexity, dynamics and nuances of decisions a craft maker has to make to survive and grow. Craft Brand and Marketing Magazine founder Eric Johnson says Calagione is spot on. “It’s a chaotic and fluid competitive environment. Survival risks are high.” Johnson is not a career Beer Guy. He describes himself as a strategist, organizational behavior and entrepreneurial venture person. “Through years working with craft brewers, I’ve grown to love it,” he says. “Naturally, I can’t help but analyze the market and its participant companies and our goal with CBAM is to help our readers do the same for their business.” This article will review five lessons I wrote about in previous issues that help address the journey Calagione and Johnson suggest is ahead for craftmakers. This journey entails figuring out things about your customers that leads to a strategy where you succeed with them. The lessons are: • Effective strategy determines exactly what, where and how you drive growth • Better customer experience is more important than a better product • Understand the day-in-the-life of current and prospective customers • Know which customers you intend to catch and why • Don’t lose-sight of what’s meaningful and important to customers

Here is a summary of these lessons (the full article on each topic can be found at www.cbam-mag.com). Effective Strategy: Issue No. 2, May/June 2017, featuring Brewdog on the cover. Article title: “Strategic Thinking. The New Game Board.” Visit: http://issuu.com/bocdesigninc/docs/cbam_mayjune17?e=31569550/65108294 An effective strategy should do two things: determine exactly what you’re going to deliver to customers—both the product and customer experience, and subsequently it allows alignment of your

There are only so many craft beer aficionados to go around to the 7,000 brewers, whether you’re local or a top fifty brewer. Inevitable you will need to find new customer types. brewery, its your staff, your marketing and your capital to focus on delivering the product and experience you decided was important to your customers. Better Customer Experience: Issue: Issue No. 2, May/June 2017, featuring Brewdog on cover. Article title: “Error of Creation. Product or Experience?” Visit: http://issuu.com/bocdesigninc/docs/ cbam_mayjune17?e=31569550/65108294 While a new beer is intriguing, it raises an important question for a craft business. Is it more critical for a company to create new products or to create a superior customer experience? Most people would argue both are equally important. And yes, theoretically that’s true. But if you had to bet your resources on only one- a better product or a better customer experience for your company’s long-term success, which would you chose? As I wrote about in the Nov/Dec 2017 issue, the odds of creating a truly successful new product are daunting: 3,000 tries to 1 chance to succeed.

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branding

Understand the Day-in-the-Life of Customers: Issue No. 4, Sept/Oct 2017, featuring Rahr & Sons on the cover. Article title: “More Pie, Please. Growing the Beer Market.” Visit: http:// issuu.com/bocdesigninc/docs/cbam-septoct17?e=31569550/65108365 To grow the beer pie, i.e., increase the market size, a craft brewer faces two strategic considerations: Where will growth come from to enlarge the craft beer industry pie—this means the brewer is converting non beer drinkers, or where will growth come from, if it doesn’t come from a bigger pie? In this case, there are only two spaces, either from your buddy’s craft brew customer base or from Big Beer customers. With either strategic consideration to grow, how you figure it out is the same. You must find customers who you can better serve or who are under served today.

title: “Don’t Skunk Your Customers.” Visit: https:// issuu.com/bocdesigninc/docs/cbam-mayjune18/16 All too often, companies lose sight of what’s meaningful and important to their customers. This becomes more complex as you grow and different customer types show up in your customer mix. Likely, over time, besides your original craft beer aficionado customers, folks who are more casual about their beer consumption may be in your mix. There are only so many craft beer aficionados to go around to the 7,000 brewers, whether you’re local or a Top 50 brewer. Inevitably, you will need to find new customer types. Choose them wisely— don’t just believe all customers want the same thing.

Two things to ponder The first is Sam Calagione’s perspective on how the industry will evolve as either, small and hyperlocal or Top 50. This is analogous to a journey through a classical labyrinth. In a labyrinth, there is one path for your journey and one outcome. There is only one choice to be made. The choice is to enter or not—to stay small and hyperlocal, or become Top 50. Clearly, this will be the path for many. Often, though life is more like a maze that has the complex branches of a multicursal puzzle with choices on the path, having twists, turns and blind alleys to solve the puzzle. It is a left brain task that requires logical, sequential and analytical activity to find the correct path into the maze and out. Businesses that take this journey are typically those that create new uncontested space and rewrite the industry rules. The second notion to ponder is this, “In the end, a craft brewery is a business,” Johnson says. “Simply said, it’s all about strategy and execution. Successful businesses must have a clear vision of who they are and who they intend to serve. Shortterm and long-term initiatives must be strategically concise and targeted. Breweries must be as passionate about the daily discipline of business execution as they are about making great beer.” God speed you on your journey.

Often, though life is more like a maze that has the complex branches of a multicursal puzzle with choices on the path, having twists, turns and blind alleys to solve the puzzle. Know which customers: Issue No. 2, March/April 2018, featuring Yazoo Brewing on the cover. Article title: “What If Customers Were Fish.” Visit: https://issuu.com/bocdesigninc/docs/cbam-marchapril18/18 What customers do we want to catch? Assuming you already know what you’re fishing for without objective analysis to identify and quantify customers, the danger is that you’re randomly winging efforts and left wondering whether your effort matches your intended customers’ needs. You may be tempted to believe a good approach is catching any and all you can. But any business, no matter its size, has limited time, money and resources, which is one of Sam Calagione’s points. As such, the more varied and random your customer base, the more likely the business is spreading itself thin. Instead, a craftmaker must choose customers carefully to deliver the right value to these customers, focusing all effort, equipment, etc., on chosen target customer group(s). Don’t Lose-Sight: Issue No. 3, May/June 2018, featuring Cherry Street Brewing on Cover. Article

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Eric Balinski is the owner of Synection, LLC, which is a strategy and growth consultancy firm. For more information, visit: synection.com.

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business

By James Furbush

Storytime How to build a content marketing program

Recently, I delivered a presentation on building a content marketing program from scratch at Lord Hobo Brewing. I had minimal resources and practically no budget. My presentation leaned to the practical side. Essentially, I walked through why content is an important aspect of marketing, especially in today's ever-noisy environment. But content is only one puzzle piece. It shouldn't be your only marketing strategy, but it is important. So, how do you get started when you don't know where or how to begin? There are five steps to consider: discovery, ramp up, distribution, ideation (or brainstorming) and measurement. Let's take a look at each:

Discovery I had a lot of great ideas when I started at Lord Hobo Brewing. I sat down with the sales team. I talked with our distribution partners. I visited our retail partners.

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Ultimately, a few threads began to emerge from those conversations: a lack of communication with distribution partners and retailers, a need to show our best accounts more love, need for database and CRM system for tracking and nurturing our customers or prospects. Overall, we needed to sell more beer and our sales teams didn't feel like they were getting enough marketing support. Early on, I implemented a monthly handwritten note campaign. Every month, the LHBCo sales team provided five key accounts for a semi-personalized thank you note from our CEO, targeting 50-60 key account per month. We treated it like a direct mail campaign. Each note contained a CTA to email the CEO if the account needed anything from us. Sometimes we asked for direct feedback on our beer. We set up a dummy email account for our CEO with replies that came into my inbox. We had a 10-12 percent response rate.

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MARKETING COMMUNICATIONS www.communicatorsintl.com | info@communicatorsintl.com CIRCLE NO. 69

business

Don’t overlook your own social channels and the social networks of your employees. Everyone in your company should and can be an extension of your marketing efforts. I responded to any reply emails under the guise that our CEO asked me to follow-up. I tracked those emails in our Hubspot CRM via a Gmail plugin. I invited them to opt-in to our monthly retail nurture newsletter. This initiated a relationship with those accounts in support of individual sales members. The sales team loved it. They felt connected to marketing. And our accounts felt recognized by our CEO for their hard work. You need to do discovery on an ongoing basis. You can't just do it once. There needs to be rhythm.

Ramp up With limited resources, you must pick and choose your priorities. For me, that meant starting with sales enablement and product-related content. Create content that's going to help close new deals. Consider this starting at the bottom of the funnel and working your way back up. But don't forget—there's a lot of value to add at the bottom. Sales enablement content won’t be a lot. You can knock it out quickly and go back once a quarter or six months to update as needed. Next, tell all the great stories happening within the company. Show off what makes your brand unique. Include thought leadership pieces. Decision-makers want to like, trust and feel comfortable with brands they do business with. Often, these are stories that only your company can tell. Next, write some customer/prospect Q&As. Create content that helps them do their job better or helps them work through specific problems.

Distribution If you spend the time and effort to create content, you want people to read it. That means distribution is essential. This encompasses four umbrellas: owned, paid, earned and shared.

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Owned are all the places you have control over: your blog, newsletter, social channels, app notifications. Paid is anywhere you put your content with money behind it to garner more eyeballs: sponsored social posts, online ads, Reddit, etc. Earned is when other publications link to your content. Shared is when other people spread your content via their social networks. You can leverage all of these approaches if you have a dedicated communications team. Most small businesses don’t have these resources. The two distribution strategies I lean on are social and owned, specifically a monthly newsletter. Fold in some earned strategies when possible. Don't overlook your own social channels and the social networks of your employees. Everyone in your company should and can be an extension of your marketing efforts. Think about how a single piece of content can be chopped up, remixed and reused across Facebook, Instagram, LinkedIn, Reddit and/or Fark. Send it to industry bloggers or writers. Give it to your sales team so that they can send in emails, etc.

Ideation As far as finding things to write about, there are no shortage of ideas out there. Typically, idea generators can be lumped into internal, external and digital buckets. Internal generators include sales, SMEs or your customers. External generators include trade publications, analyst reports, your competitors, original data, surveys, social media, etc. Digital generators include a handful of awesome tools (free with paid tiers) like BuzzSumo, Ubersuggest, SEMrush, Google Trends or Answer the Public. These tools are like your content marketing cheat code.

CBAM-MAG.COM

I would also encourage everyone to set up a Swipe File. This is the place I save everything related to content, advertising and marketing (videos, landing pages, articles, etc.).

Measurement I’m hyper aware that we can measure ourselves to death. When you're tasked with consistently proving your worth as a marketer, it's easy to cherry pick certain metrics to make yourself look better. But remember—what you measure should be tied directly

What you measure should be tied directly back to your business goals and objectives. That’s why you create content in the first place. back to your business goals and objectives. That’s why you create content in the first place. You might have a few different things you’re measuring for different strategies, but I'd advise keeping it simple. When I embarked on my content campaign, it was all about selling more beer. But over time, my metrics and vision changed. And I will continue to be fluid enough to adapt when the time comes.

James Furbush is a content professional experienced with healthcare, newspapers, start-up publications, websites/blogs, and social media. Passionate for technology, strategy, and achieving thought leadership through targeted content development, he most recently worked with Lord Hobo Brewing Co., Woburn, Massachusetts. You can reach him at jamesfurbush@gmail.com.

CIRCLE NO. 70

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161

social media

By Dalana Morse

3 social media mistakes that push customers away Social media marketing can be a two-edged sword. When you do it right, it can result in a consistent stream of profitable traffic. On the other hand, the wrong approach could ruin your online reputation. That's why it's important to avoid some critical mistakes. Keep in mind that it can take a while to get things right. So, if you find that you've been committing one of these errors, don't be too hard on yourself. Most likely, it's not your fault. Many "gurus" promote misleading and confusing information. The good news is that you can start on the right track by avoiding the following mistakes.

Mistake No. 2 — Lack of Storytelling Social media thrives on interesting stories. You can experience greater social media success if you use stories when you talk about your business. For example, you can share how you have successfully solved problems for your existing customers. Don't be afraid of spending the time needed to master storytelling. Remember—it is the most effective way to communicate on social media. Your customers will look forward to your content once you understand how stories work. Don't make the mistake of ignoring this important marketing skill.

Mistake No. 3 — Not Making Special Offers

Mistake No. 1 — Too Much Focus on Facts Content marketing is a perfect way to get noticed on social media. However, many businesses fail because they focus on the wrong kind of content. For the most part, social media audiences want to be entertained. So, when you create content, make sure it's fun. It's all about the angle from which you approach the information you share. People learn faster if you show them how your content relates to their lives. As a result, your content will get more shares and likes. This could then bring new customers to your business.

It is very important that your social media posts stand out. At the same time, you want to inspire action. For this reason, it's important that you make your audience feel special. One way to achieve this is by making exclusive offers. For example, you could give a discount to anyone who makes a comment on your post. You could also post coupons that are only available on your social media profile. As long as the offer is not available elsewhere, it will work. Remember, you can also ask your audience to share these deals. This strategy can be a powerful way to attract a new audience and to make a lot of sales. As you can see, the secret to social media lies in giving your audience something unique. You can gain an instant advantage by using these strategies. Don't let the fear of being different stop you. Many business owners fear breaking industry norms, but if you want to succeed on social media, experiment with the rules—think outside of the box. Be creative. Be clever. Be original.

Dalana Morse is the founder of DAM Media and Design, a boutique design and digital marketing firm located in Fort Worth, Texas. Dalana is a seasoned professional with a diverse background in marketing, web and media design, digital and social media marketing, and search engine optimization. Having served in marketing leadership roles for close to a decade, her experience spans both B2B and B2C industries including multifamily and single family real estate, electrical and utility technologies, and visual branding agencies. For more information, visit dalanamorse.com or dammediaanddesign.com

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CIRCLE NO. 71

PROJECTS

PROJECTS • CCD

Commercial Construction Data

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

CITY

PROJECT VALUE

SQ. FT.

CONSTRUCTION TYPE

START DATE

Raising Cane's #327

Anaheim, CA

$1,500,000.00

3,233

New Construction

Q2 2019

Panda Express

Ripon, CA

$700,000.00

2,600

New Construction

Q2 2019

MOD Pizza - Occidental Avenue South

Seattle, WA

$600,000.00

4,151

Renovation

Q1 2019

AutoZone #6485

Covina, CA

$1,500,000.00

6,500

New Construction

Q2 2019

America's Best Contacts & Eyeglasses

Los Angeles, CA

$150,000.00

3,920

Remodel

Q1 2019

Walmart Supercenter #1925-216 - Front End Transformation and Pick-up Combined

Newport, OR

$95,000.00

2,536

Renovation

Q1 2019

Sierra Vista Apartments - Phase II

Stockton, CA

$25,000,000.00

106,468

New Construction

Q2 2019

Johnson and Medallion Apartments

Portland, OR

$15,400,000.00

43,331

Renovation

Q2 2019

Honolulu, HI

$750,000,000.00

743,000

New Construction

Q2 2019

296,000

New Construction & Renovation

Q3 2019

RETAIL/RESTAURANTS/QUICK SERVE:

RETAIL/STORES/MALLS:

RESIDENTIAL/MIXED USE:

HOSPITALITY: Residences at Mandarin Oriental Coco Palms Resort Redevelopment

Anahola, HI

$135,000,000.00

AC Hotels by Marriott

Santa Rosa, CA

$27,000,000.00

74,000

New Construction

Q1 2019

New Redmond Hotel - Phase II

Redmond, OR

$7,000,000.00

43,500

Remodel

Q2 2019

Truman Elementary School Replacement

Vancouver, WA

$25,000,000.00

91,115

New Construction

Q1 2019

Renovation of the Center for Coastal Studies - UC San Diego

La Jolla, CA

$5,298,500.00

12,000

Renovation

Q1 2019

Walla Walla Community College Recreation Center

Walla Walla, WA

$5,000,000.00

17,700

New Construction

Q3 2019

Winter Lakes School Building

Coquille, OR

$3,666,955.00

10,410

Addition & Renovation

Q1 2019

Pier E Terminal Administration Building

Long Beach, CA

$19,497,000.00

21,000

New Construction

Q1 2019

Library Reading Room and Passport Office

Beverly Hills, CA

$340,000.00

2,500

Remodel

Q1 2019

Anuenue Fisheries Research Center Portable Modular Office Complex

Honolulu, HI

$200,000.00

3,600

New Construction

Q1 2019

EDUCATION:

MUNICIPAL/COUNTY:

MEDICAL: West Oahu Medical Office

Kapolei, HI

$60,000,000.00

40,000

New Construction

Q2 2019

Maxine Hall Health Center Renovation

San Francisco, CA

$7,800,000.00

9,603

Renovation

Q1 2019

Community Health Center of Snohomish County

Edmonds, WA

$5,500,000.00

10,000

New Construction

Q2 2019

Orangecrest Medical Suite

Riverside, CA

$385,000.00

3,475

Remodel

Q1 2019

164

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

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International Roofing Expo................................... 121......................56

Antigo Sign & Display.......................................... 161......................70

Jones Sign............................................................ 73.......................37

Armani Design Studio.......................................... 117......................54

L2M Architects...................................................... 59.......................30

Assa Abloy............................................................ 83.......................42

Lakeview Construction, Inc.................................... 9.........................7

Automated Cutting Technologies, Inc..................... 67.......................34 Beam Team Construction................................... 51, 55.................23, 28 Boelter................................................................. 149......................66 Bostik................................................................... 25.......................15 Capacity Builders................................................. 109......................50 Cawley................................................................. 80.......................41 CD Maintenance Company................................... 115......................53 Commerical Construction & Renovation People............................................124-125..................58 Commerical Construction & Renovation Project Awards.................................. 100......................47 Commerical Construction & Renovation Summit..........................................143-145..................64 Communicators International, Inc......................... 159......................69 Connect Source Consulting Group........................ 127......................59 Construction Data Co. (CDC)................................ 165......................72 ConstructionJobs Network.................................... 69.......................35 CONSTRUCT-ED................................................... 146......................65 Construction One................................................... 5.........................3 Controlled Power.................................................. 14.......................11 Coverings............................................................ 135......................62 Covertech............................................................ 123......................57 DAM Media and Design....................................... 157......................68 DWM, Inc............................................................. 129......................60 EBI Consulting...................................................... 47.......................21

Laticrete........................................................... 11, 111.................8, 51 Lead Up for Women.......................................... CVR2-1....................1 Lido Lighting......................................................... 57.......................26 Mike Levin............................................................. 8.........................6 National Terrazzo & Mosaic Association................ 29.......................17 Newton.................................................................. 3.........................2 Permit.com.......................................................... 113......................52 Philadelphia Sign.................................................. 75.......................38 Phoenix Drone Pros............................................. 119......................55 Plaskolite.............................................................. 79.......................40 Prime Retail Services............................................ 61.......................31 Projectmates........................................................ 63.......................32 Protos Security..................................................... 89.......................44 Retail Contractors Association.............................. 133......................61 Retail Maintenance Specialists.............................. 49.......................22 Rockerz, Inc........................................................... 7.........................4 Schimenti......................................................... 8, CVR4.................5, 74 ShopTalk 360........................................................ 13........................9 SignResource....................................................... 17.......................13 Signage Solutions................................................. 97.......................46 SMI Sign Systems, Inc.......................................... 77.......................39 StoreCrafters, Inc.................................................. 55.......................25

Egan Sign.......................................................... 43, 57.................19, 29

Tricarico Architecture and Design PC..................... 53.......................24

Elro Signs............................................................. 71.......................36

Wagner................................................................. 13.......................10

EMG..................................................................... 65.......................33

Warner Bros........................................................ CVR3.....................73

F&D Commercial................................................... 45.......................20

Window Film Depot............................................... 27.......................16

Federated Service Solutions................................. 105......................48

Wolverine Building Group..................................... 107......................49

FPL....................................................................... 21.......................14

ZipWall................................................................. 31.......................18

166

COMMERCIAL CONSTRUCTION & RENOVATION â&#x20AC;&#x201D; NOVEMBER : DECEMBER 2018

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NOVEMBER : DECEMBER 2018 — COMMERCIAL CONSTRUCTION & RENOVATION

167

PUBLISHER

PUBLISHER’S PAGE

by David Corson

Giving thanks and looking ahead... I t's almost time to close the book on 2018 and add another year to my 17 years of entrepreneurship. Seems like yesterday when it is what Dec. 17, 2001, where I left my comfortable corporate job at Nielsen to go out on my own and roll the dice to start my publishing company. Seventeen years later with more ups and downs than I can count, I'm still standing. And yes, I'm ready for another year of having fun and learning new ways to be the best I can be. The day we stop learning is the day we should go and do something else.

We would not have made it this far without help, so here are well deserved shout-outs to all who have helped us "get-r-done:" • First, to my wife, son and parents for being supportive each day, as well our dogs for keeping me company in my office with tails wagging even during the toughest of circumstances. • Next, to our subscribers, attendees, advertisers and sponsors in believing in our vision and giving us their vote of confidence. You are the best. • To our editor for editing our leading B2B trade publication, which gets better with each and every issue. • To our artist, who makes our CCR magazine colorful and artistically appealing for your reading pleasure. • To our circulation manager for staying on the subscription treadmill to keep our mailing list up to date and fresh. • To our printer for keeping us on schedule to print and mail CCR for your reading interests. Commercial Construction & Renovation (ISSN 2329-7441) is published bi-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. Unsolicited materials will only be returned if a self-addressed, postagepaid envelope is included. Articles appearing in Commercial Construction & Renovation cannot be reproduced in any way without the specific permission of the publisher or editor.

168

• To our fulfillment department for keying data so that we can offer business information and stats for you to digest. • To our webmaster for keeping us safe and protected on the Wild West of the internet. • To the USPS for delivering our magazine in a timely manner six times a year. • To UPS and FedEx for delivering the packages needed for us to get things done and on time. • To our CPA for helping with our books to keep Uncle Sam a happy camper. • To our insurance agent for giving us the most effective coverage possible, as you never know what's coming around the corner. • To our Lead Service provider for giving our advertisers data to prospect to create new business relationships. • To our attorney for proving the legal ease needed to stay on the straight and narrow path to success. • To our physicians and dentists for keeping us healthy so that we can live to refuel to do business in the ever-changing competitive landscape. • To our local bank for introducing innovative ways to be financially prudent and offering our doggies treats when we bank via the drive thru window. • And finally, thanks to everyone who have assisted us over the last 17 years, as we will never forget your support and teamwork. • So, as the New Year arrives on Jan. 1, 2019, we wish you good health, prosperity and happiness and, as always, keep the faith. CCR

Subscription: 1 year, $50 in U.S., Canada and Mexico; single copies, $10. 1 year, $190 International surface; $290 International air mail; International single copies $25. Printed in U.S.A. Known office of publication: 358 Aviemore Lane, Suwanee, GA. 30024. Periodicals postage paid at Suwanee, GA. 30024, and additional mailing offices. POSTMASTER: Send address changes to Commercial Construction & Renovation, P.O. Box 3908, Suwanee, GA 30024.

COMMERCIAL CONSTRUCTION & RENOVATION — NOVEMBER : DECEMBER 2018

CIRCLE NO. 73

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

E A S T / NE W YORK CIT Y

WE S T / LOS ANGELES

HQ / CONNECTICUT

CIRCLE NO. 74

MEMBER DIRECTORY 2018 EDITION

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

retailcontractors.org â&#x20AC;˘ 800-847-5085

retailcontractors.org

RCAâ&#x20AC;&#x2122;S 29 ANNUAL CONFERENCE TH

In conjunction with SPECS, March 1-3, 2019 Gaylord Texan, Grapevine, TX Featuring: Keynote Speakers | Golf Tournament | BBQ & Casino Night | Owners Event

Open to general contractors specializing in retail construction. Open to all general contractors. Retailers and architects attend at no charge! Retailers and architects attend at no charge! Visitretailcontractors.org retailcontractors.orgfor forupdated updatedinformation informationand andregistration. registration. Visit RCA is a national organization of high caliber contractors united to provide a solid foundation of ethics, quality, and professionalism in the retail industry. Retailers look to our members for Integrity, Experience, and Stability. US: 800-847-5085 | Intl: 703-683-5637 | retailcontractors.org

ADVISORY BOARD Chuck Barnes - Spinoso Real Estate Group

Jeffrey D. Mahler - L2M, Inc.

Ken Christopher - LBrands

Jason Miller - JCPenney Company

Mike Clancy - FMI

Steven R. Olson, AIA - CESO, Inc.

Craig Hale, AIA -

Kristen Roodvoets - SmileDirectClub

HFA - Harrison French Associates

Brad Sanders - CBRE | Skye Group

COMMITTEE CHAIRS EDUCATION/CAREER DEVELOPMENT COMMITTEE Mike Wolff

SCHOLARSHIP & STUDENT OUTREACH

MARKETING/COMMUNICATIONS

Justin Elder 952-345-6069 justin@elderjones.com

909-949-0380 mike@timberwolff.com

Jack Grothe 909-993-9332 jackG@JGConstruction.com

Mike McBride 817-302-2050 mikem@westwoodcontractors.com

MEMBERSHIP

SPONSORSHIP/MEMBER BENEFITS

Hunter Weekes 864-233-0061 hweekes@weekesconstruction.com

Phil Eckinger 330-453-2566 phil@eckinger.com

MILITARY SERVICE INITIATIVE

STRATEGIC PLAN

Jay Dorsey 281-485-4700 J.Dorsey@triadrc.com

Eric Handley 847-856-0123 eric.handley@warandolph.com

SAFETY

TECHNOLOGY

Robert Moore 714-491-1317 RAMoore@gray.com

David Martin 920-490-3104 david@hjmartin.com

OFFICERS President - Rick Winkel

Secretary/Treasurer - Ray Catlin

Vice President - Steve Bachman

Immediate Past President - Brad Bogart

Winkel Construction, Inc.

Schimenti Construction Company

About the Retail Contractors Association (RCA) RCA’s mission is to promote professionalism and integrity in retail construction through industry leadership in education, information exchange, and jobsite safety. As part of the RCA membership process, we vet contractors with a thorough review. Qualifications for membership include: • General contractor with significant business operations in retail construction, for a minimum of five years.

Bogart Construction, Inc.

• Excellent reputation in the industry; at least three retailer references are required.

2021 Jay Dorsey

2020 Mike Wolff Timberwolff Construction, Inc.

2021 Phil Eckinger

2019 Ray Catlin

• Properly licensed in all states where the contractor conducts business.

2021 Jack Grothe

2019 Eric Handley

• Insured in accordance with industry standards.

2021 David Martin

2020 Steve Bachman

• Favorable EMR rating.

2021 Mike McBride

2020 Brad Bogart

2021 Hunter Weekes

2020 Justin Elder

2020 Robert Moore

• Able to provide Performance and Material Payment Bonds from an AM Best carrier rated A- or better.

2020 Rick Winkel

• Submission of an AIA 305 qualification statement.

Retail Construction Services, Inc.

BOARD OF DIRECTORS Triad Retail Construction, Inc. Eckinger Construction Co. JG Construction H.J. Martin & Son, Inc. Westwood Contractors Weekes Construction, Inc.

Schimenti Construction Company William A. Randolph, Inc. Retail Construction Services, Inc. Bogart Construction, Inc. Elder-Jones, Inc.

Gray

Winkel Construction, Inc.

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

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

These rigorous requirements are reviewed regularly. For more information and the most up-to-date membership list, visit retailcontractors.org – click on Find a Contractor.

MEMBER DIRECTORY • 2018 EDITION

2018 Retail Contractors Association Members RCA Members (as of November 30, 2018)

Acme Enterprises, Inc.

Bogart Construction, Inc.

Commercial Contractors, Inc.

Robert Russell, President Roseville, MI 586-771-4800 r.russell@acme-enterprises.com acme-enterprises.com

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

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

All-Rite Construction Co. Inc.

Buildrite Construction Corp

Commonwealth Building, Inc.

Warren Zysman, President Garfield, NJ 973-340-3100 warren@all-riteconstruction.com all-riteconstruction.com

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

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

Atlas Building Group

Burdg, Dunham and Associates

Construction One, Inc.

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

Harry Burdg, President Hamilton, MO 816-583-2123 harry@burdg-dunham.com burdg-dunham.com

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

BALI Construction

Comet Construction

David A. Nice Builders, Inc.

Kevin Balestrieri, President Walnut Creek, CA 925-478-8182 kevin@bali-construction.com bali-construction.com

Bernard Danzansky, Manager Boca Raton, FL 561-672-8310 barney@danzansky.com cometconst.com

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

MEMBER DIRECTORY â&#x20AC;˘ 2018 EDITION

“Your Vision, Our Expertise”

• Construction Manager • General Contractor Thirty nine years of professional and quality construction management services makes us... SPECIALIZING IN: Tenant Fit-Outs

Remodels

Ground Up

Renovation

Retail

Hospitality

Big Box

Fitness

WWW.CONSTRUCTIONONE.COM Licensed Contractor in all 50 States 101 East Town Street - Suite 401 - Columbus, OH 43215 • 614.235.0057

www.healyconstructionservices.com GENERAL CONTRACTOR NATIONWIDE COMMERCIAL RETAIL INDUSTRIAL 14000 S. Keeler Avenue • Crestwood, IL 60418 (708) 396-0440 info@healyconstructionservices.com MEMBER DIRECTORY • 2018 EDITION

2018 Retail Contractors Association Members DeJager Construction, Inc.

E.C. Provini Co., Inc.

Elder-Jones, Inc.

Dan De Jager, President Grand Rapids, MI 616-530-0060 dandj@dejagerci.com dejagerconstruction.com

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

Justin Elder, President Bloomington, MN 952-345-6030 justin@elderjones.com elderjones.com

Desco Professional Builders, Inc.

Eckinger Construction Company

Encore Construction, Inc.

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

Philip Eckinger, President Canton, OH 330-453-2566 phil@eckinger.com eckinger.com

Joe McCafferty Annapolis, MD 410-573-5050 joe@encoreconstruction.net encoreconstruction.net

Diamond Contractors, Inc.

EDC

Engineered Structures, Inc.

Lori Perry, President Leeâ&#x20AC;&#x2122;s Summit, MO 816-650-9200 loriperry@diamondcontractors.com diamondcontractors.com

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

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

DLP Construction Company, Inc.

ELAN General Contracting Inc.

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

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

MEMBER DIRECTORY â&#x20AC;˘ 2018 EDITION

MEMBER DIRECTORY â&#x20AC;¢ 2018 EDITION

2018 Retail Contractors Association Members Fi Companies

Fulcrum Construction, LLC

Hanna Design Group Inc

Kevin Bakalian, Vice President, Operations Old Bridge, NJ 732-727-8100 kbakalian@ficompanies.com ficompanies.com

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

Jason Mick, President Schaumburg, IL 847-719-0370 jmick@hannadesigngroup.com hannadesigngroup.com

Fortney & Weygandt, INC.

Go Green Construction, Inc.

Harmon Construction, Inc.

Greg Freeh, President North Olmsted, OH 440-716-4000 gfreeh@fortneyweygandt.com fortneyweygandt.com

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

William Harmon, President North Vernon, IN 812-346-2048 bill.harmon@ harmonconstruction.com harmonconstruction.com

Fred Olivieri Construction Company

Gray

Hays Construction Company, Inc.

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

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

Frontier Building Corp.

H.J. Martin and Son, Inc.

Andrew Goggin Miami, FL 305-692-9992 agoggin@fdllc.com fdllc.com

David Martin, Executive Green Bay, WI 920-494-3461 david@hjmartin.com hjmartin.com

MEMBER DIRECTORY â&#x20AC;˘ 2018 EDITION

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

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

Nationwide General Contractor

Management Resource Systems, Inc. is licensed to build in all 50 states, British Columbia, Alberta, Saskatchewan, Manitoba, Ontario, and Puerto Rico. We specialize in retail construction. We recognize that a quality built project is the first and most vital step to reaching and retaining customers. As a result, a project built by MRS is built to exceed the satisfaction of our client, on time, every time!

336.861.1960 â&#x20AC;˘ www.mrs1977.com

MEMBER DIRECTORY â&#x20AC;˘ 2018 EDITION

2018 Retail Contractors Association Members

Howard Immel Inc.

James Agresta Carpentry Inc.

KBE Building Corporation

Pete Smits, Executive Vice President Green Bay, WI 920-468-8208 psmits@immel-builds.com immelconstruction.com

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

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

International Contractors, Inc.

JG Construction

Kerricook Construction, Inc.

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

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

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

MEMBER DIRECTORY â&#x20AC;˘ 2018 EDITION

WE ARE LICENSED IN ALL

50 STATES With over 40 years of Retail, Restaurant and Commercial construction experience.

Performance Builds Our Business

Samra Savioz | ssavioz@marcocontractors.com www.MarcoContractors.com | 724-814-4547

MEMBER DIRECTORY â&#x20AC;¢ 2018 EDITION

2018 Retail Contractors Association Members Lakeview Construction, Inc.

Management Resource Systems, Inc.

Montgomery Development Carolina Corp

Doug Marion, Vice President High Point, NC 336-861-1960 dmarion@mrs1977.com mgmtresource.com

John Fugo, Vice President Durham, NC 919-969-7301 jfugo@montgomerydevelopment.com montgomerydevelopment.com

M. Cary, Inc.

Marco Contractors, Inc.

National Contractors, Inc.

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

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

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

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

INNOVATION : HARD WORK : INTEGRITY A nationwide full service general contractor, specializing in retail and commercial construction. Offering a complete array of design and contracting services under one roof.

What We Offer:

• 100% experienced supervision on site. • Efficient and complete communication at all times. • Clean and presentable project at all stages of construction. • 100% OSHA compliance on all our projects. • Nationwide warranty on all projects.

On Time Always! No Exceptions. 2206 O’Day Road, Pearland TX 77581 •

MEMBER DIRECTORY • 2018 EDITION

281-485-4700

HOPCAT, KALAMAZOO, MI 7,873 SF INDOOR/OUTDOOR RESTAURANT 616-949-3360

BUILDING VENUES FOR DINING & ENTERTAINMENT SINCE 1939 GENERAL CONTRACTOR • CONSTRUCTION MANAGEMENT • DESIGN BUILD

MEMBER DIRECTORY • 2018 EDITION

2018 Retail Contractors Association Members Pinnacle Commercial Development, Inc. Dennis Rome, Vice President Point Pleasant, NJ 732-528-0080 dennis@pinnaclecommercial.us pinnaclecommercial.us

PWI Construction, Inc. Jeff Price, President Las Vegas, NV 702-942-8400 price@pwiconstruction.com pwiconstruction.com

Prime Retail Services, Inc.

R.E. Crawford Construction LLC

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

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

MEMBER DIRECTORY â&#x20AC;˘ 2018 EDITION

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

Retail Construction Services, Inc. Stephen Bachman, President Lake Elmo, MN 651-704-9000 x 701 sbachman@retailconstruction.com retailconstruction.com

MEMBER DIRECTORY â&#x20AC;¢ 2018 EDITION

2018 Retail Contractors Association Members Retail Contractors of Puerto Rico, Inc. Sean Pfent, President Ira Township, MI 586-725-4400 spfent@rcofusa.com rcofpr.com

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

Royal Seal Construction, Inc. Gene Colley, President Bartonville, TX 817-491-6400 gene@royalseal.com royalseal.com

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

MEMBER DIRECTORY â&#x20AC;¢ 2018 EDITION

Sachse Construction and Development Corp. Jeff Katkowsky, VP, Chief Estimator Detroit, MI 313-481-8200 jeff@sachse.net sachseconstruction.com

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

MEMBER DIRECTORY â&#x20AC;¢ 2018 EDITION

2018 Retail Contractors Association Members Schimenti Construction Company, Inc. Matthew Schimenti, President Ridgefield, CT 914-244-9100 mschimenti@schimenti.com schimenti.com

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

Based in Greenville, SC 18

Singleton Construction, LLC

Southwestern Services

Denise Doczy-Delong, Managing Director Carroll, OH 740-756-7331 denisedelong@ singletonconstruction.net singletonconstruction.net

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

Solex Contracting

Sullivan Construction Company

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

864-233-0061

MEMBER DIRECTORY â&#x20AC;˘ 2018 EDITION

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

www.weekesconstruction.com

MEMBER DIRECTORY â&#x20AC;¢ 2018 EDITION

2018 Retail Contractors Association Members

Taylor Bros. Construction Co., Inc.

Thomas-Grace Construction, Inc.

Jeffrey Chandler, Vice President Columbus, IN 812-379-9547 Jeff.Chandler@TBCCI.com tbcci.com

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

TDS Construction, Inc.

Timberwolff Construction, Inc.

Terri Scherer, President Bradenton, FL 941-795-6100 terri.scherer@tdsconstruction.com tdsconstruction.com

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

MEMBER DIRECTORY â&#x20AC;˘ 2018 EDITION

TJU Construction, Inc. Tim Uhler, President Auburn, CA 530-823-7200 tim@tjuconstruction.com tjuconstruction.com

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

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WWW.ICIINC.COM MEMBER DIRECTORY â&#x20AC;¢ 2018 EDITION

2018 Retail Contractors Association Members Trainor Commercial Construction, Inc.

Tri-North Builders, Inc.

Warwick Construction, Inc.

John Taylor, Vice President San Rafael, CA 415-259-0200 john.taylor@trainorconstruction.com trainorconstruction.com

Randy Danielson, President, Retail Construction Fitchburg, WI 608-271-8717 rdanielson@tri-north.com tri-north.com

Tony Annan, President Houston, TX 832.448.7000 tony@warwickconstruction.com warwickconstruction.com

Travisano Construction LLC

Triad Retail Construction Inc.

Weekes Construction, Inc.

Peter Travisano, President Pittsburgh, PA 412-321-1234 pj@travisanoconstruction.com travisanoconstruction.com

Jay Dorsey, President Pearland, TX 281-485-4700 j.dorsey@triadrc.com triadrc.com

Chandler Weekes, President Greenville, SC 864-233-0061 cweekes@weekesconstruction.com weekesconstruction.com

MEMBER DIRECTORY â&#x20AC;˘ 2018 EDITION

MEMBER DIRECTORY â&#x20AC;¢ 2018 EDITION

2018 Retail Contractors Association Members Westwood Contractors, Inc.

Winkel Construction, Inc.

Woods Construction, Inc.

Mike McBride, President, Chief Operations Officer Fort Worth, TX 817-877.3800 mikem@westwoodcontractors.com westwoodcontractors.com

Richard Winkel, President Inverness, FL 352-860-0500 x14 rickw@winkel-construction.com winkel-construction.com

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

William A. Randolph, Inc.

Wolverine Building Group

Tony Riccardi, Vice President Gurnee, IL 847-856-0123 tony.riccardi@warandolph.com warandolph.com

Mike Houseman, President of North America Division Grand Rapids, MI 616-949-3360 mhouseman@wolvgroup.com wolvgroup.com

MEMBER DIRECTORY â&#x20AC;˘ 2018 EDITION

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

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

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Retail Rolls-Outs | Tenant Improvements | Big Box | Flagships | Commercial Development MEMBER DIRECTORY â&#x20AC;¢ 2018 EDITION

2018 Retail Contractors Association Members

MEMBER DIRECTORY â&#x20AC;¢ 2018 EDITION

2018 Retail Contractors Association Members

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

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MEMBER DIRECTORY â&#x20AC;¢ 2018 EDITION

CCR-ND18

Articles inside

RCA Directory - CCR ND18

Womens Retreat 18

CBAM ND19

CCR- Commercial Kitchen Cover story

CCR - Wawa Cover story