CCR Nov Dec 2017

Check out also inside:

Vaughn D. Irons, Master Developer, Atlanta Sports City & Stonecrest Landing

Craig Delasin,

Urban

THE BEST JUST GOT BETTER

High Speed. No Heat.

November/December

SPECIAL COVERAGE

Events

Construction & Renovation People – Philadelphia

Construction & Renovation People – New York

INDUSTRY SEGMENTS

Leading Security Manufacturing

Leading Signage Firms

SPECIAL SECTION

Commercial Kitchens

Serve. Enrich. Exceed. Why the Firebirds Wood Fired Grill brand is not your father’s steakhouse

Shine it on Striking lighting helps illuminates iconic brew house

Philadelpia Sign

Consistently Bringing Brands to Life Since 1911

Federal Construction 143 Shields up Army Corps builds foundation for resiliency

150 Boarding Call Design, products and expertise collide to help McCarran Airport International gate expansion project land on time

Craft Brand and Marketing

Made in Boston How Night Shift Brewing became one of Beantown’s favorite craft breweries

Odds: 3.000 to 1 Let’s face it –sometimes new product fail. But when they hit, the rewards are worth the ride.

Music and Beer

CBAM looks at which came first –and why it matters

DEPARTMENTS

What if you could...

What if you could? It’s a question that each of us ask ourselves every day. What if you could change your mind? What if you could alter the direction you took on your last project or the decision you made last week? Last year? What if you could change the moment?

In today’s ever-changing economic and cultural landscape, there are a lot of what ifs. More for some, less for others. That’s why the question is the great equalizer. It reminds us of what we did and said yesterday.

Pretty deep, right? More for some, less for others. Re-evaluation is part of the natural reflection we all walk through when the calendar threatens to turn the page to a new chap ter. You do it more than you think. You really do. You assess the details of a project. You think about what move is the most time and cost efficient. You run each and every step through your thought process until you make the move you make.

And it’s over. Until it isn’t.

Here’s the thing. It’s never too late. Professionally. Personally. It doesn’t matter. While we don’t always get a “Mulligan,” we do get the opportunity to assess the decisions we make.

Tony Robbins once said, “Stay com mitted to your decisions, but stay flexible in your approach.” That flexibility – the space we give ourselves to evaluate new informa tion as it becomes available to us – is an important tenet in the road to success.

You know what comes next – We learn from our mistakes. Or, as Oscar Wilde so eloquently put it, “Experience is simply the name we give our mistakes.”

So, remember this as you begin to build the blueprint for your professional and person al growth in 2018: Responding to change often requires adjusting your approach to meet those bumps in the road you didn’t expect to find. Keep an open mind. Build flexibility. Consider the alternatives. And be receptive to change if change is what’s needed.

Here’s to a 2018 that helps each of us find the way we want to go.

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.

In today’s ever-changing economic and cultural landscape, there are a lot of what ifs. More for some, less for others. That’s why the question is the great equalizer. It reminds us of what we did and said yesterday.

EDITORIAL

ADVERTISING

RETAILERS

AARON ANCELLO TD Bank VP Regional Facilities Manager AVP New England

DAVE CRAWFORD Vice President of Store Planning and Construction DSW Shoes

STEVE KOWAL VP Construction & Property Management Hibbett Sporting Goods

BOB MEZA Senior Construction Project Manager Target

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

JERRY SMITH Head of Construction Bluemercury

JENNIFER GRIESER Sr. Store and Corporate Facilities Manager Tuesday Morning

LAURA GROSS Retail Facilities Manager American Signature Furniture

ERRAN

THOMAS ZINZER Senior Manager Real Estate Services, Construction & Design

MICHAEL TIERNEY VP of Construction & Planning Cumberland Farms

HEALTHCARE

BROOKS HERMAN Senior Project Manager

UTHealth Science Center at Houston

RESTAURANTS GENERAL CONTRACTOR

RON BIDINOST Vice President of Operations Bubbakoo’s Burritos Corporation

GREGG LOLLIS Director, Restaurant Development Chick-fil-A

BOB WITKEN Director of Construction & Development Uncle Julio’s Corp.

DAVID SHOTWELL Restaurant Consultant

HOSPITALITY

JOHN COOPER Senior Vice President Development RB Hotel Development

JOHN LAPINS Partner, Geolo Capital

GARY RALL Vice President, Resort Renovation & Design Wyndham Vacation Ownership

ROBERT RAUCH CEO

RAR Hospitality Faculty Assoc., Arizona State University

JOE THOMAS Vice President Engineering Loews Hotels

RICK TAKACH President and CEO Vesta Hospitality

PUNIT R. SHAH President Liberty Group of Companies

LU SACHARSKI Vice President of Operations RLJ Lodging & Trust

ISYOL E. CABRERA Manager, Design & Plan Review, Food & Beverage. Architecture + Design Team IHG

ARCHITECTS/ENGINEERS

JIM STAPELTON Vice President FRCH Design Wordwide

DEVELOPMENT/PROJECT MANAGEMENT

MATT SCHIMENTI President Schimenti Construction KAY BARRETT. NCIDQ, CDP Senior Vice President, Cushman & Wakefield

STEVE JONES International Director JLL

MIKE KRAUS Principal Kraus-Manning

JIM SHEUCHENKO President Property Management Advisors LLC

CHRIS VARNEY Principal, Executive Vice President EMG

CONSULTANT

GINA NODA President Connect Source Consulting Group, LLC.

ARCHITECTS/ENGINEERS

NUNZIO DESANTIS Executive VP & Director of Hospitality HKS

TOMMY LINSTROTH Principal

Trident Sustainability Group

JEFF ROARK Principal/Partner Little

JEFFREY D. MAHLER Vice President L2M

HUGHES THOMPSON Principal GreenbergFarrow

FRED MARGULIES Director of Retail Architecture Herschman Architects

STEVEN MCKAY Senior Principal DLR Group

BRIAN HAGEMEIER, P.E., LEED AP Program Manager GPD GROUP

STEVEN R. OLSON, AIA President CESO, Inc.

ADA

BRAD GASKINS Principal The McIntosh Group

ACADEMIA

MIKE AUTENRIETH Academic DirectorCulinary Arts/Hospitality Management

The International Culinary School at The Art Institute International Minnesot

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

R C H I T E C T U RA L C A N O P IES

AroundtheIndustry

Retail

Hy-Vee

Hy-Vee is looking to test a new concept in Iowa that combines a large-format convenience store and a small-format grocer. The two proposed Hy-Vee Fast & Fresh stores would include a selection of groceries and fresh prepared foods, a Hy-Vee Market Grille Express, a coffee shop and fuel stations.

Century 21 Stores

Discount department store Century 21 Stores in New York City will debut a new in-store shop dubbed Next Century. The stores feature a more polished atmosphere and a lineup of designer goods. The shop, with a separate entrance from the main store, also offers amenities such as a nail art bar, and a coffee and tea bar.

Bed Bath & Beyond

Bed Bath & Beyond, which bought the Harmon beauty retail chain in 2002, recently renamed the growing division as Face Value and Be yond. The newest of the division’s 55 stores opened on New York City’s Upper West side, with a mix of beauty brands and home goods.

Coach

Coach’s game plan to reverse sliding sales and restore the brand’s luxury luster is proving successful. The plan, which included making its products scarcer in department stores, taking greater aim at the luxury market with new fashion offerings and finding new ways to connect with Millennials, could provide a model for other luxury brands.

Restaurants

Auntie Anne’s Mall-based pretzel chain Auntie Anne’s is expanding its focus on catering and food trucks to boost sales as mall traffic declines. The chain, which has upward of 1,200 U.S. units and around 500 international locations, is also experimenting with delivery in some markets, and may eventually offer it nationally.

Next Level Burger

Next Level Burger aims to build the plant-based burger chain to 1,000 units in the first decade. The concept, which launched in 2014 in Oregon, will build standalone stores and also add more units inside Whole Foods Market stores.

Bareburger

Bareburger, known for serving exotic meats such as boar and ostrich, is slimming down its protein offerings and will open a vegan restaurant by next year.

Fatburger

FAT Brands, parent of the Fatburger chain, is gearing up to go public with plans to raise about $24 million for expansion. The chain expects to grow from 300 to 500 restaurants.

Build-A-Bear

Build-A-Bear Workshop is building a bigger presence in tourist spots from the St. Louis Science Center, to Walt Disney World, and next to the Empire State Building. In a push to combat falling mall traffic, the retailer has also launched shops on 25 Carnival cruise ships and will open holiday shops in five Bass Pro stores.

Target Stores

Target is opening about 12 small-format urban stores in high-profile cities, including Chicago, New York City, Philadelphia and Los Angeles. Some stores will offer goods and amenities aimed at young profes sionals, including organic groceries, workout wear and a Starbucks. It also will makeover 1,000 of its 1,800 stores in the next three years, up from the 600 announced earlier this year.

Burberry

British “accessible” brand Burberry has a new strategy of turning it into a true luxury brand like Givenchy and Bottega Veneta. The plan includes refreshing its stores, enhancing its digital offerings and decreasing its lower-end wholesale collaborations.

Everlane

Online fashion retailer Everlane will open its first two brick-and-mortar stores in New York City and San Francisco. The shops will give the brand a way to win over new customers, and give existing shoppers a place to see and touch the pieces before buying.

Smoothie King

Smoothie King will open 16 locations in the Cincinnati area during the next five years, with one store already under construction in Fairfield, Ohio. The expansion includes standalone drive-thru store models that will be the first of their kind for the brand in that area.

Red Robin

Red Robin Gourmet Burgers has created a delivery-only concept called Red Robin Express on Chicago’s Michigan Avenue. The test concept will feature several of the chain’s popular menu items and, in addition to direct delivery, will offer catering services and thirdparty delivery through providers such as DoorDash and Amazon.

Pei Wei

Fast-casual chain Pei Wei Asian Diner moved its headquarters to Irving, Texas, when it separated from its sibling brand, Arizonabased P.F. Chang’s China Bistro. It plans to revamp the brand and its operations.

Chipotle Mexican Grill

Chipotle Mexican Grill will open fewer new restaurants next year as it focuses on the fundamentals at existing locations.

Hospitality AroundtheIndustry (continued)

Best Western Hotels & Resorts

Best Western Hotels & Resorts is wooing upper-midscale guests with a new soft brand. BW Signature Collection by Best Western has locations in New York City and Vermont, with a third hotel expected in the Pacific Northwest.

Best Western International

Best Western International is planning a multipurpose hotel near its Phoenix headquarters that will showcase the company’s range of brand offerings, while operating as a full-service property. The new hotel will also function as a real-world training site.

Dream Hotel Group

The Dream Hotel Group currently has 10-plus Unscripted Hotels in the works. The new brand will have Dream’s signature vibe and design features, but will be found in secondary markets.

Aman Hotels

Aman Hotels is awaiting final approvals to create a hotel inside New York’s Crown Building. This will be the company’s first urban property in the United States.

AccorHotels/Orient Express

AccorHotels plans to establish Orient Express Hotels as a real brand with a high-end, boutique positioning. Accor has purchased a 50 percent stake in the brand, and the Orient Express name could be extended beyond hotels to furniture, luggage and silverware.

Marriott/Edition

Marriott and Ian Schrager plan to open seven Edition Hotels worldwide next year. Edition, a joint venture between Schrager and Marriott, debuted in 2008.

Intrigue

Management company

Interstate Hotels and Resorts has unveiled its own brand, Intrigue Hotels and Resorts. Manhattan, Boston and Dublin are among locations for the new venture by Interstate, which manages more than 400 hotels across 10 countries.

Selina

The Selina hotel and hostel chain has set its sights on Mexico, with plans to open 30 properties there within the next two years. The company already has properties in Colombia, Panama, Nicaragua, Guatemala and Costa Rica.

The

Eateries specializing in pie are popping up across the country, as consumers seek comfort in nostalgic, handmade dishes. Yes, you read that correctly. The new wave of dessert shops offer classics and creative re-imaginings of old favorites, such as flights of mini pies served in shot glasses.

from some

TheNumbers Game 187,000

number of hotel rooms expected to be built in the United States, according to STR, which broke down the pipeline and how it relates to existing supply and future projections. STR’s data is comprised of three categories: rooms in construction, rooms in the final planning stage and rooms in the planning stage.

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The percentage increase in U.S. hotel demand for 2017, according to research by STR and Tourism Economics. The data shows that the number will hit 65.7 percent for the year.

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Their No. 1

In a recent Foursquare survey, Starbucks ranked highest among the 50 rated chains based on customer loyalty. The rankings took into consideration things like how often consumers visited and how much they spent. Rounding out the Top 5 were McDonald's, Dunkin' Donuts, Tim Hortons and Chick-fil-A.

– Ten-X Commercial’s managing director Anthony Falor on why the U.S. market remains a safe haven for hotel investment

“What’s most important to note is that global investors are still seeing great opportunity and safety in U.S. real estate, with hospitality being one of the major investment sectors.”

BULLSEYE

CCRP goes all ax throwing in Philly

threw axes. Yes, you read that correctly. It’s the kind of thing attendees at Commercial Construction & Renovation People (CCRP) events come to expect when they meet for a night of networking. This time around, CCRP Nation converged on Urban Axes in the heart of downtown Philadelphia. And, as you know, they threw axes. If you’re looking to add axe throwing (or any other kind of networking) to your 2018 to-do list, connect with Kristen Corson at 770-990-7702 or via email at kristenc@ccr-people.com.

the membrane systems

New York, New York

Porcelanosa flagship store plays host to CCRP

MakeplanstojoinusatCCRP Minneapolis,MN–May11th,2017

ThankYoutoOur CCRPCharlotte Sponsors:

Located in the heart of Manhattan, the Porcelanosa flagship store served as the ideal backdrop for the Commercial Construction & Renovation People (CCRP) event’s annual trek to New York City. The building, known until recently as the Com modore Criterion, was constructed during the First World War. For an extended period, it served as the headquarters of the General Outdoor Advertising Company. Later, it was renamed the Gilbert Hall of Science and became the premises of the toy company, A,C, Gilbert. If you want to take part in such historical networking endeavors in 2018, contact Kristen Corson at 770-990-7702 or via email at kristenc@ccr-people.com.

Thank You to Our CCRP Charlotte Sponsors:

CCRPJuly27th,2017inDenver,CO

Makeplanstojoinusat

Little Diversified Architectural Consultancy

Jeff Roark - Principal - Partner 5815 Westpark Drive Charlotte, NC 28217-3554 (704) 525-6350 jroark@littleonline.com

THANK YOU TO OUR SPONSORS:

ThankYoutoOur CCRPBoston Sponsors:

Schimenti Construction

Make plans to join us at CCRP Minneapolis, MN – May 11th, 2017

Joe Rotondo, Vice President 650 Danbury Road Ridgefield, CT 06877 Ph: 914-244-1900, ext 319 rotondo@schimenti.com

Thank You to Our CCRP Boston

Sponsors:

Porcelanosa USA 600 Route 17 North Ramsey, NJ 07446

Andrew Pennington/National Sales Director Ph: 201-995-1310 www.porcelanosa-usa.com apennington@porcelanosa-usa.com

Construction One, Inc.

Don Skorupski, Business Development 101 E Town St, Suite 401 Columbus, OH 43215 Ph: 480-528-1145 dskorupski@constructionone.com

Retail Contractors Association

Carol Montoya, CAE

Executive Director 2800 Eisenhower Avenue, Suite 210 Alexandria, VA 22314 Ph: 703-683-5637 carol@retailcontractors.org

PixelFLEX

Make plans to join us at CCRP July 27th, 2017 in Denver, CO

David Venus, Director of Marketing

700 Cowan Street Nashville, TN 37207 800-930-7954 www.pixelflexled.com sales@pixel-flex.com

Yes... our floors are that nice.

Have you heard? We’ve redesigned our entire brand...from the floor up. To celebrate, we’re offering you a $1000 rebate on your next flooring project.

Take a stroll around our website. Check out our new products and services. And when you’re ready to save $1000 on your next project, give us a call for a FREE value engineering assessment.

Watch. Play. Shop.Stay.

Inside Atlanta’s sprawling new sports entertainment destination

By Michael J. Pallerino

Two-hundred acres. That's how much space has been allotted to a new sports/entertainment/retail complex in Atlanta designed to host anything and everything sports related. The $300-million complex – called Atlanta Sports City (ASC) – will be able to accommodate nearly two dozen sports, ranging from baseball and soccer, cricket and weightlifting.

And don't let the sports motif distract you – Atlanta Sports City is more than just fields and small venues for youth sports and compe titions. Included in the design is a 15,000-seat soccer stadium, more than 200,000-squarefoot indoor athletics facility, and 330,000-plus square feet of retail space. ASC plans to promote event hosting for a variety of activities, including concerts, graduations, job fairs, sporting and special needs events.

In addition, a two-story, 140,000-square-foot retail space will house a welcome center, expansive food hall, TopGolf Swing Suites and yet-named sports retailer. You can add to that nearly 40 retailers, restaurants and bars, too.

Commercial Construction & Renova tion sat down with Vaughn D. Irons, Master Developer of Atlanta Sports City & Stone crest Landing, to get his thoughts on how developments like this are helping change

the game where sports meets entertainment and retail head-on.

Give us a snapshot of the Urban Retail Properties and Atlanta Sports City brands?

Urban Retail Properties LLC, was formed over 40 years ago. It is a national leader in the third-party management of retail properties, including regional malls similar to The Mall at Stonecrest, power centers, community centers and big box portfolios. With CEO Craig Delasin at the helm, Urban Retail currently manages 58 retail properties in 21 states, comprising of nearly 18 million square feet.

Atlanta Sports City is the new 200-acre mixed use sports entertainment destination. Atlanta Sports City offers a full spectrum sports experience from competition to food & beverage coupled with retail and hospitality amenities. In partnership with

Atlanta Sports City Soccer Stadium

PLAY. SHOP. STAY.

Atlanta Sports Connection, sporting events, tournaments, camps and leagues from the youth, recreational, collegiate and professional level call Atlanta Sports City home

What type of tenants do you work with?

Urban Retail has strong, extensive relationships with national, region al and local retailers as well as department stores and big boxes. Our Urban Retail/Atlanta Sports City collaboration is developing an over 300,000-square-foot expansion to Stonecrest Mall called Stonecrest Landing. The Landing connects the new Atlanta Sports City with the existing Mall. There, our focus is on food, beverage and entertain ment concepts. In October we announced new tenants SeaQuest, MMA Bar & Grille and Top Golf Swing Suites.

We are looking to bring in new, exciting concepts that will comple ment our existing tenant mix in the mall and strengthen our commitment to the community as the place to watch, play, shop and stay.

Before the announcement of the partnership, The Mall at Stone crest had already began a transformation in 2017, with Victoria's Secret opening its new store concept, H&M taking over 20,000 square feet and the opening of Round 1, a 50,000-square-foot family entertainment destination with bowling, arcade games, billiards and karaoke.

What are some of the biggest issue today related to the leasing side of the business today?

The shrinking pool of tenants. But at the same time, this has allowed us to think outside the box to develop this partnership between Urban Retail and Atlanta Sports City. It’s a perfect match with one entity bringing tons of foot traffic and the other providing entertain ment options during the downtime.

The influence of technology and social media on tenants is also an issue of note. We are also collaborating on new approaches that use technology to not just capture memories but as a component of the experience. Through that experience it will help us drive our visitors to the tenants making our center more attractive to prospective tenants.

Give us a snapshot of both the new construction, and renovation/expansion segments?

The overall project includes four major components:

• Building the 200 acre sports complex

•Renovating an existing 145,000-square-foot former de partment store into a sporting goods store and food hall.

• The 300,000-plus square-foot Stonecrest Landing Mall expansion

• The continuation of the Stonecrest Mall transformation

We are actively involved on all fronts, which is what makes the collaboration between the entities effective. It creates the capacity to be responsive while the interest is high. We have

Which side is experiencing the most activity? Are you optimistic about what you see in both sectors?

Aerial View, Atlanta Sports City

Front Row L-R: COO, Atlanta Sports Connection, Zeric Foster; CEO, Urban Retail, Craig Delasin; Commissioner Greg Adams; CEO, Atlanta Sports Connection, Patrick Henderson; Master Developer, Atlanta Sports City & Stonecrest Landing, Vaughn Irons; Executive Director, Discover DeKalb, James Tsismanakis; COO, SeaQuest, Dave Palinski.

Back row L-R: Mayor, Stonecrest GA, Jason Lary; NBA Great Terry Cummings; Former NFL Pro John Wayman Henry; NBA Great Dale Davis; NBA Great Theo Ratliff

PLAY. SHOP. STAY.

been attending various conferences this year such as the ICSC in Las Vegas and national sports teams conference in Orlando (Fla.). In every industry there is interest in both the existing and new components.

What does today's shopping mall environment look like today?

As Craig has stated (and I absolutely concur), today, malls continue to be the place for people to come together. It has always been about a true social experience whether it be to shop, learn about community programs, participate in events or to just be with friends in the moment.

Talk a little about the relationship with Atlanta Sports City, Emory Healthcare and The Mall at Stonecrest.

The Emory partnership will be an important component for this project. The development team of Atlanta Sport City is committed to building a world class facility and the inclu sion of sports medicine and sports sciences was a key aspect of that pursuit. Emory will

have a 10,000-square-foot sports medicine pavilion that will focus on sports medicine, rehabilitation and sports sciences inside the Atlanta Sports City Field House.

During lease negotiations the Atlanta Sports City team determined Emory has a need for additional space and added a 55,000 square foot medical office component to the Stonecrest Landing. That second medical office building will be anchored by Emory, include a full service drug store and have Emory physicians on a multitude of disciplines.

How does this development set a trend for future opportunities?

We are taking what malls are known for –bringing people together – to a whole new level. We see this as the mall-of-the-future where retail, entertainment and sports come together as one. If other developers follow in our footsteps (we can't say or predict), but the more experiences you can create for your customer, the stronger your mall will be.

Our efforts to incorporate social media into the fabric of the mall and sports venues will be unique. If a 14 year old hits his first home run or scores a double-double those highlights will be displayed live-action and real time throughout the facilities.

Irons and General Manager, The Mall at Stonecrest, Patricia Edge discuss plans.

WATCH. PLAY. SHOP. STAY.

Furthermore, this development will set a trend in partnerships, showcasing the synergy that two different industries can have on one another. The Mall at Stonecrest and Atlanta Sports City will be an incredible boost to the entire local economy, not just the mall.

Both entities working together, coor dinating events, planning new programs and establishing the mall and the City of Stonecrest as a tourist destination will create more jobs, more businesses will want to relocate and re-invest in the City of Stone crest, and most of all, will bring millions of out-of-state visitors looking for places to eat, places to shop, places to stay and places to have fun.

What trends are you seeing out there today? What is today's consumer looking for?

Customers want to interact with malls. They want to be a part of the mall. No lon ger do they want to just come and shop.

They want to be a part of the action. They want to have a true experience and make some memories.

Our efforts to incorporate social media into the fabric of the mall and sports venues will be unique. If a 14 year old hits his first home run or scores a double-double those highlights will be displayed live-action and real time throughout the facilities. Families will be able to download those moments al most immediately and post them for friends and family to see.

We think consumers are looking for ex perience, the ability to share those moments and to savor the memories. The Urban Retail and Atlanta Sports City are designed to provide that, and much more.

We are taking what malls are known for –bringing people together – to a whole new level.

From L-R: CEO, Atlanta Sports Connection, Patrick Henderson; General Manager, The Mall at Stonecrest, Patricia Edge; Director, Emory Orthopaedics & Spine Center, Scott D. Boden, MD; Master Developer, Atlanta Sports City & Stonecrest Landing, Vaughn Irons; CEO, Urban Retail, Craig Delasin

WATCH. PLAY. SHOP. STAY.

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

Finding the new, innovative tenant mix for Stonecrest Landing and responding to the overwhelming list of sporting event organizers who want to book Atlanta Sports City for multi-year engagements.

Describe a typical day on the ground developing this project.

Each day is different which is what makes this such a remarkable journey. We start each Monday morning with an all-hands team meeting and each Tuesday there is a develop ment/construction meeting. Everything for the week is dictated from those meetings and required follow up with prospective tenants, vendors and outside inquiries.

Tell us what will make this project when finished so unique?

This will be the future of shopping centers and sports entertainment destinations –bringing two different industries together and creating a unique experience and environment for the entire family.

By visiting atlantasportscity.com, you’ll clearly see, even more so, that the Atlanta Sports City at Stonecrest and its partnership with Urban Retail is one of the most exciting places to be right now and in the future.

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

Creating new partnerships and bringing in new retail concepts that the community really embraces. Being the first of its kind and a road map to the mega mall and multi-use sports entertainment destinations of the future where you can find and do it all – watch. play. shop. stay. CCR

One-on-one with...

Vaughn D. Irons, Master Developer

Atlanta Sports City & Stonecrest Landing

What was the best advice you ever received?

To get something you’ve never had you might have to do something you’ve never done. That advice inspired me to embrace innovation in every project we endeavor.

What’s the most rewarding part of your job?

The most rewarding part is the ability to shape the future of this community and our industry. What we’re able to do for the local economy and individual families with this investment and the 1,800 new jobs we are facilitating by our development work is very important to me.

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

“You are one of the most dependable people I’ve ever worked with.”

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

In addition to integrity and commitment, the three strongest traits any leader should have is sincere caring for his team, a passion for the work and the vision to see the future that can be.

What is the true key to success for any manager?

The keys to success for any manager are having the skills/ knowledge, the experience and the relationships to get the job done.

What book are you reading now?

“The Color of Law” by Richard Rothstein.

How do you like to spend your down time?

I believe the price of success is service to others. I spend a lot of my downtime working in various volunteer capacities with local nonprofits and advocacy groups in my community.

9:00 AM - 10:15 AM • January

Grace Daly

President, ShopTalk360.com

The Direct Impact of the Built Environment on the Brand Experience; How Industry Leaders are Claiming their Seat at the Table. Join us for this retail & restaurant in depth panel sharing their candid POVs and strategies on the everchanging landscape of our brick and mortar spaces. We’ll cover the infusion of technology into brick and mortar; the continued growth of online purchases and how we are adapting as an evolving Industry.

Steve Olson

President, CESO, Inc.

Managing change in today’s fast-paced Commercial Retail / Restaurant world. Perspectives on juggling multiple stakeholders, limited budgets, and an increasing expectation to roll out or remodel innovative concepts quickly.

Tom Kowalski

Executive Creative Director

10:45 AM - Noon

Jennifer P Striepling

Vice President of Design at Bloomin’ Brands Inc.

Moderator: Jamey Chinnock, Project Management, GPD Group

Becky McAdams

VP of Operations, GPD Group

Brandon Collier

Director of Design, RaceTrac

Leveraging BIM throughout the design process and beyond

The program focuses on design and development process for Racetrac’s new prototype in BIM. This panel discussion will include topics on challenges, lessons learned, and future goals for BIM implementation.

Brad Bogart

President, Bogart Construction, Inc.

How to Mobilize in the Wake of Disaster

With the high activity of hurricanes this year, we want to review how to prepare, mobilize, locate materials and manpower to cleanup after a major disaster.

Please select one in each time slot: Seminar 1 Seminar 2 Seminar 3 Seminar 4

Breakfast Speaker: Gary Roberts

Gary Roberts is a Motivational Speaker, Corporate Entertainer, and Comedian Magician, and one of the most versatile public speakers/entertainers in the industry today. He will be presenting his program “Be Amazing” which is an audience interactive program that’s pure fun

Lunch Speaker: Nick Scott

As a professional speaker, author, professional bodybuilder, wheelchair ballroom dancer, and personal trainer, Nick Scott uses his enthusiasm, vision, convictions, abilities, and life experience to reach out, to inspire and give hope to others, especially those

and entertainment, with a serious thought- provoking message about the many people we cross paths with in life, and why certain people are more amazing than others. Gary teaches that we all have unique talents that make us different, and when we accept our uniqueness, then we, too, can inspire and amaze others. Gary shares the secrets how you, too, can be Amazing.

unaware of the personal strength they can tap into if only they will believe and try. Nick’s sheer strength of will has helped transform thousands of individuals - from professional athletes to senior executives - as well as organizations and corporations across the country. Nick inspires others to break through to new levels of peak performance and success.

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Hilton Daytona Beach Oceanfront Resort January 10th-12th, 2018

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CCRS 2018 Advisory Board members:

Grace Daly, ShopTalk 360

Anthony Amunategui, CDO Group

Erran Zinzer, US Cellular

John Stallman, Lakeview Construction Gina Noda: Connect Source Consulting Group, LLC

Karen MacCannell: The McIntosh Group

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2018’s to-do lists set

Commercial construction executives eye future with positive mindsets

It wasn’t that long ago that the violent winds and rain spewing from Hurricane Katrina rocked the areas in and around Biloxi, Mississippi’s coastline and peninsula. The locals still share tales of how entire blocks were completely destroyed, leaving the city’s homes and casinos decimated.

During this year’s Commercial Construction & Renovation Retreat, attendees stayed in one of the areas that was hardest hit. These days, the White House Hotel, located down the road from casino row, played host to the event, held Sept. 28-Oct. 1.

Attendees were treated to all things Biloxi during the Retreat, including a shrimp boat tour, a lunch at one of the city’s most popular local hangouts, and a dinner smack dab in the mid dle of the casino lights. There was even time for a group swim at the Margaritaville Resort.

Included in our Weekend at Biloxi was the Retreat’s lineup of educational staples, including a roundtable discussion and the revered one-on-one meetings.

Following is the first installment of our roundtable discussion, which also is available at www.ccr-mag.com.

Anthony Byrd

Darrel Chaney Prime Retail Services

Grace Daly Shop Talk 360

Glenn Davis RPM Pizza/Dominos

Rick Erickson Allied Partners

George Farrelly Aaron’s Inc

Stephen Gallant Barteca Restaurant Group

Dave Garvey Grand Hinckley Casino

Steven Hackworth Steak n Shake

Tim Hill The Beam Team

Tom McBride TJM Consultants

Jeff Mobley Qualserv Solutions

Tim Olson Glab Maintenance

Steve Olson CESO, Inc.

Rebecca Suen Hilliker Corp

Colleen Biggs The Little Gym

Marilyn Brennan Egan Sign

Blake Brosa EMG

Bob Vacsulka National Pavement

Julia Versteegh Storefloors

Candace Wells RPM Pizza/Dominos

LISTS SET

CCR: What’s on your to-do list right now? Colleen Biggs, The Little Gym: Right now, we are focusing our plan for the next 18 months of growth for our brand as a company and honing in on development growth. We’ve rolled out a smaller, scaled down concept of The Little Gym, as well as are conceiv ing and piloting our mobile concept. Mobile licensing will be an individual license opportunity as well as and additional revenue opportunity for the current licensed franchisees that own a brick and mortar store. They would have the opportunity to apply for the license for the mobile opportunity within their territory. We feel this initiative will offer us the opportunity to continue to grow as a brand. Our goal is to become a household name.

I’m also preparing to move into a new role next year. In this new position I will be overseeing the brand consistency for the company – The Little Gym International. We’re based out of Scottsdale, Ariz., so I’m going to put my wings on and become a little bit of a road warrior over the next 18 months.

My goal in traveling to each store would be to not only continue to build trust and relationships with the franchisees, but also to uncover what best practices are being utilized within the businesses, as well as what’s working that has already been established as a proven process for many years. We are only as strong as our weakest “process” right? En suring that we have solid “Best Practices” in place as well as testing “Proven “processes” offers us a strong brand continuity across the community prior to the growth we anticipate between 2018 and 2025.

Jeff Mobley, Qualserv Solutions: We’re now a Middleby company. Middleby has 30 food service equipment compa nies it has purchased over the last 25 years. On our to-do list right now is to consolidate our custom manufacturing with our equipment manufacturing, where they have customers who we may not have worked with. That to-do list includes transitioning to Middleby. It’s very exciting for our company. We were owned by Banks for years, and now we have someone in the industry off and running with us.

“Probably the No. 1 thing on our to-do list is to go deeper with our existing clients. If they’re expanding throughout the U.S., how do we not only help them with project management, but also get up front to provide real estate due diligence services and partner downstream on capital planning?”

Glenn Davis, RPM Pizza/Dominos: We’re four years into the rebranding of 187 stores. Right now, I have three stores I’m working with. One is a major remodel, and two are regular reimages and rebranding going on in the south. Three rebrandings are going on in the Midwest. I currently have four projects with architects, and over the next two years, we’ll relocate 12 stores and build eight new ones. Most of them are in Mississippi and Louisiana, with a few in the Midwest.

RPM Pizza/Dominos’ Davis: No, we don’t do that ourselves. Those stores have to open the next morning. You pull it out and throw it in the dumpster. My contractors hate that commercial. Customers say, “Is that really what you do?” “No, that’s not what we do.” It’s like the first commercial blowing the sign up off the building. That’s not how you take down the sign.

It’s great PR, because everybody asks about it and everybody loves the commer cials, but it’s not reality. That would be a whole different building permit.

Bob Vacsulka, National Pavement: We’re focused on wrapping up the season. We have a couple hundred remaining jobs to do. We’re running a little behind given the different hurricanes and storms. As far as additional to-do items on our list, we have a lot of business planning to do for 2018, as we look to grow the existing customer base. We plan to meet with customers face-toface to see what needs and opportunities may exist in 2018 and how we can be a partner for them on that.

CCR: Are you affiliated with those TV commercials where all of those guys are knocking down their old stores?

– Blake Brosa, EMG

Sign

2018’S TO-DO LISTS SET

Also, we’re looking into different verticals such as REIT’s, where we don’t have such a heavy presence, but we’re looking to expand in 2018.

Candace Wells, RPM Pizza/Dominos: I’m ordering equipment for six and seven different stores at one time that we are either relocating or building from the ground up. I’m also training contractors in Indiana who will be taking over our warehouse in 2018. One of my biggest projects for 2017/18 will be taking on all oven and hood installs for RPM’s stores in the South and Indiana. Looking forward to 2018.

Tim Olson, Glab Maintenance: At Glab Maintenance, we are always looking to grow our company by client acquisition. We are also focusing on preventative maintenance plans because we find our customers are continually trying to do more with less. If you can anticipate and catch problems ahead of time, we can come up with more cost effective solutions.

Blake Brosa, EMG: Probably the No. 1 thing on our to-do list is to go deeper with our existing clients. We already work with a lot of the major Fortune 500 retail, banking, hospitality, c-store, and restaurant brands, so where we have an existing relationship in our project management division, we’re looking at partnering with them, or vice versa.

If they’re expanding throughout the U.S., how do we not only help them with project management, but also get up front to provide real estate due diligence services (Phase I environmental assess ments, PCAs, ALTA surveys, etc.) and partner downstream on capital planning? Using that existing base is not a new concept, but we’re a fairly recently merged company, so we’re continuing to build on those existing relationships.

The second biggest piece, for me, is to just follow the retail industry. I don’t think any of us can look in a crystal ball today and say what it’s going to be in the next two to five years. So, I want to keep pace and keep track. What’s Amazon doing? What’s Whole Foods doing? Where is Target going? Walmart? What are all of the different initiatives, like the buy-online/ pick-up-in-stores. I think for our part of the business – construction project manage ment – a lot of folks are downsizing boxes.

Also, more money’s being reinvested in technology, so how do we position ourselves to be a technology implementation provider? We don’t want to walk away from project management services, but we want to look at what those traditional teams are doing. A lot of that’s being changed.

– Julia Versteegh, Storefloors

One of the things we’ve developed is OverviewFacility.com, a web-based software that allows our clients to track and manage their building assets. Take for instance, water heaters or any other mechani cal system. How old are they? Where are they located? Who and when was the last time it was serviced? What is the life expectancy?

This is a great opportunity for our clients to be in control of their budget eliminating unnecessary repairs, emergency calls, and expensive trip charges. Our software is customizable allowing our customers to manage their unique needs unlike other software that is available.

Stephen Gallant, Barteca Restaurant Group: Barteca’s made up of two different divisions – Barcelona and Bartaco. In 20 years, we have opened 20 locations and we are looking to develop into new markets. We have opened nine locations over the past year and a half. My role is to add structure and process to what they didn’t have. Barteca is a small company who has been run by two brilliant partners. We have made some changes to grow from a privately held company to position ourselves to open more than 8-10 locations per year. We are also developing a formal maintenance division to handle the escalated store growth.

The third piece is just being that consul tant around the life cycle of real estate. When we talk about buying, building, and maintain ing properties, EMG wants to be a partner throughout that entire life cycle.

Steven Hackworth, Steak ‘n Shake: The biggest on my to-do list is to figure out how to get policies and procedures in place to grow our company to more than 1,000 units within a reasonable timeframe of five to six year. Right now, we’re just under 600 units. As you can see, to get to that 1,000-unit mark, we need to open 100 stores a year. That can be very difficult. Right now, the best we’ve been able to do is 37 stores a year.

Most of that is due to the fact that we use franchisees for our growth, so there is lots of problems trying to get the franchisees, get the correct architect on board, make sure they understand our branding and what needs to go into those drawings. We provide a prototypical set of drawings for them to base their stores off of, but it seems like each architectural firm wants to put a little spin on it. So my job is to review all of that to make sure that they don’t spin it the wrong direction.

To accomplish that, we’ve also went into the nontraditional market. We’re opening more restaurants inside of universities. I think we’re at three airport locations and looking for more airports. The airport is a great captive audience as is a university. You can have a restaurant in a university and a mile down the road still have another restaurant that does great. That’s my biggest challenge.

“As a company, one of our major initiatives is continuing to grow our supplier partners internationally and across the U.S. This gives us the opportunity to offer a wider variety of products at a lower cost to our customers.”

LISTS SET

Steve Olson, CESO, Inc.: The first thing on my to-do list always involves a focus on our staff. We spend a large amount of time hir ing the next strong leader, and then pouring into their training and development. We do that because we think that well-equipped and empowered people can go out and build the business without a tremendous amount of handholding.

Next is to find more commercial busi ness partners. We’re really looking at each of our clients for what their business needs are and how we can partner with them. We want to either assist them with their new store/restaurant programs, remodel pro grams, or help them to put a new creative twist on their brand evolution with our own branding group. So, in addition to reminding people about our architecture, civil and sur vey core business, our to-do- list includes getting the word out a little bit more about our design and branding business, and to try to increase work within that service line.

Anthony Byrd: My to-do list includes putting into place contracts to help manage the vacant properties we have. On the way to devel oping those sites that are vacant, it’s my job to maintain them and make sure they’re within city compliance. So I need some vendors to help bring that about. Another item is a major redevelopment of one of our high-rise properties. This is utilizing a program from the federal government using HUD funds, called RAD. That’s pretty major. Finally, I would say is to complete the capital improvements I have for the properties I manage.

Marilyn Brennan, Egan Sign: My to-do list is to attend more trade shows and industry events, maintain our existing clients and offer expanded services to our clients in different areas of signage that they have not previously utilized.

With that, we’re also onboarding new clients and making sure that the transition is really strong. Our clients are always the focus and building a very tight relationship in the beginning of the onboarding process is critical. We do a lot of handholding in the first couple of months with our clients.

Dave Garvey, Grand Hinckley Casino: There are two major projects underway that are almost near their completion. The first project is our property is undergoing a major remodel and we are in various stages of this project.

In December 2016, we opened Stories Diner, which is a classic American diner with a twist. Our Grand Buffet received a

complete makeover with a more open and vibrant layout that will allow our Guests an opportunity to pick and choose food lines they’d like to visit. This is different from classic buffet lines. Our Snack Bar was re modeled and we’ve also moved Sweet Spot (our coffee shop) to the center of the casino to allow Guests to grab a latte or espresso while playing their favorite games.

Our casual restaurant – the Grand Grill Americana – has been closed for remodel and work is happening to transform that space into a new and exciting eatery. Our popular Winds Steakhouse also received some love – we updated all wall coverings, carpet, tables and added new comfortable chairs.

The second project involves the discussion of minimum wage, which is a front-and-cen ter topic in the state of Minnesota. I currently sit on the Minnesota Restaurant Association’s Board of Directors. One of the things that the hospitality industry is facing at this time is the minimum wage increase to $15 an hour.

We continue to look at different programs within our organiza tion that will reward Associates once they start in a Food & Beverage position. The Associate does receive a merit increase on an annual basis, but we have also implemented a Pay for Performance pro gram, which allows Associates to actively participate in the goals of our department and qualify for an additional payout at the end of the fiscal year. This has created a lot of excitement with our Associates.

I am also proud to work with a national organization called Pro Start, which is a great opportunity for our local high school students. We bring them into our business and show them the operations of our food venues, which gives them a look into the hospitality industry and hopefully sparks some interest.

CCR: On the buffets, do you still have any type of all-you-can-eat offers?

Grand Hinckley Casino’s Garvey: We offer lunch 7 days a week; Monday through Thursday evenings we offer a Classic Dinner Buffet; Friday evenings we offer a Seafood Buffet; Saturday evenings a Prime Rib Buf fet is served and Sunday evenings we round off the week with a Shrimp Lovers Buffet.

CCR: What was the reason for going away from the buffets?

Grand Hinckley Casino’s Garvey: It was a little of everything, including the cost savings. The focus groups told us, “If we can go in there and get all we want, we’re okay with it.” We did a study that showed things were slower in the winter. So we weighed

Creating Inspired Places for the World™

LISTS SET

and counted everything. We did month-end inventory in seven hours. When we reopened, we knew exactly what we had. At the end of that night, we’d served 465 guests. We weighed and counted everything again in a 24-hour inventory. We threw away more food than we thought. We threw away more food than the 465 guests ate. So, you start putting common sense behind the decision.

Julia Versteegh, Storefloors: As a company, one of our major ini tiatives is continuing to grow our supplier partnerships internationally and across the U.S. This gives us the opportunity to offer a wider va riety of products at a lower cost to our customers. That’s an ongoing initiative that’s picked up some momentum. We’re excited about that. We’re also focusing more on a couple of different segments, such as restaurants and cannabis retail. So I’ve been learning about the marijuana retail industry.

Darrel Chaney, Prime Retail Services: The No. 1 thing on our to-do list is to make sure that we have the right people. We have three divisions in our company – fixture installing, construc tion, and inside our construction division we have an electrical division. Our workload continues to grow, so we need to have the right people for the right jobs, whether they be in the lower end of the scale as a laborer, or a project manager or superintendent. We are really trying to grow our electrical division. Once we opened that division, we saw it was really advantageous for us, as well as our clients.

Rick Erickson, Allied Partners: II have been charged to find ven dors who can handle hotel remodels, from Architect’s to flooring to boilers, and things in-between. I am excited to bring the next wave of hotel design. The reason I got into the business 20 years ago is because hotels generate cash by chang ing their rates overnight and can reinvent themselves periodically through ROI (return on investment) projects.

In hotels today, we’re trying to promote the idea that hotels are becoming your third space. Nobody’s sitting in an office building all day, all year long. You’ve got to get out, meet and mingle, no one wants to get stuck in a conference room anymore. You’re going to go downstairs in the hotel to meet clients, share coffee or cocktails in a ‘happenin’ environment.

George Farrelly, Aaron’s Inc.: Our to-do list has kind of changed since the hurricanes have hit our stores. We have a lot of stores in Florida and Texas, so we’ve been focused on getting some of them up and running again. We had five stores completely shut down that were in the process of rebuilding the inside. We have another 30 that have damage inside the stores. We’re removing carpet, drywall and fixtures. Those are our main priorities right now.

Another on that list is the 150 remodeled stores we had planned to do this year. We still have about 20 to do, and 15 are my projects. In the future, our to-do list will bet to do 150 stores over the next four or five years, and to catch up our 1,800 stores to the new look.

In addition, we’re working with a design group – The Big Red Rooster – to design a store of the future. This will help give Aaron’s a more modern look. Our look is kind of old. We haven’t changed it in a very long time, so Big Red Rooster is giving us some ideas for the inside of the store. We’re doing something called the endless tile, instead of just having product inside the store. We’re looking at a kiosk where you can pick any product you want from any furniture company and Aaron’s can provide it to you.

We’re also working on the signs on the front of the building. It’s more of a new retro look. I’m also onboarding 10 GCs. I need to get them up and running so that they can help us with these 150 stores we’re doing over the next four to five years.

So we’re going to turn hotels into that third space, creating buzz and an environ ment where everyone can thrive. In order to do this, we want to create strategic partnerships. Why can’t there be a Steak ‘n’ Shake inside the lobby of a hotel? For years, hoteliers have tried to run restaurants and they lose money. If we have a huge fitness facility sitting idle, why not expand it to include CrossFit, Ninja training, indoor pool activities, etc. We’ll offer swimming lessons for kids, why not add gymnastics or something? We really want to create an environment beyond just a lobby on your way to your room … creating synergy breeds creativity in the workplace.

Tim Hill, The Beam Team: We have a couple of things on our To-Do list. Right now, we are preparing ourselves as we start to wrap up 2017 so that we can further our success in 2018. In retail, there is a usually a down period between mid-November to February as we wait for capital spending to start up again. As a result, we are looking to avoid these periods of delay. Fortu nately for the Beam Team, we have experienced a lot of growth this year, so our biggest focus right now is ensuring that we have some of the best qualified sub-contractors as well as enough superintendents and tradespeople to match our growth potential for 2018.

Aaron’s Inc.’s Farrelly: Our slowdown is in November and Decem ber slowdown. We’re slow the first two weeks of November, and then

“The first thing on my to-do list always involves a focus on our staff. We spend a large amount of time hiring the next strong leader, and then pouring into their training and development.”

– Steve Olson, CESO, Inc.

LISTS SET

the busy season starts. But after talking with vendors recently, the hurricanes have required a lot of roofs to be built. Some of those stores where there is damage have to wait for the landlord to fix the buildings.

I talked with some contractors that told me off record that they were glad the hurricanes hit. It doubled sales for the year. It’s horrible to say, but they’re right. It gave them sales for the year they were not going to normally have. Half the people aren’t going to be redoing stores, but we kind of have to now because of the path of the hurricanes.

RPM Pizza/Dominos’ Davis: The problem you have after a storm – after going through Katrina – roofs are the first to get fixed. Right now FEMA has hired every roofer there is available to go blue tarp roofs. They do all the residential structures first, which is why it is hard to get a roofer. The only way you’re going to one is to bring them in from somewhere else. Most of your roofers from around this area have all headed to Texas and Florida because FEMA is paying the money.

After Katrina, I had to have my house blue tarped. That’s what it is. The next stage is going to be famers. After that is going to be electricians and plumbers and HVAC, and then sheet rockers. It just follows the path all the way until everything’s done.

Aaron’s Inc.’s Farrelly: We also have to keep in mind the fixture packages that we have. We order some of the fixtures, but with the hurricane in Texas and Florida, we had to unplan fixtures that weren’t there. There are 25 stores where we didn’t plan on needing any fixtures for. Now, we do. There is a four- to six-week lead time on the fixtures. I can place an order two weeks ago and still be four weeks out for them to be ready. We have that delay of trying to get all of the fixtures and carpet. Big hits like that all snowball down. Fixtures now take longer. The carpet takes longer. Trying to get the subcontractors to get to a location – it’s harder to find.

RPM Pizza/Dominos’ Davis: After going through Katrina here, our disaster recovery at RPM Pizza is done. We’re just completely through it. We have a complete system for disaster recovery. We sent people to Texas and Florida after it was over with to help out Dominos franchises. We’ve been through it, so we have a system that works. All of my new stores are built plug and play for generators. Every one of them. It’s a $2,000 increase in the costs, but I’ll tell you what, all of our stores after a storm are the first ones to open on generators.

So right now, during your recoveries, you turn into a saint. No carpet on the floor. No paint on the wall. You have all of the fixtures there and you sell them and then plant it. You’ve got to plan around the trades. You’re not going to get any trades. With the size of that and then two states – the trades are going to be all tied up. Residential is where the money’s going to be, so that’s where they’re going to go.

Rebecca Suen, Hilliker Corp.: One of the largest projects I’m working on right now is helping a national self-storage retailer find a location in St. Louis. Self-storage business is booming right now. They’re popping up everywhere. A lot of people are using this type of storage. I’m helping this company find a big, empty box that’s in a middle- to higher-income area for its new location in St. Louis. I’m also helping them find a location that’s on a national basis.

That ties into one of our company’s biggest goals for this upcoming year, which is to increase our partnership with our sister company, Westwood Net Lease Advisors. Hilliker is licensed in Missouri and Illinois, but we have clients who are looking to purchase properties outside of these two states.

With Westwood, we have the ability to work with commercial properties all over the country. Its sole focus is on triple net properties. They work with Steak ‘n Shake, Buffalo Wild Wings, Chik-fil-A, Family Dollar – those types of businesses. I’m building my client base and working with more business investors beyond the St. Louis area.

Aaron’s Inc.’s Farrelly: No. 1 is background checks. There is a pamphlet we send out to all of the contractors. If you’re a general contrac tor, we want you to give us a list of five of your subs and/or people you work with and then five brands. I need to check how their payments are, if they pay on time, how their work is, would they get a recommendation?

No. 2 is the financial sustainability of the company. We require three years of audited or reviewed financials. It is reviewed by two sets of people. First by me, because I have an accounting background. Next, it’s sent to our financial department, who gives it a grade of A, B or C. A is the best, B is moderate and C is no way we’re going to use you. Anything with an A is onboarded immediately. With a B, we get a little more background check. C is just not there.

The reason is that we require our general contractors to pay their subs before we pay them. If the subs are paid, we don’t have to worry about lien waivers. We hold back some of the money owed to them, and once the waivers come in, we pay them. Also, it’s a 30- to 45-day process from the time we get them to when they get paid. They have to have the flexibility to be able to handle the job. It could be five remodels going on at the same time that The Beam Team is running, so it’s a $60,000 job times five. It’s a lot of money out there, so we have to make sure they are capable of doing it.

The final thing is that I always tell the builders that I’m not looking for a general contractor. I’m not looking for a vendor – I’m looking for a family. I don’t want this to be just a business relation ship, it’s a partnership.

CCR: For the brands, what are your top three requirements for qualifying new contractors, suppliers and vendor partners?

SET

Grand Hinckley Casino’s Garvey: As a company, one of our major initiatives is to support our Native owned contractors and supplier partnerships. We also utilize an RFP process. If we’re going to entertain a restaurant remodel, I’m involved. I then work with our property’s Project Manager who will meet with the architects and the building group.

Anthony Byrd: We put a tremendous amount of emphasis on minority businesses and women businesses. It’s not a requirement, but the agency looks at all of the vendors that we use and where all of the dollars are going. We want to show a very high percent age of this is being done with minority-owned businesses and women-owned businesses.

In addition, we want to work with businesses that in turn will hire what is called Section 3 workers. Section 3 is a special federal

items at the proper time, know how to work with vendors for owner furnished items and make sure that it comes in at the same time.

I find that a lot of contractors that are used to buying everything out their selves, when it comes to coordinating owner furnished items, they don’t know how to do that. They forget to call, and then they come back and say, “Oh, I couldn’t get the lighting package here in time.”

“Well, did you order it?” I ask.

“Not in time,” they reply.

So those are the things we’re looking for, to make sure that they’re on top of that.

CCR: What about architects?

Steak n Shake’s Hackworth: When it comes to architects, we look for architectural firms that have restaurant experience. Basi cally, we’re looking for production houses for drawings – not somebody that does design. We have our own in-house design team. Our CEO goes through everything, looks at it, and approves all of the render ings before we go out for a new look for a restaurant. So we want to make sure that all of the branding items are in those draw ings and we take it off our prototypical set.

For vendors, we’re looking more for partnerships. We have in-house purchasing agents and people that work with vendors to get our pricing. We work national accounts with the manufacturers.

designation for a lot of people who qualify for public housing. We want to encourage those businesses to reach out to the commu nity, provide opportunities for people to work. So we make that a requirement; it’s not a set quota.

The federal government doesn’t have a set quota, but it wants to at least see a plan. In addition, we have a standard RFP process, where we want to see you submit all the current documents. Pricing is going to be one of the things reviewed, but you’re going to go through a pretty involved evaluation criteria.

Steak n Shake’s Hackworth: It’s different between the way we qualify GCs versus the way we qualify architects and our vendors. I’ll start with the GCs. We send in the typical AIA request for information form. They provide us with their financials, their experience in the restaurant building business and a list of references. We go through all of those and check them.

The main thing I’m looking for on that one is to make sure they have restaurant experience, they have superintendents that know how to schedule the kitchen equipment in at the right time, the FF&E

Again, in restaurants, you get con sistency in the food. If you want the same burger to taste the same that you buy in Michigan or Florida, then you have to have the right equipment, the right training in place. You can’t have different brands of equipment in a restaurant because they have different fry times and things.

If somebody goes in there and orders your French fries, you want them to be exactly the same every time. But not every deep fryer fries it the same way. So our training is based on certain pieces of equipment that produce our product the way we want it so we make sure that – that’s why we establish national accounts and we’re looking for vendors that want to partner up with us on that.

Barteca Restaurant Group’s Gallant: We want to make sure the vendors we deal with have experience in doing high end restaurant or retail business. We look for that on their qualifica tions – whether it’s an architect, vendor or a GC…i.e. how long have they been in business?... doing business under the same name during the entire time they have been in business, . and we evaluate their annual volume. We do not want an error on our project or another project they may be completing bankrupting them while completing our work.

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We get contractors through industry contacts, some cold calls and my past experience. I ask for an AIA A305 form, their financials and related references. I evaluate the information provided and either approve or disapprove them based on their answers. If they get to bid and are one of the low bidders I will obtain a Dunn & Bradstreet report to verify their payment history, industry rating and if they have any claims against them.

It is inexpensive for a Dunn & Bradstreet report which will often show more information than contractors are willing to give during the prequalifying stage. I qualify the contractor very carefully and insure they are providing us an experienced team and superintendent that has done high end restaurant work.. If they’ve changed their name a lot or in the last two or three years I don’t want to deal with them. I want to deal with a company that has been in business at least 10 years under the same name doing a volume of $20 million or more at least.

Aaron’s Inc.’s Farrelly: We look for retail experience, not just construction experi ence. Hotels, casinos and building hotels spaces are completely different. You have, especially with open remodels also, because we do ours during the day. That’s one thing I forgot to add.

RPM Pizza/Dominos’ Davis: I get a lot of architects and general contractors that want to do the work. The biggest thing I check is if they are licensed in that particular state. A lot of them will say they’re licensed all across the United States. But it’s a little unique in Louisiana and Mississippi.

I send architects a sample set of our plans and ask them to price it out. If they’re in the ballpark, I’ll check background references, etc. I have a lot of repeat GCs, because building a Domino’s Pizza store is a little bit unique. We have a lot of standards that are required, so things have to be done in different ways. These things have to be done to get the stores certified.

With vendors, Domino’s has its own equipment and supply company, so a lot of the stuff I buy comes through them. For example, there only two types of ovens that we use, so we have to buy from them.

As for signs, the companies have to be approved by Domino’s Corporate before they can be a supplier. There are a lot of different rules when it comes to certification.

The Little Gym’s Biggs: We’re pretty unique because we’re not a restaurant. We fall into the category of retail, but as the franchisor, we don’t have any corporate-owned stores. Every single one of our stores is operated by a franchisee. That means every single person you work with is going to be quite different.

It’s hard for me to acquire vendors that want to stay. One of the requirements we look for in a vendor is helping maintain brand consistency across the community. The investment of vendor partners is to assist the franchisee, so they are able to focus on their business and not vetting vendors. Our business is really about the experience family has. We are also very integrated in every community.

The franchisees that buy a The Little Gym aren’t investing into this business to become millionaires. They’re doing it because they have a passion for children, for their community, and are wanting to be part of changing lives for these little ones. At the end of the day, it’s about providing a safe place for the children, at an early age, to understand how valuable they are.

Looking at it from that angle, we choose for the Franchisee to be focusing on the operations of the business. The operations of the busi ness include staffing, marketing, budgeting, training, etc. My current responsibility is to make it as easy for them as possible to get a facility built. We strive to have vendors in place that are “valued” vendors. We are the ones partnering with them for the benefit of the Franchise community. When you become part of our family, you’re not just a vendor to us. You’re a valued preferred partner.

The most important attribute of a solid valued preferred partner is customer service. In our business, this is crucial. We have a very unique business that serves the “tiniest” of the population, in reference to age that is. When your goal daily as a Franchisee is to build the best relationships possible and earn the trust of the parent, you do not take that responsibility lightly. We want to partner with a vendor company that has those values and shares that integrity. We’re not interested in vendors that just want to make a quick buck.

Another attribute that we seek is lon gevity. It is the most difficult and is extremely time consuming to onboard a new vendor partner. Replacing current valued preferred partners is grueling, every time. If we find someone that has the integrity, work ethic, and customer service we desire to work with work with, I’m committed. We remain loyal. We prefer to partner with them for 10-15 years if I can. Some of my tenured valued preferred partners have been with us for over 13 years. Longevity strengthens trust!, for us longevity is key.

Finally, we negotiate and focus on cost. Quality work will bring the consistency we need, however, I’m not interested in paying top dollar for the products out there. I’m certainly not looking for the cheapest product either, even if it does save the franchisee a couple of dollars. I want to be in the “sweet spot”, so somewhere in the middle. We strive for material that is accompanied by a solid quality at a fair price. CCR

“In hotels today, we’re trying to promote the idea that hotels are becoming your third space. Nobody’s sitting in an office building all day, all year long.

– Rick Erickson, Allied Partners

Meet me on the water

Mention The Blind Tiger on the Beach and what's the first thing you think of? The beach, right. And not just any beach, but the beaches from another time and place. The architecture recalls the look of the seafood factories that once stood along the beach in east Biloxi. Wrap-around decks give 360-degree views of Deer Island, boats and dolphins in the channel and sunsets over the coastline. That's where attendees of the Commercial Construction & Renovation Retreat convened for dinner on Day 1, which featured dinner, drinks and a soothing ocean breeze.

Shrimp it up

What better way to spend an afternoon networking than trolling for shrimp. Compliments of the the Biloxi Shrimping Trip, Commercial Construction & Renovation Retreat attendees set out on a real shrimping expedition, finding the answer to that age old question, “How many legs does a shrimp have?” The 70-minute peek into the shrimping world also enable attendees to sift through the nets, which operators drug around the bottom of the Mississippi Sound. The day's catch-and-release included blue crabs, flounder and oysterfish.

Shrimp anyone?

If you're going to spend some time in the Mississippi Sound trolling for catch-andrelease shrimp, the least you can do at the end of the adventure is to get some actual seafood. That's where McElroy’s Harbor House Seafood Restaurant comes in. The family owned and operated seafood haunt – a Biloxi favorite – played host to lunch in the Biloxi Small Craft Harbor. With a little bit of something for everyone, it was the perfect ending to a day on the water.

Dinner – Casino style

Located inside the Hard Rock Casino, just off the gaming floor, The Half Shell Oyster House offers something for everyone spending an evening in a casino town. Featuring a 48-foot long mural of The French Quarter, antique fixtures and lighting from the French Quarter, The Half Shell was the ideal setting to help wind down a day of networking and educa tional pursuits. As for the post-dinner casino trekk, what happens in Biloxi, well, you know the rest.

Poolside follies

When in Biloxi, do what the local do. That includes hanging out at the rooftop water playground at Margaritaville Resort Biloxi. With a 450-foot Lazy River, winding water slides and poolside lounge, Saturdays were made for relaxation.

Just beyond Biloxi

After tooling around the quaint streets of Ocean Springs, Miss., just outside of Biloxi, looking for the perfect spot to have one last group dinner, the folks at the Charred Steak and Oyster Bar opened up the patio. Food. Dessert. Drinks. Stories. There may not have been a better way for Biloxi to say good bye.

In the shadow of history

With their significant others knee deep in one-on-one meetings, it was time to see the sights. The all-in-one spot is the Biloxi Visitors Center, which opened in July 2011 in the shadow of the Biloxi Lighthouse on U.S. 90. The Center fuses the city’s architectural heritage with state-of-the-art technology and multi-media exhibits to give visitors and residents alike a feel for the Biloxi of yesterday and today. Among the attractions is the 67-seat mov ie theater that offers continuous showings of the 10-minute film “We are Biloxi” – an introspective look at life after Hurricane Katrina.

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theTurning corner

“If there is no struggle there is no progress.” The words of Frederick Doug lass continue to ring true wherever there are still hills to climb and roads to travel. While many of today’s leading commercial construction companies across all sectors have women in leadership positions, there is still work to be done.

That was the overlying theme of the second half of the roundtable discussion during the 2017 Commercial Construction & Renovation Women’s Retreat. The women in attendance, leaders in their own right, discussed their journeys and how the road to gain a seat at the leadership table continues to be a work in progress.

The discussion was one of the many snapshots of the Retreat, held at The Andaz Hotel in Savannah, Ga., Aug. 3-6. Along with several key networking events, dinners, cocktail parties and haunted tours, attend ees spent a morning participating in the always anticipated one-on-one meetings.

Following is the conclusion of our roundtable discussion coverage, which you can also see online at www.ccr-mag.com.

Attendees discuss the continued advancement of women in the workplace

Marilyn Brennan Egan Sign

Kelli Buhay Retail Maint Spec

Kelly Burnette F&D Commercial

Isyol Cabrera IHG

Caroline Carithers Woodforest National Bank

TJ Cartier Lee Health

Grace Daly Shop Talk 360

Julie Fox ShopCore Properties

Melissa Gallant Spence Diamonds

Jennifer Grieser Tuesday Morning

Laura Gross Value City/American Signature Furniture

Amnada Hinson Rogers Electrical

Cynthia Hirsch Sargenti Architects

Faith Hoople Fulcrum Construction

Debbie Kozar Ulta

Karen MacCannell The McIntosh Group

Susan Marsh Continental Realty

Adrienne Natale Topco

Gina Noda Connect Source

Demetria Peterson Bridgestone Retail Operations

Malinda Redman Genesis Lighting Solutions

Roz Strapko Automated Cutting Technologies

Jackie Tomlinson Woodforest National Bank

Sarah Appleton Wallace Engineering

Lori Armstrong Beam Team

Michol Brandon Crestpoint Companies

Grace Daly, ShopTalk 360: I’ve been in the industry for a very long time, probably combined, well over 25 years, and it has been really interesting. I used to build for brands back in the day. Today, it’s great because there are so many more women in leadership roles.

Michol Brandon, Crestpoint Companies: I have a different outlook on it because I am looking at it from the hospitality industry. We develop hotels, so I don’t see as many wom en-owned and operated hotel developers. I recently attended the National Association for Black Hotel Owners, Operators and De velopers conference and it was very empow ering and inspiring to see so many women in the room, especially women of color.

So, for me, I’d like to say that it is promising enough that they have opened the playing field for us to come in and begin to cut our teeth in the industry. There are some of the brands that are actually going after

more diversity inclusion. It was encouraging to see African-American women who are hotel owners now, whether it’s new develop ments or acquisitions.

We are finally getting into leadership positions within hotels. And that’s so import ant. We are helping impact the bottom lines in revenue management, GMs, hoteliers, investors. My takeaway is that I can do this. It was such a big confirmation and a legacy I can leave for my son.

So, yes, we are making a breakthrough and it’s empowering.

Kelli Buhay, Retail Maintenance Specialists: I believe that we have turned a corner, but I think it depends on who you’re dealing with. You still have the good old boy clubs that don’t always respect what women in this industry do. It’s a mentality. There are more women in the workforce today, especially women in leadership positions. So, I think the corner has been turned, and we will continue to do that. But we need to get past the oldworld thinking, too.

CCR: Talk about what it is like being a woman in a maledominated industry.

“An ongoing focus for Fulcrum is to develop relationships with industry partners and clients. Specifically in 2018, we want to be the goto partner who tackles challenges creatively and brings ideas and solutions to the table.”

– Faith Hoople, Fulcrum Construction

CCR: Is that good or bad?

Malinda Redman, Genesis Lighting: I’ve been in many forums in my Lighting career where I was the only women. Setting on the executive boards of many companies, trade meetings, sales meetings. I do bidding, proposals and meet with foundations repre senting the company. Most attendees, already know me, my capabilities and knowledge which empowers me and earns me their respect.They know I can do the job. Not all women have this opportunity. I have been in the industry many years, networking and developing a long standing respected corporate relationships.

But there are regions of the country where although women are turning that corner, that corner still has a long way to go. There’s that good old boy’s club. I see it a lot. I know a lot of them. But once they get to know me and find that I am the real deal, it opens up the doors. But until you can have that conversation or open a dialogue with them, you’re just a face. And that face can be ignored. It is rewarding to see that after having a conversation that they think, “She might actually know what she’s talking about.”

CCR: And that makes all the difference.

Genesis Lighting’s Redman: I’m so fortunate to have the industry respect for me to sit before most male dominated organizations. More times than not being the only women at the table. I am always able to hold my end of the conversation, just like any of us here can. I have a long standing relationship with a big box retailer, who’s women buyers are always so happy to see me for meetings. They tell me they welcome meeting with another women, since most of the vendors are men.

It’s really important that we get out there and work with them, show them that we are just as capable as they are, maybe even more so in some cases.

Genesis Lighting’s Redman: I’m so fortunate to have the industry respect for me to sit before most male dominated organizations. Most times as the only woman at the table. And hold my own end of the conversation, just like any of us here can. That’s why we have to keep moving forward. We cannot take any steps back,

“I’ve been in the industry for a very long time, probably combined, well over 25 years, and it has been really interesting. Today, it’s great because there are so many more women in leadership roles.”

– Grace Daly, ShopTalk 360

“As women, we’re very empathetic. We multitask well. We have some skill sets that men don’t have. So it’s about showing your knowledge base without overstepping your boundaries.”

– Gina Noda, Connect Source Consulting Group

just keep moving forward. It’s important to have women running our businesses, being on the forefront for our companies.

Debbie Kozar, Ulta: I agree that we have turned the corner, but think that we have a long way to go. There are still male manag ers where we have opportunities to make connections with. But I think slowly but surely things are changing. They begin to see that we know what we are talking about.

Demetria Peterson, Bridgestone: I think we’re beginning to turn the corner. When I first entered this industry, working for a general contractor, I was just one of the guys. I think this is because I was at a very junior level with no authority over any thing. Once I reached the manager level, I immediately noticed a change in how I was treated. Some of it due to intimida tion. So there’s a fine line we have to walk to achieve results without alienating our teammates and managers.

Gina Noda, Connect Source Consulting Group: I’ve encountered that a couple times in the past. I was working with a company where I felt a little lack of respect. And when I stepped up to show my knowledge, their egos kicked in. There has to be a balance. As women, we’re very empathetic. We multitask well. We have some skill sets that men don’t have. But it’s still hard in a construction world dominated by men. So it’s about showing your knowledge base without overstepping your boundaries.

Connect Source’s Noda: No. They can get intimidated by that. So I still want to try to be a woman – I still want to have that balance.

Roz Strapko, ACT: On the fixture side of things, women have turned the corner to some extent, but we still have those pockets of good old boys. This is especially true in certain parts of the South. It’s not as bad as it was 30 years ago, where there were so few women.

CCR: You don’t want to seem threatening, right?

“We have all these big universities that are offering construction manager and architectural design programs. Right now, if you go into a classroom, it’s filled with minorities and females. So that’s progress.”

– Isyol Cabrera, IHG

When I look at the women in this group, I see a strength of character. I hear stories and know that we have experienced the same things. I also see change. And I know that more change is com ing. That’s part of the evolution that must continue to happen.

Jennifer Grieser, Tuesday Morning: We have not yet turned the corner but we are able to say there is a big spotlight on the subject.

From the time I was hired by Tuesday morning, I was treated like management in charge of my depart ment, not like an administrative position. What it boils down to is that change is not really going to happen until leadership – male or female – is stronger.

CCR: And that starts at the top. Tuesday Morning’s Grieser: Yes. The next level up needs to be more robust. There has to be mentoring and coaching in the field, regardless of gender. I think women are 50 percent culpable of this problem, because we need to participate more

– Susan Marsh, Continental Realty

in our own outcome. We need to show up and be active in our own growth. We can’t sit down and be that mousy administrative person waiting for our place in line. We have to ask for it.

Men get it offered to them; we have to ask for it. And I am okay with that. There’s noth ing wrong with standing up and saying, “It’s my turn. I want my shot at the big project. We tend to wait for it and hope that they’ll notice us one day. They’ll see how awesome we are. That’s not their job. It’s our job to speak up for ourselves. We must help bring the leadership team forward in their thinking and actions.

Grace Daly, Shop Talk 360: I think that’s so important. We can pick and choose who we work with. So you know what, if the good old boys club is not welcoming, we don’t have to work with them. That’s the way we can make our voices heard.

Caroline Carithers, Woodforest: That’s exactly right. I travel to forums a lot with our facil ities department manager and people always look to him for the answer. And he has to say I am his boss.

“In property management I feel like most of the managers are female. So I’m still in that female dominated world. But most of the executives and directors are male.”

Isyol Cabrera, IHG: We have all these big universities that are offering construction manager and architectural design programs. I remember taking classes at Poly Southern just to get familiar with the architectural laws. I was the only female in the construc tion manager classes. I was ignored. Right now, if you go into a classroom, it’s filled with minorities and females. So that’s progress.

TJ Cartier, Lee Health: I think it is terrific that we are teaching young girls going into post-high school education that they can be engineers and architects and CEOs or that they can work in the construction field or facilities management. They have that option. We need to promote that women can get the education they need to be successful in those fields. This is critical to build that bench strength and build future women leaders in those industries.

Marilyn Brennan, Egan: I’ve been in project management for most of my career. I have a manufacturing background and have been on construction sites. I’ve also been told by men that I can be too aggressive when standing my ground. This is something that is acceptable and usually applauded if you are a male.

It really is amazing that this behavior and thinking still exists. Hopefully the next generation will get rid of some of those stereotypes and assumptions. We’re not here

just to be another pretty face. I think we’ve turned a corner. I think we are getting women in key positions. I think some of those old sentiments are going away.

CCR: Do you think these issues are still more generational and that Millennials may be able to make more progress? Egan’s Marilyn Brennan: I think these issues are more generation al. There is a lot of good happening in the younger generation with a focus on equality. There are still some old behaviors and thoughts that are being passed down.

Kelly Burnette, F&D Commercial: I see more of a collaborative effort and camaraderie among women in business and particularly,

“I am looking to develop more creative ways of partnering with suppliers, but still add value for our membership. We're rolling out better messaging programs.”

– Adrienne Natale, Topco Indirect

“The rest of this year is really getting ready for next year when the expansion starts.”

– Melissa Gallant, Spence Diamonds:

women in construction. It’s important for us to work together in this capacity and to continually learn from one another and lift each other up. I think that is incumbent upon us, for women to support each other and to impress this upon millennials and younger generations.

ACT’s Strapko: I agree. But to get to Marilyn’s point, a lot of these are gener ational jobs. There are families who are passing their companies down to their children. In some ways, that’s the biggest good old boy’s club.

Tuesday Morning’s Grieser: Yes the younger generation of leaders will help close the gap with and for women in this industry.

Connect Source’s Noda: You are right. There are some brands that do not waiver

from their beliefs. Their culture is their culture, through and through. And their vendors know this. Their employees know this. Their customers know this.

Michol Brandon, Crestpoint: Interestingly enough, the president and CEO of my company is an Indian American, so for me to be sitting at the table was very interesting. I love the comments that Jennifer and Julie made. I read the most phenomenal book, “Lean In,” by Sheryl Sandberg. Every one of us need to get up every morning and empower ourselves.

Regardless of if we turned the corner, it will always be a conversation that will be debated. You have to start the conversation. You have to be self-empowered. If no one else does, it starts with you.

At the beginning of the day, some times we don’t feel like we want to get up and do this. But on my worst day, I get up and come to the table. It’s a great book.

I believe that we have turned a corner, but I think it depends on who you’re dealing with. It’s a mentality. There are more women in the workforce today, especially women in leadership positions.

– Kelli Buhay, Retail Maintenance Specialists

If you’ve not read it, it will empower you to want to sit at the table. It’s all in our minds. Corners are just that – they’re corners. You go around it or you go to the next one.

Sarah Appleton, Wallace Engineering: I think all of us in this room are pretty strong females and have probably turned the cor ners we needed to turn. The fact that we hold leadership positions today means our firms have turned that corner as well.

I think that as an industry, though, we still have a long way to go before we can say the corner has been turned. I’ve had multiple conversations with other engineers who can’t figure out how to move up in their companies. They’re the only woman at that level and they think they get pushed

down. I am very fortunate that I don’t have that at my company. All in all, we’ve made progress, but I believe our industry still has a long way to go before we can say we have completely turned that corner.

Susan Marsh, Continental Realty: I agree with that. In property management I feel like most of the managers are female. So I’m still in that female dominated world. But most of the executives and directors are male.

Wallace Engineering’s Appleton: As we continue to move up in our careers, I believe our next challenge is to help others advance in their careers. It’s all about empowering the next generation by example.

“We’re not here just to be another pretty face. I think we’ve turned a corner. I think we are getting women in key positions. I think some of those old sentiments are going away.”

– Marilyn Brennan, Egan

to the art of

Cynthia Hirsch, Sargenti Architects: I think it’s important that we have women in leadership roles. We need to take a stand and become more active in the industry. Attend conferences and speak about these types of things. That’s how we will continue to empower women in the younger generations. We can get there. It’s not impossible.

ShopTalk 360’s Daly: Having worked in the industry as long as I have, I do see a distinct difference in leadership and what women bring to the table. When I do the interviews for my podcasts with women in leadership roles, I am also always trying to learn from them.

Karen MacCannell, The McIntosh Group: In the architecture industry, we’re graduating 50 percent or more women from archi tecture school. Three and four years down the road, there’s still less than 24 percent women in the field, either because they took another path, or they chose to stay home after having children.

As a firm, we are actively combatting this by creating a more welcoming environ ment for women and working moms. Some of the ways we do that have to do with flex ible hours, a generous maternity policy, and a clear path to leadership within the firm that is accessible to anyone willing to put in the effort. We also worked with our local AIA chapter to create a Women in Design subgroup where we tackle issues facing us in this industry.

A big part of it is mentoring. We want to support and bring everybody up along with us.

CCR: This is our lightning round. Give us a quick snapshot on what you’re working on through the end of this year and into 2018. Ulta’s Kozar: My plans for the end of 2017 into 2018 is if any new design that we have coming in for our stores. I’m going to look for new opportunities to create an RFP with on additional vendors.

Wallace Engineering’s Appleton: My main focus for 2018 is training and growth. I want to continue to train my staff to not only become stronger and more efficient

“I see more of a collaborative effort and camaraderie among women in business and particularly, women in construction. It’s important for us to work together in this capacity and to continually learn from one another and lift each other up.

– Kelly Burnette, F&D Commercial

“Once I reached the manager level, I immediately noticed a change in how I was treated. Some of it due to intimidation.”

– Demetria Peterson, Bridgestone

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engineers, but also to teach them the impor tance of relationships & business develop ment – offering them the encouragement and opportunities to grow in their careers.

Crestpoint Companies’ Brandon: It’s about training and growth, really connecting with our staff at the guest level so that we don’t feel the tremendous impact from some of our competitors out there. We want to continue to deliver exceptional service.

Fulcrum Construction’s Hoople: An ongoing focus for Fulcrum is to develop rela tionships with industry partners and clients. Specifically in 2018, we want to be the go-to partner who tackles challenges creatively and brings ideas and solutions to the table.

ACT’s Strapko: The new year is about growth and marketing.

Spence Diamonds’ Gallant: The rest of this year is really getting ready for next year when the expansion starts.

Beam Team’s Armstrong: We have expe rienced a lot of growth this year, so we are

“I think all of us in this room are pretty strong females and have probably turned the corners we needed to turn. The fact that we hold leadership positions today means our firms have turned that corner as well.”

– Sarah Appleton, Wallace Engineering

Sign

TURNING THE CORNER

working on optimizing efficiency through bettering our overall quality in the work we produce as well as the products we use on and off job sites.

Connect Source’s Noda: I am putting togeth er my strategic business plan with the goal of becoming a very successful consulting firm.

Bridgestone’s Peterson: I am continu ing to learn about the automotive industry focusing on Finance and Operations.

F&D Commercial’s Burnette: Our key goals for this next year are: to continue to be innovative in our business approach to the hard surface industry and to expand our footprint in the commercial construc tion world. We are focused on growth, both internally, through expansion of our team and externally, through continued relationship building with both new and existing customers.

“When I look at the women in this group, I see a strength of character. I hear stories and know that we have experienced the same things. I also see change. And I know that more change is coming. That’s part of the evolution that must continue to happen.”

– Roz Strapko, ACT

Continental Realty’s Marsh: I am continu ing to work on the redevelopment of a retail strip center that we just took over – getting my budgets done, etc.

Rogers Electric’s Hinson: We are looking to expand our business. That means asking more questions and really listening to our clients, so that we can come up with the solutions that can help.

Sargenti Architects’ Hirsch: I want to continue to market and grow our client base.

Tuesday Morning’s Grieser: We’re looking at bringing faster, better, more cost effective service to our store managers and field team.

Retail Maintenance Specialists’ Buhay: We’re always looking to continue with our

controlled growth. We want to be able to service that clients who have been with us for 10 years and our new clients without any difference. That’s about improving on our internal team.

Lee Health’s Cartier: We have several major expansion and new facility projects in flight that will take a great deal of coordination over the next three years. Coming from a retail background I am expanding by design expertise through further education in the area of health care design, optimal healing environ ments, lean flows of healthcare and the ever-changing healthcare landscape in southwest Florida.

Egan Signs’ Brennan: We are al ways looking for great client partners, ones that bring quality to our brand.

“I think it is terrific that we are teaching young girls going into post-high school education that they can be engineers and architects and CEOs, or that they can work in the construction field or facilities management. They have that option.”

– TJ Cartier, Lee Health

So it’s about onboarding new clients and keeping our existing clients. On a personal level, I want to be more involved in advisory boards and different levels within organizations as a whole. I think it’s important for women to be involved in key organizations in this industry.

Woodforest National Bank’s Carithers: We continue to make sure we have all the pieces in place. We want to get more effi cient at building our branches, build out our offices and support the growth in our people and departments.

Genesis Lighting’s Redman: In addition to continuing to work hard with my existing customers, I will proceed to develop new relationships and tap into new markets and avenues of business.

Topco’s Natale: I am looking to develop more creative ways of partnering with suppliers, but still add value for our membership. We’re rolling out better messaging programs.

The McIntosh Group’s Karen MacCannell: We are continuing to work hard with our existing clients to maintain

good relationships, and we’re looking for the next big clients out there. We continue to develop our staff internally to prepare them for leadership roles within the company.

IHG’s Cabrera: My main focus frame is to keep learning about the hospitality business and keep growing.

ShopTalk 360’s Daly: I will continue to do by podcasts and expand into video interviews or vlogging. I’m also looking to wrap up my book, which is a fictional piece based on the commercial construction industry. CCR

“As a firm, we are actively combatting this by creating a more welcoming environment for women and working moms. A big part of it is mentoring. We want to support and bring everybody up along with us.”

– Karen MacCannell, The McIntosh Group

“From the time I was hired by Tuesday morning, I was treated like management in charge of my department, not like an administrative position. What it boils down to is that change is not really going to happen until leadership –male or female – is stronger.”

– Jennifer Grieser, Tuesday Morning

Five-star squared

New Vegas steakhouse steps up its game with sizzling floor design

By Ron Treister

Photos

Recently, a five-star restaurant insisted on having a five-star wood floor in both its entryway and its entire dining room. Welcome to Bavette’s Steakhouse, the world-class dining attraction and new est hotel on Las Vegas’ world famous Strip: Park MGM.

From Day One, Bavette’s Steakhouse began offering the best wood flooring in Las Vegas.

Some background. A decision was made that Monte Carlo Resort & Casino required a total architectural and design transformation to capitalize on its outstanding Las Vegas Strip location. Under the combined leadership of MGM Resorts International and Sydell Group, the 3,000-room Monte Carlo is undergoing a two-year, $500 million “re-imagine” makeover. The new look will help create a new luxury brand for MGM Resorts International and, concurrently, bring The NoMad hotel concept to The Strip from the Big Apple.

The strategic Park MGM design builds on the property’s history, incorporating European influences, while retaining a branding connection to The Park, an adjacent outdoor dining and entertainment venue, which MGM introduced in April of last year. The NoMad Las Vegas, an independently operated, upscale boutique hotel with 292 rooms and suites, will be located on the building’s top floors.

Chicago restaurant group Hogsalt Hospitality created the original Bavette’s, which under the di rection of restaurant impresario Brendan Sodikoff, has earned the status of “delivering the best steak in Chicago.” The new edition of his upscale eatery opened at Monte Carlo in October.

Sparking creativity

This past June, Bostik's Signature Spaces Series of Design Competitions –“The Art Of Hardwood Flooring Design Contest” – invited architects, designers and other wood flooring trade members to share their wares.

– Garrett Ulfig, MasterCraft Floors

After a panel of esteemed judges selected the work of Jennifer Sheets, an interior de signer at Studio R Interiors, her winning design was installed in Bavette’s lobby. The winning design also landed her a trip for two to Paris.

"I've been fortunate to be in this industry for 10 years, with a wide range of various commercial and hospitality projects that I designed and/or managed from concept to completion," says Sheets, whose Lafayetter, Colo-based firm specializes in hospitality design and procurement. "This is by far one of my most exciting achievements at a soon-to-be globally recognized, upscale hospitality venue."

When asked about her vision for the winning design entry, Sheets said she was inspired by the Art Noir movement; interlocking geomet ric shapes and stylized symmetry that were specified in the contest guidelines as a prerequisite of the project. The pattern depicts an array of interchanging shapes that harmoniously fit within a symmetrical medallion.

"I created my 'Array' design to comple ment, as well as enhance, the herringbone featured floors throughout the main restau rant space," she says.

Oshkosh Designs was selected to cus tom fabricate the winning design because of its world-class production facilities, vast knowledge of hardwood materials and superior service. The Winneconne, Wis.-based firm has built a national reputation for fashioning exquisite hardwood medallions, wood floor borders and designer parquet flooring. It completely transformed Sheet's winning design into a "ready-for-installation, 550-square-foot reality."

"The final installation is a visual masterpiece that is in sync with the overall theme of the restaurant," says president and CEO Brenda Kubasta. "We are so proud to be featuring our premium craftsman ship for this ultra-high visibility hospitality space."

Joyen Vakil, senior VP of design and development at MGM Resorts International, says the winning design is just remarkable. "It makes a powerful statement to our guests that no detail has been overlooked at the steakhouse – and that their experience will be nothing short of wonderful.”

Eagle Bay Hardwood Flooring, the exclusive brand produced by Delta Hardwood Flooring of Boonville, N.Y., was selected to provide wood flooring material from its soon-to-be-launched Frank Lloyd Wright Collection for the remainder of the restaurant, specified to complement the lobby work of Oshkosh Designs.

“This was very precise, intricate work. But we knew the grand opening was coming. The final installation was the result of a true team effort.”

The commercial-grade product chosen met intricate specifications set forth by the venue's design firm, MBDS (Martin Brudnizki Design Studios) of London and New York. "After reaching a licensing agreement with the Frank Lloyd Wright Foundation to produce a FLW Collection of high-end hardwood flooring, this project provided the perfect opportunity to launch this collection," says Randy Bowers, founder and president of Delta/Eagle Bay. "It's a great opportunity to introduce a company that's been around for over 10 years with a highly focal project such as Bavette’s at Park MGM.”

Bowers says that in Q2 of 2018, this same FLW Collection would be available to consumers in select stores at the nation's largest specialty retailer of hardwood floor ing, Lumber Liquidators.

MasterCraft Floors, the commercial flooring firm, which has built a strong reputation for delivering complex and visually stimulat ing projects throughout Las Vegas, managed all phases regarding the restaurant's intricate wood floor installation. All the restaurant's wood flooring space has been installed with a complete installation system consisting of Bostik materials.

"We're excited about working on this high profile project from Day 1," says Garrett Ulfig, West Coast operations manager of MasterCraft Floors. "We work successfully with MGM Resorts. We're grateful they acknowledge the quality of our craftsmanship.”

Clearly, MasterCraft had some challenges to address to ensure a worldclass installation. Initially, the project included repairing and flattening the existing concrete slab before installation of the Oshkosh and Eagle Bay materials. And, the clock was continually ticking, as deadlines were fast approaching.

The beautifully fabricated entryway floor (after being custom-fabricated by Oshkosh) was shipped in modular sections, which contributed greatly to reducing installation time. MasterCraft installed Eagle Bay’s Frank Lloyd Wright Collection of highend wood flooring, within the 5,000 square foot dining area in an exquisite, herringbone pattern conceived by MBDS.

“This was very precise, intricate work,” Ulfig says. “But we knew the grand opening was coming. The final installation was the result of a true team effort.”

Sheets, also a finalist in the "2016 Design 'N Gather Mosaic Design Award Competition, co-sponsored by Bostik and Artaic Innovative Mosaic, was honored to be selected as a winner of the contest.

"Winning this high profile design com petition for a client such as MGM Resorts, the largest hospitality and entertainment corporation in the world, is one my proudest moments of my career," she says.

And, Bavette’s is destined to excite guests with its beautiful design and out standing menu. Guests will see/experience/ appreciate a dining area with beautiful wood flooring that is visually stimulating. 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

“It makes a powerful statement to our guests that no detail has been overlooked at the steakhouse – and that their experience will be nothing short of wonderful.”

– Joyen Vakil, MGM Resorts International

Survey highlights leading security firms

Some of the commercial construction industry’s leading security firms are highlighted in our annual listing of the companies leading the charge in the retail, restaurant and hospitality sectors. Our exclusive report provides the contact information and contact person for each of the reporting companies. If your company was not on the list, contact publisher David Corson at davidc@ccr-mag.com. For a digital version, visit us online at www.ccr-mag.com.

3XLogic

Suzi Abell, Marketing Manager

10385 Westmoor Dr., Suite 210 Westminster, CO 80021 (317) 445-2937 www.3xlogic.com suzi.abell@3xlogic.com

Security Product Type: Access Control/Biometrics, Alarm Control Panels/Monitoring Equipment, CCTV Cameras/Systems, Digital Video Recorders, Business Intelligence Software Markets Served: Retail, Hospitality, Healthcare, Corporate, Education, Shopping Malls, Commercial

Adams Rite, an ASSA ABLOY Group Brand

Stacie Browder, Marketing Planner 10027 S. 51st St. , Suite 102 Phoenix, AZ 85044 (800) 872-3267 www.adamsrite.com

customerservice.adamsrite@assaabloy.com

Security Product Type: Access Control/Biometrics Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

Agent Video Intelligence (Agent VI) Roni Kresner, Marketing Manager 405 Lexington Ave., 26th Floor New York, NY 10174 (855) 243-6884 Fax: (303) 648-4264 www.agentvi.com sales@agentvi.com

Security Product Type: Video Analytics

Markets Served: Retail, Hospitality, Healthcare, Corporate, Education, Shopping Malls, Commercial, Critical Infrastructure (Government Buildings, Jails, Electricity Stations) City Surveillance (Cities, Municipalities)

Alarm Controls, an ASSA ABLOY Group

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

Allegion

Elle Walls 11819 Pennsylvania St. Carmel, IN 46032 (317) 810-3144 www.us.allegion.com elle.walls@allegion.com

Security Product Type: Access Control/Biometrics, Security Doors/ Door Control Hardware, Integrated Security Systems/BMS, Locks/Key Controls Markets Served: Healthcare, Corporate, Education, Commercial

Arecont Vision

Morgan Zerries, Manager of Marketing Operations 425 E. Colorado St. , Suite 700 Glendale, CA 91205 (818) 937-0700 (818) 937-0464 www.arecontvision.com mzerries@arecontvision.com

Security Product Type: CCTV Cameras/Systems Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

Just Around the

MANUFACTURING

Arteco

Steve Birkmeier, Vice President of Sales and Business Developement

14515 North Outer, Suite 150 Chesterfield, MO 63017 314-434-5331 Fax: 866-462-1323 www.arteco-global.com

Security Product Type: CCTV Cameras/Systems Markets Served: Retail, Corporate, Education, Commercial

ASSA ABLOY

Susan Grohs, Mar Com SpecialistArchitectural Door Accessories

110 Sargent Dr. New Haven, CT 06511 (203) 492-4220 www.markar.com, www.pemko.com, www.rockwoodmfg.com, www.mckinneyhinge.com • ahssmarketing@assabloy.com

Security Product Type: Security Doors/Door Control Hardware, Electrified Hinges Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

ASSA ABLOY Electronic Security

Ann Glaser, Marketing Planner 10027 S. 51st St. , Suite 102 Phoenix, AZ 85044 (800) 626-7590 www.assaabloyesh.com • customerservice.esh@assaabloy.com

Security Product Type: Access Control/Biometrics Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

The Bilco Company

Steve Weyel, Advertising Manager P.O. Box 1203 New Haven, CT 06505 203-934-6363 Fax: 203-535-1582 www.bilco.com • stevew@bilco.com

Security Product Type: Security Doors/Door Control Hardware, Fire Safety Equipment, Natural ventilation Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

Boon Edam

Greg Schreiber, Senior VP of Sales 402 McKinney Pkwy. Lillington, NC 27546 (800) 334-5552

Fax: (910) 814-3899

www.boonedam.us • sales@boonedam.us

Security Product Type: Security Doors/Door Control Hardware, Turnstiles

Markets Served: Corporate, Education, Commercial

Bosch Security Systems, Inc.

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

C.R. Laurence

Andrew Haring, V.P. Marketing 2503 E. Vernon Ave. Los Angeles, CA 90058 (800) 421-6144

www.crlaurence.com • askus@crlaurence.com

Security Product Type: Access Control/Biometrics, Bollards/Protective Barriers, Bullet Resistant Systems, Communication Equipment, Digital Video Recorders, Security Doors/Door Control Hardware, Glass Protection, Locks/Key Controls, Windows, Security Screens

Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

Calpipe Security Bollards

Dylan Markus, Marketing Communications Manager 19440 S. Dominguez Hills Dr. Rancho Dominguez, CA 90220

(877) 283-8518 (310) 885-1899

www.calpipebollards.com • info@calpipebollards.com

Security Product Type: Bollards/Protective Barriers

Markets Served: Retail, Healthcare, Corporate, Education, Shopping Malls, Commercial, Parking Lots, Storefronts, Pedestrian Plazas

Camden Door Controls

David Price, Marketing Manager 6-5151 Everest Dr. Mississauga, ON Canada L4W-2Z3

(877) 226-3369

Fax: (905) 366-3378

www.camdencontrols.com • info@camdencontrols.com

Security Product Type: Access Control/Biometrics, Bollards/ Protective Barriers, Communication Equipment, Security Doors/Door Control Hardware, Locks/Key Controls

Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

Corbin Russwin

Amy Esposito, Marketing Communications 225 Episcopal Rd. Berlin, CT 06037

(860) 225-7411

www.corbinrusswin.com

Security Product Type: Locks/Key Controls

Markets Served: Hospitality, Healthcare, Restaurants, Corporate, Education, Commercial

INSTALL THE KEY SYSTEM THAT PAYS FOR ITSELF AFTER THE GRAND OPENING.

lock program is

security and

cutting edge program record management

costs through

support.

MANUFACTURING

Cornell Storefront Systems

Christopher Slocum, Founder & Chief Customer Officer 140 Maffet St. Wilkes-Barre, PA 18705 (800) 882-6773

Fax: (800) 882-6772 www.cornellstorefronts.com • cslocum@cornellstorefronts.com

Security Product Type: Access Control/Biometrics, Bullet Resistant Systems, Security Doors/Door Control Hardware, Fire Safety Equipment, Glass Protection, Locks/Key Controls, Safes/Vaults/Lockers, Windows Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

Covertech Flexible Pkg.

John Starr, VP/Partner 279 Humberline Dr. Etobicoke, ON 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

Dahua Technology Gail Miller, Marketing Operations Manager 23 Hubble Irvine, CA 92618 (949) 673-7777

Fax: (949) 679-5760 www.dahuasecurity.com • sales.usa@global.dahuatech.com

Security Product Type: Access Control/Biometrics, CCTV Cameras/ Systems, Digital Video Recorders

Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

DeltrexUSA

Elias Wexler, President

415 Concord Ave. Bronx, NY 10455 (718) 401-4006

www.deltrexusa.com • contact@deltrexusa.com

Security Product Type: Access Control/Biometrics, Bollards/Protective

Barriers, Security Doors/Door Control Hardware, Locks/Key Controls Markets Served: Hospitality, Healthcare, Restaurants, Education, Commercial

Eye Trax, Inc.

Jerry McSorley, Owner 4200 Performance Rd. Charlotte, NC 28214 (800) 594-4157

Fax: (800) 594-4157 www.eyetrax.com • jerry@eyetrax.net

Security Product Type: CCTV Cameras/Systems

Markets Served: Commercial, Residential Construction & Oil/Gas Industry

Gatekeeper Systems, Inc.

Shane Walsh, Digital Marketing Manager 8 Studebaker Irvine, CA 92618 (949) 233-6594

Fax: (949) 453-8148

www.gatekeepersystems.com • swalsh@gatekeepersystems.com

Security Product Type: Loss Prevention, Shopping Cart and Pushout Theft Prevention Markets Served: Retail, Shopping Malls, Supermarkets

Hager Companies

Ginny Powell, Product Marketing Specialist 139 Victor St. St. Louis, MO 63104 (314) 633-2837 www.hagerco.com • gipowell@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

Horton Automatics

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, Airports

i3 International

Jeremy Gulley, Regional Sales Manager

780 Birchmount Rd., Unit 16 Toronto, ON Canada M1K5H4 (866) 840-0004 www.i3international.com • info@i3international.com

Security Product Type: CCTV Cameras/Systems Markets Served: Retail, Restaurants, Corporate, Education, Shopping Malls, Commercial

iDentytech Solutions America LLC

Rodrigo Perez, Sales Manager

8725 N.W. 18th Terrace, Suite 105 Cooper City, FL 33024 (888) 703-7150

www.identytech.com • rodrigo@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, Full Identity Management C41

Markets Served: Retail, Hospitality, Healthcare, Corporate, Education, Commercial, Government, Residential

ImmerVision

Jay Murray, Vice President, Video Surveillance Applications

2020 Robert-Bourassa Blvd., Suite 2320 Montreal, Quebec Canada H3A 2A5 (514) 985-4007 Fax: (514) 282-8612

www.immervisionenables.com • jay.murray@immervision.com

Security Product Type: 360º Panomorph Lens Design Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Virtual Reality, Broadcast, Action Cameras, Wearables, Drones

InstaKey Security Systems

Chris Kenady, Business Development Manager 7456 W. 5th Ave. Lakewood, CO 80226 (303) 761-9999 ext. 126 Fax: (303) 761-6359

www.instakey.com • ckenady@instakey.com

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, Government G5A Vendor

Johnson Controls

Denise Bruley, Director, Promotional Marketing

3301 Langstaff Road Concord, Ontario Canada 905-760-3000 ext. 2414

www.tycosecurityproducts.com • dbruley@tycoint.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, Integrated Security Systems/BMS Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Aviation, Banking/Finance, Gaming, Sports and Leisure, Government

Luxul

Mike Grubb, VP of Sales & Marketing

12884 Frontrunner Blvd., Suite 201 Draper, UT 84020-5490 (801) 822-5450

www.luxul.com • sales@luxul.com

Security Product Type: IP Networking Devices (Routers, Controllers, WAPs, Switches)

Markets Served: Retail, Hospitality, Restaurants, Corporate, Commercial, Residential

Morse Watchmans

Joe Granitto, Chief Operating Officer

2 Morse Rd.

Oxford, CT 06478 (203) 264-4949

Fax: (203) 264-8367

www.morsewatchmans.com • josephg1@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

Norton Door Controls

Beth Welch, Director, Marketing Communications

3000 Hwy. 74 E. Monroe, NC 28112 (800) 438-1951ext. 6030 Fax: (704) 233-5576 www.nortondoorcontrols.com • support.aadcg@assaabloy.com

Security Product Type: Security Doors/Door Control Hardware

Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

Ocam

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

MANUFACTURING

Oval Fire Products Corporation

Kevin Kozlowski, President

115 W. Lake Dr. , Suite 300 Glendale Heights, IL 60139 (630) 635-5000 Fax: (630) 303-9801 www.ovalfireproducts.com • kkozlowski@ovalfireproducts.com

Security Product Type: Fire Safety Equipment

Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, All Commercial Properties

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, Surveillance Practice Leader 221 W. Sixth Street, Suite 750 Austin, TX 78701 512-807-2666 Fax: 512-807-2669 www.pivot3.com • sales@pivot3.com

Security Product Type: CCTV Cameras/Systems

Markets Served: Retail, HealthCare, Corporate, Education, Commercial

PROTECH ( Protection Technologies)

Jeffrey Morris, National Sales Manager 529 Vista Blvd., A-3 Sparks, NV 89434 (800) 428-9662

Fax: (775) 856-7658 www.protechusa.com • jeffrey@protechusa.com

Security Product Type: Integrated Security Systems/BMS, Perimeter Intrusion Detection Systems, Fence-Mounted, Infrared Beams, Bi-Static Microwaves, Video Analytics Markets Served: Corporate, Commercial, Corrections, Utilities, Airports, Government/Military

Protos Security

Kris Vece, Director of Client Relations

90 Town Center Street , Suite 201 Daleville, VA 24083 (540) 798-7958 www.protossecurity.com • krisvece@protossecurity.com

Security Product Type: Security Guards Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

RIXSON

Beth Welch, Director, Marketing Communications 3000 Hwy. 74 E. Monroe, NC 28112 (800) 457-5670

Fax: (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

Robotic Assistance Devices

Steve Reinharz, President and CEO 23121 La Cadena, Suite B/C Laguna Hills, CA 92653 1-877-78-ROBOT http://roboticassistancedevices.com info@roboticassistancedevices.com

Security Product Type: Guarding, security guard robots Markets Served: HealthCare, Corporate, Education, Commercial, Critical Infrastructure

Ross Technology

Steve Luscian, Vice President, Sales & Marketing 104 N. Maple Ave., P.O. Box 646 Leola, PA 17540

(717) 339-8895

Fax: (717) 656-3281 www.rosstechnology.com • sales@rosstechnology.com

Security Product Type: Bollards/Protective Barriers, Bullet Resistant Systems, Security Doors/Door Control Hardware, Fencing, Windows, Anti-ram Vehicle Barriers and Fencing/FE/BR and Blast Windows, Doors, Louvers and Escape Hatches Markets Served: Government/Military, Oil/Gas, Pharmaceutical, Power Generation, Mass Transit, Data Centers, Custom Residential

MANUFACTURING

Salsbury Industries-Lockers.com

Mark Eu, Director of Marketing

1010 E. 62nd St. Los Angeles, CA 90274 (800) LOCKERS Fax: (800) 562-5399 www.lockers.com • salsbury@lockers.com

Security Product Type: Locks/Key Controls, Lockers & Storage

Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

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

SARGENT Manufacturing

Amy Esposito, Marketing Communications

100 Sargent Dr. New Haven, CT 06511 (800) 727-5477

www.sargentlock.com

Security Product Type: Locks/Key Controls

Markets Served: Hospitality, Healthcare, Restaurants, Corporate, Education, Commercial

Security Door Controls

Olga Iakomi, Marketing and Events Coordinator

801 Avenida Acaso Camerillo, CA 93012 800-413-8783

www.sdcsecurity.com • olga@sdcsecurity.com

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

Se-Kure Controls, Inc.

Paul Sowacke, VP of Sales & Marketing 3714 Runge St. Franklin Park, IL 60131 (800) 322-2435 Fax: (847) 288-9999 www.se-kure.com • psowacke@se-kure.com

Security Product Type: Mirrors, Alarms for Displayed Products Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

STANLEY Access Technologies

Ashley Harmon, Marketing Specialist 65 Scott Swamp Rd. Farmington, CT 06032 (860) 507-2505 www.stanleyaccess.com • ashley.harmon@sbdinc.com

Security Product Type: Security Doors/Door Control Hardware Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

UniKey Technologies, Inc.

Lee Odess, Chief Operating Officer 111 W. jefferson St., Suite 100 Orlando, FL 32801 (202) 999-8180 www.unikey.com • lee@unikey.com

Security Product Type: Access Control/Biometrics, Security Doors/Door Control Hardware, Locks/Key Controls, Safes/Vaults/Lockers, Windows

Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Multifamily

Vanderbilt Industries

Mitchell Kane, President 2 Cranberry Rd. Parsippany, NJ 07054 (973) 316-3900 www.vanderbiltindustries.com

Security Product Type: Access Control/Biometrics

Markets Served: Healthcare, Corporate, Education, Commercial

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MANUFACTURING

Verint

Kevin Wine, Vice President of Marketing

175 Broadhollow Rd., 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, Commercial

Vidsys

Roberto Mandanas, Vice President of Strategic Marketing and Alliances 8219 Leesburg Pike, #250 Vienna, VA 22182 (703) 883-3730

www.vidsys.com • rmandanas@vidsys.com

Security Product Type: Physical Security Information Management (PSIM) and Converged Security and Information Management (CSIM) Technology

Markets Served: Retail, Hospitality, Healthcare, Corporate, Education, Shopping Malls, Commercial Viking Electronics

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, Emergency Communication

Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

VuTeur

Jana Rankin, CEO

2028 E. Ben White Blvd, Suite 240-2048 Austin, TX 78741 800-217-1204

www.vuteur.com • info@vuteur.com

Security Product Type: Digital Video Recorders, Emergency Management Markets Served: Retail, Hospitality, Healthcare, Corporate, Education

Wanco, Inc.

Tim Paulino, 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, Other Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial, Light Industry

Yale Locks & Hardware 225 Episcopal Rd. Berlin, CT 06037 (800) 438-1951 Fax: (800) 338-0965

www.yalecommercial.com

yalemarketing@assaabloy.com

Security Product Type: Access Control/Biometrics, Alarm Control Locks/Key Controls

Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

ZK Access, LLC

Larry Reed, CEO 6 Kingsbridge Rd., Suite 8 Fairfield, NJ 07004 (862) 505-2101 www.zkaccess.com • sales@zkaccess.com

Security Product Type: Access Control/Biometrics, Locks/Key Controls Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Commercial

Signage firms take spotlight in annual listing

If you’re looking for the industry’s leading facility maintenance providers, our annual signage listing has you covered. The report highlights some of the industry’s leading brands. To help you find what you need, the listing provides the contact information and contact person at each of the reporting firms in the areas of retail, restaurant and hospitality. If you want to be a part of 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.

Top Ten Totals

RETAIL

Federal Heath Visual Communications

$145,000,000

SignResource $81,000,000

Philadelphia Sign

$57,000,000

Jones Sign $44,000,000

Icon $30,800,000

Anchor Sign, Inc.............................. $26,000,000

Persona, Inc.

$22,600,000

Prioritysign $19,500,000

Yunker Industries

Kieffer/Starlite

$17,500,000

$17,000,000

RESTAURANT

Persona, Inc.

Kieffer/Starlite

Persona, Inc.

$36,700,000

Federal Heath Visual Communications $17,000,000

Prioritysign $12,500,000

Anchor Sign, Inc............................... $11,000,000

SignResource $8,000,000

Jones Sign $6,000,000

Kieffer/Starlite

South Water Signs

$6,000,000

$6,000,000

United Sign Systems $6,000,000

Barlo Signs International, Inc............ $5,000,000

TOTAL BILLINGS

$29,300,000

$6,500,000

SignResource $5,000,000

Federal Heath Visual Communications $4,500,000

Anchor Sign, Inc. $4,000,000

United Sign Systems

Philadelphia Sign

$3,000,000

$2,500,000

South Water Signs $2,500,000 Barlo Signs International, Inc............. $2,000,000 Blair Companies

Federal Heath Visual Communications

SignResource

$2,000,000

$178,000,000

$102,000,000

Persona, Inc. $89,500,000

Philadelphia Sign

$80,400,000

Jones Sign $75,000,000

Blair Companies $60,000,000

Icon

$60,000,000

Prioritysign $50,500,000

Kieffer/Starlite $50,000,000 Anchor Sign, Inc................................... $43,000,000

FIRMS

SPECIAL

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 11/2016: 128, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting, Retrofits, Rebates

Leading Clients: N/A

Advance Sign Group

Andy Wasserstrom, VP, Sales & Marketing 5150 Walcutt Ct. Columbus, OH 43228 (614) 429-2079 www.advancesigngroup.com andyw@advancesigngroup.com

Year Established: 1994, No. Of Employees: 151

Signage Clients as of 11/2016: 49, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting

Leading Clients: N/A

American/Interstate Signcrafters

Brendan Stanton, Dir. Mktg. 171 Freeman Ave. Islip, NY 11751 (631) 273-4800

www.americansigncrafters.com

bstanton@americansigncrafters.com

Year Established: 1979, No. Of Employees: 152

Signage Clients as of 11/2016: 302, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: $32,000,000

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting

Leading Clients: Wells Fargo, Citibank, Northwell Health

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: 185

Signage Clients as of 11/2016: 74, Retail Billings: $26,000,000

Hospitality Billings: $4,000,000 , Restaurant Billings: $11,000,000 Other Billings: $2,000,000 , Total Billings: $43,000,000

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting

Leading Clients: N/A

Barlo Signs International, Inc. Raymond Brayton, Chief Operations Officer 158 Greeley Street Hudson, NH 03051 603-882-2638 Fax: 603-882-7680 www.barlosigns.com your_image@barlosigns.com

Year Established: 1969, No. Of Employees: 65

Signage Clients as of 11/2016: 674, Retail Billings: $3,000,000 Hospitality Billings: $2,000,000, Restaurant Billings: $5,000,000 Other Billings: N/A, Total Billings: $10,000,000

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting, Engineering

Leading Clients: Ninety Nine Restaurants, NH State Liquor Commission, Market Basket

Blair Companies

Scott Rizzo, Vice President 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 11/2016: 37, Retail Billings: $14,000,000

Hospitality Billings: $2,000,000, Restaurant Billings: $3,000,000

Other Billings: $41,000,000, Total Billings: $60,000,000

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting

Leading Clients: FedEx, UPS, Bank of America, BP, Sheetz, Wawa, Hertz, Aseena, GNC, Party City

FIRMS

SPECIAL

Egan Sign

Marilyn Brennan, Business Development/ National Accounts Manager

1100 Berkshire Blvd., #200 Wyomissing, PA 19610 (844) 460-6631

Fax: (610) 478-1332 www.egansign.com sales@egansign.com

Year Established: 1988, No. Of Employees: N/A

Signage Clients as of 11/2016: 30, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting, Rebranding, Digital Value Engineering, Design Control Documentation

Leading Clients: Orschen Farm & Home, Value City Furniture, Red Wing Shoe Co., Famous Footwear, Med Express, Med Post, People Ready, The Medicine Shoppe

Elro Sign Co

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 11/2016: 50, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting, EMC’s

Leading Clients: Verizon, UPS, Delta

Federal Heath Visual Communications

Daniel Belling, VP Sales & Marketing

2300 State Hwy. 121 Euless, TX 76039

(817) 685-9075

Fax: (817) 685-9103

www.federalheath.com

dbelling@federalheath.com

Year Established: 1981, No. Of Employees: 600

Signage Clients as of 11/2016: 55, Retail Billings: $145,000,000

Hospitality Billings: $4,500,000, Restaurant Billings: $17,000,000

Other Billings: $12,000,000, Total Billings: $178,000,000

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting

Leading Clients: N/A

Flash Right Displays

6210 Browns Bridge Road

Cumming, GA 30041

Pete Monti/ President 678-455-9121

pete@flashrightdisplays.com

• www.flashrightdisplays.com

Year Established: 2009, No. Of Employees: 4

Signage Clients as of 11/2016: 200, Retail Billings: $ N/A

Hospitality Billings: $ N/A, Restaurant Billings: $300,000

Other Billings: $ N/A, Total Billings: $300,000

Types of Signage: Manufacturing, Leading Clients: Various QSR

Georgia PrintCo., LLC

90 South Oak St. Lakeland, GA 31635

Drew Barry/Director of Marketing 866-572-0146 • FAX:: 866-245-0867 drew@georgiaprintco.com • www.georgiaprintco.com

Year Established: 2002, No. Of Employees: 40

Signage Clients as of 11/2016: N/A, Retail Billings: $N/A

Hospitality Billings: $N/A, Restaurant Billings: $N/A

Other Billings: $5,000,000, Total Billings: $5,000,000

Types of Signage: Printer for all POP, POI and Advertising materials

Leading Clients: Innerworkings, Webb Mason, Proforma

Howard Industries

Jeffrey Stewart, Vice President 6400 Howard Dr. Fairview, PA 16415 (800) 458-0591

Fax: (814) 838-0011 www.howardindustries.com • sales@howardindustries.com

Year Established: 1928, No. Of Employees: 48

Signage Clients as of 11/2016: N/A, Retail Billings: N/A Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: Design, Program Management, Site Survey/ Analysis, Manufacturing

Leading Clients: Penn State University, Cleveland Clinic, Geisinger Health Plan, First National Bank Icon

Kevin Hughes, SVP Bus. Dev. & Mktg. 1701 Golf Rd., 1-900 Rolling Meadows, IL 60008

(847) 364-2250

Fax: (847) 364-1517

www.iconid.com • info@iconid.com

Year Established: 1931, No. Of Employees: 400

Signage Clients as of 11/2016: 116, Retail Billings: $30,800,000

Hospitality Billings: $1,000,000, Restaurant Billings: $700,000

Other Billings: $28,500,000, Total Billings: $60,000,000

Types of Signage: Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting

Leading Clients: Leading National Clients Under Non-Disclosure Agreements

Identicom Sign Solutions

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: 20

Signage Clients as of 11/2016: 30, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting

Leading Clients: Domino’s, Harley-Davidson, Pilot Centers, Love Centers, Nothing Bundt Cakes, Red Lion Hotels, Big Boy, PetValu, Rainbow Child Care, Ashley Stewart, Mr. Alan’s

iSIGNS Inc. (Wholesale Sign Dist.)

Bill Burrows, Sales and Operations Manager 7625 Birkmire Drive Fairview, PA 16415 866-437-3040

Fax: 814-835-7057

www.isignsled.com ª sales@isignsled.com

Year Established: 2007, No. Of Employees: N/A

Signage Clients as of 11/2016: N/A, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: N/A, Leading Clients: N/A

Jones Sign

John Mortensen, President 1711 Scheuring Rd. DePere, WI 54115 (800) 536-7446

www.jonessign.com • jmortensen@jonessign.com

Year Established: 1910, No. Of Employees: 435

Signage Clients as of 11/2016: 41, Retail Billings: $44,000,000

Hospitality Billings: $2,000,000, Restaurant Billings: $6,000,000

Other Billings: $23,000,000, Total Billings: $85,000,000

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting

Leading Clients: AutoZone, T-Mobile, Dollar Tree

Kieffer/Starlite

Ed Davies, Multi-Media Marketing Manager 585 Bond St. Lincolnshine, Il 60069 847-415-5756

www.kieffersigns.com

Kroy Sign Systems

Steve Hatcliff, Marketing Director

8221 E. Gelding Dr. Scottsdale, AZ 85260

(800) 916-3212

Fax: (480) 483-0235

www.kroysignsystems.com

• signs@kroysignsystems.com

Year Established: 1983, No. Of Employees: 18

Signage Clients as of 11/2016: N/A, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: Manufacturing, Leading Clients: N/A

Laminators Incorporated

Shawn Crouthamel, 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 11/2016: N/A, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: Manufacturing, Other Leading Clients: Sign Distributors

Loren Industries

Christopher Reiff, National Sales Director

12226 Coast Drive Whittier, CA 90601 562-946-7545

Fax: 562-949-5707

www.lorensigns.com • chris.r@lorensigns.com

Year Established: 1993, No. Of Employees: 41

Signage Clients as of 11/2016: 20, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting

Leading Clients: Popeye, Pep Boys, Chipotle, Big 5, American Eagle, CKE

May Group

Dalana Morse, Marketing Manager

1200 Forum Way S.

Fort Worth, TX 76140

• edavies@kieffersigns.com

Year Established: 1959, No. Of Employees: 200+

Signage Clients as of 11/2016: 125, Retail Billings: $17,000,000

Hospitality Billings: $6,500,000, Restaurant Billings: $6,000,000

Other Billings: N/A, Total Billings: $50,000,000

Types of Signage: Design, Maintenance, Program Management, Site Survey/Analysis, Manufacturing, Installation, Permitting

Leading Clients: Walgreens, Hilton

(817) 336-5671

www.maygroupusa.com

• dmorse@maygroupusa.com

Year Established: 1946, No. Of Employees: 70

Signage Clients as of 11/2016: 2200, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: Design, Program Management, Other

Leading Clients: Madden, Miller Coors, North American, ADM, Guess, New Belgium Brewing, Boelter

FIRMS

SPECIAL

MC Sign Company

Bob Patton, VP Sales 8959 Tyler Blvd. Mentor, OH 44060 (440) 209-6200

Fax: (440) 209-6277

www.mcsign.com • bob.patton@mcsign.com

Year Established: 1953, No. Of Employees: 203

Signage Clients as of 11/2016: N/A, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: N/A, Leading Clients: N/A

Mungsube

Jonatthan Glanz, Senior Vice President 19 Spielman Rd. Fairfield, NJ 07004 862-702-3661

Fax: 862-702-3682

www.mungsube.com • jonglanz@mugsube.com

Year Established: 2003, No. Of Employees: 10

Signage Clients as of 11/2016: N/A, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: Design, Manufacturing

Leading Clients: Panasonic, AMI, Atlanta Braves

Nesper Sign Inc.

Phil Garland, President 4620 J St. S.W. Cedar Rapids, IA 52404 (800) 332-8403

Fax: (315) 366-6493

www.nespersign.com • pgarland@nespersign.com

Year Established: 1925, No. Of Employees: 28

Signage Clients as of 11/2016: N/A, Retail Billings: $4,000,000

Hospitality Billings: $200,000, Restaurant Billings: $200,000 Other Billings: $1,000,000, Total Billings: $5,400,000

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting, Full Color LED Electronic Message Displays

Leading Clients: HY-VEE Foods, Von Maur, Alliant Energy Corp.

North American Signs, Inc.

Randy Davis, New Business Development

3601 W. Lathrop Street

South Bend, IN 46628 574-234-5252

Fax: 574-237-6167

www.northamericansigns.com

gma1@northamericansigns.com

Year Established: 1934, No. Of Employees: 105

Signage Clients as of 11/2016: N/A, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other 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, VP/Business Development

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: 401

Signage Clients as of 11/2016: 178, Retail Billings: $22,600,000

Hospitality Billings: $29,300,000, Restaurant Billings: $36,700,000

Other Billings: $900,000, Total Billings: $89,500,000

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, Choice Hotels, Holiday Station Stores

Philadelphia Sign

Nate Doney, National Sales Executive

707 W. Spring Garden St. Palmyra, NJ 08065 503-830-3841

Fax: 856-829-8549

www.philadelphiasign.com

• ndoney@philadelphiasign.com

Year Established: 1911, No. Of Employees: 408

Signage Clients as of 11/2016: 58, Retail Billings: $57,000,000

Hospitality Billings: $2,500,000, Restaurant Billings: $3,500,000

Other Billings: $17,400,000, Total Billings: $80,400,000

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting, Other Leading Clients: N/A

PixelFLEX LED

David Venus

Director of Marketing 700 Cowan St. Nashville, TN 37297 1-800-930-7954 pixelflexled.com • sales@pixel-flex.com

Year Established: 2009, No. Of Employees: 40

Signage Clients as of 11/2016: 100, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: Design, Maintenance, Site Survey/ Analysis, Manufacturing, Custom LED Display manufacturer for indoor/outdoor Leading Clients: Nike, Coach.Kate Spade, Target, Google, Major League Baseball, Ford, Nashville Predators, AECOM

Priority Sign, Inc.

837 Riverfront Dr. Sheboygan, WI 53081

Andy Dykstra/President 920-280-0876

inquiries@prioritysign.com

• www.prioritysign.com

Year Established: 1997, No. Of Employees: 96

Signage Clients as of 11/2016: 83, Retail Billings: $19,500,000

Hospitality Billings: $ N/A, Restaurant Billings: $12,500,000

Other Billings: $18,500,000, Total Billings: $50,500,000

Types of Signage: Design, Maintenance, Program Mgmt., Site Survey/Analysis, Manufacturing, Installation, Permitting

Leading Clients: AT&T, Red Robin, Sprint, United Health

FIRMS

SPECIAL

SignResource

Scott Van Ness, President & CEO

6135 District Blvd. Maywood, CA 90270 323-771-2098

www.signresource.com • srmarketing@signresource.com

Year Established: 1969, No. Of Employees: 525

Signage Clients as of 11/2016: 23, Retail Billings: $81,000,000

Hospitality Billings: $5,000,000, Restaurant Billings: $8,000,000

Other Billings: $8,000,000, Total Billings: $102,000,000

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, Sinclair, Dollar General, Enterprise, Rite Aid, FedEx, Best Western, Burger King, ARCO, Dunkin Brands

Signage Solutions

Chris De Ruyter, President 2231 S. Dupont Dr. Anaheim, CA 92806

(714) 491-0299

Fax: (714) 491-0439

www.signage-solutions.com

chrisd@signage-solutions.com

Year Established: 1990, No. Of Employees: 46

Signage Clients as of 11/2016: 50, Retail Billings: $1,500,000

Hospitality Billings: $150,000, Restaurant Billings: $3,500,000

Other Billings: $850,000, Total Billings: $6,000,000

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting, Digital Graphics

Leading Clients: Nordstrom, Saks Fifth Ave., Skechers, Habit Burger, Del Frisco’s, Rock and Brews, ICON Theatres, Planet Hollywood

SMI Sign Systems, Inc.

Tom Stacey, Vice President 3903 Cornell Pl. Frederick, MD 21703 (301) 468-1132

Fax: (301) 230-9048 www.smisigns.com tom@smisigns.com

Year Established: 1989, No. Of Employees: 55

Signage Clients as of 11/2016: 128, Retail Billings: $1,200,000

Hospitality Billings: $1,600,000, Restaurant Billings: $800,000

Other Billings: $3,200,000, Total Billings: $6,800,000

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting

Leading Clients: Clarke Construction, Hitt Contracting, Buch Construction

South Water Signs

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: 120

Signage Clients as of 11/2016: 500, Retail Billings: $13,000,000

Hospitality Billings: $2,500,000, Restaurant Billings: $6,000,000

Other Billings: $11,500,000, Total Billings: $33,000,000

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting

Leading Clients: Edward Jones, United Airlines, HR Block

Sullaway Engineering, Inc.

Michael F. Sullaway, P.E., President 10815 Rancho Bernardo Rd. Suite 260 San Diego, CA 92127 858-312-5150

Fax: 858-777-3534 www.sullawayeng.com projectmanager@sullawayeng.com

Year Established: 2009, No. Of Employees: 18

Signage Clients as of 11/2016: 582, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: Provide stamped structural engineering drawings & calculations for projects throughout the United States and Canada. Licensed nationwide. Engineering design, prototype engineering, shop drawings/drafting & preliminary engineering.

Leading Clients: N/A

Thomas Sign and Awning Company, Inc.

Patti Canady, Marketing Director 4590 118th Ave. N. Clearwater, FL 33762 (800) 526-3325

Fax: (727) 573-0328

www.thomassign.com info@thomassign.com

Year Established: 1969, No. Of Employees: 180

Signage Clients as of 11/2016: N/A, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: $25,000,000

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting

Leading Clients: N/A

FIRMS

SPECIAL

United Sign Systems

Mike Noordewier, Owner 5201 Pentecost Dr. Modesto, CA 95356 (204) 543-1320 Fax: (204) 543-1326 www.unitedsign.net miken@unitedsign.net

Year Established: 1967, No. Of Employees: 80

Signage Clients as of 11/2016: 30, Retail Billings: $11,000,000

Hospitality Billings: $3,000,000, Restaurant Billings: $6,000,000

Other Billings: $2,000,000, Total Billings: $22,000,000

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting, Zoning and Entitlements, Leading Clients: Dollar Tree, Grocery Outlet

United Visual Branding, LLC

Anne-Marie Thomas, Sales Manager 206 Tower Dr. Oldsmar, FL 34677 (813) 488-2993 www.uvbrand.com

amt@usigns.com

Year Established: 1994, No. Of Employees: 95

Signage Clients as of 11/2016: 250, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: $12,000,000

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting, Design/ Construction Consulting

Leading Clients: Automotive and Restaurant

Urban NeonSign Lighting & Graphics Jim Malin, Sales Associate

500 Pine St., Suite 3B Holmes, PA 19043 (610) 804-0437

Fax: (610) 461-5566 www.urbanneon.com jmalin@urbanneon.com

Year Established: 1993, No. Of Employees: 25

Signage Clients as of 11/2016: N/A, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: N/A, Leading Clients: N/A

Vixxo Signage and Lighting

Julie Lapacka, Director of Business Development

4801 Woodway Dr., Suite 160W Houston, TX 77056 (281) 822-1704 www.vixxo.com • julie.lapacka@vixxo.com

Year Established: 1980, No. Of Employees: 50

Signage Clients as of 11/2016: 33, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: Design, Maintenance, Program Management, Site Survey/ Analysis, Manufacturing, Installation, Permitting

Leading Clients: Extra Space Storage, Sally Beauty Supply, TBC Corp

Warner Bros. Design Studio

4000 Warner Blvd., Bldg. 44 Burbank, CA 91522

Craig McNabb/Director 818-954-1815 • FAX: 818-954-2806

Year Established: 1920, No. of Employees: N/A

Signage Clients as of 11/2016: N/A

Retail Billings: $ N/A, Hospitality Billings: $ N/A

Restaurant Billings: $ N/A, Other Billings: $ N/A

Total Billings: $ N/A, Types of Signage: Design, Manufacturing, Installation, Leading Clients: N/A

Your Signage Source.com

Chuck Freels, Vice President 10086 Woolwine Hwy. Woolwine, VA 24185 (276) 930-1500

Fax: (276) 229-3059 www.yoursignagesource.com chuckfreels@yoursignagesource.com

Year Established: 2004, No. Of Employees: 6

Signage Clients as of 11/2016: N/A, Retail Billings: N/A

Hospitality Billings: N/A, Restaurant Billings: N/A

Other Billings: N/A, Total Billings: N/A

Types of Signage: Manufacturing, Leading Clients: N/A

Yunker Industries

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: 105

Signage Clients as of 11/2016: 48, Retail Billings: $17,500,000

Hospitality Billings: N/A, Restaurant Billings: $275,000

Other Billings: N/A, Total Billings: $17,775,000

Types of Signage: Design, Program Management, Site Survey/ Analysis, Manufacturing, Installation

Leading Clients: Ross Dress For Less, JoAnn, TSC, Oportun, Cycle Gear, Ralph Lauren

By Julian Anderson

Doing Business IRL

Chat with any of your colleagues who have recently returned from an industry gathering or conference, and, in addition to the business debriefing, you’ll likely hear anecdotes, restaurant recommendations and, of course, the latest insider gossip.

In my experience, there’s no substitute for this kind of personal interaction. Face-to-face networking in such a concentrated way with people who have common interests remains an incredibly effective, efficient way of communication.

Judging by a report in the June 2017 issue of Trade Show Exec utive, an increasing number of people share this view. Year-over-year, April 2017 exhibited 2.9 percent growth in nation-wide trade show attendance, and capped a run of four consecutive months of growth.

Especially in the age of digital meeting technologies, this positive trend is encouraging. As people are communicating more electronically – video-conferencing is de rigueur in large organiza tions, with approximately 450,000 systems installed in the United States. Skype alone logs eight billion hours of calls each year. It’s ob vious that quality, in-person time is viewed as valuable and that the convention industry, especially host cities and facility owners, should appreciate this by keeping their properties in top condition.

A convention center can generate a significant amount of revenue for a municipality. The income isn’t attributable to just the facility rentals, but also the expense-account dollars spent by visitors for dining, entertainment and shopping.

In 2016, the San Diego Convention Center welcomed 824,000 attendees, who directly spent $658 million in the city; the regional fiscal impact totaled $1.1 billion. Chicago’s 2.6 million-square-foot McCormick Place generates $1.7 billion each year. The Orange County Convention Center brought $2.28 billion to the Orlando com munity in 2015, while drawing one million visitors to town.

Disrupt or be disrupted

In light of these facts, it’s clear that the meetings industry must make some significant changes if it is to continue to remain relevant. At the big-picture level, a new perspective on the economic relationship between the community and the convention business is emerging.

Cities are promoting not just their facilities and cultural attrac tions to conference organizers, but also their resources for innova tion, often in the tech, research and education sectors.

This far-sighted, inclusive strategy stresses long-term growth for cities and regions, rather than short-term returns. Austin’s South by Southwest (SXSW) is a notable example of this approach. With minimal expense, the city lever aged its homegrown media and music industries to attract attend ees as well as outside sponsors to the conference; the local eco nomic impact of the 2016 event was $325.3 billion. Attendance at SXSW has increased eightfold since its establishment in 2011.

Redefining the destina tion-city in this way greatly enhances the draw to convention visitors. If they’ve made the finan cial and scheduling commitment to traveling, conference attendees want to go somewhere interest ing. To remain competitive, it’s incumbent upon cities to deliver a holistic experience to visitors.

Adapting convention centers for the digital era

Cities are promoting not just their facilities and cultural attractions to conference organizers, but also their resources for innovation, often in the tech, research and education sectors.

Drilling down on building up

To keep up with these changes, the physical nature of convention centers has also evolved. In the 20th Century, convention centers were all about scale. Except in cases where a facility regularly hosts heavy-equip ment trade shows, the demand for cavern ous exhibition spaces is waning. Replacing the bigger-is-better mandate is a focus on customizable meeting spaces that can be tailored to diverse specifications.

Many communities are faced with a choice between constructing a new conven tion center, or renovating existing facilities. Typically, building a new hall is easier than rehabbing an old one. But, finding a suitable site – one that is sufficiently large, centrally located and within walking distance of urban attractions– is not always feasible.

Opting to build from the ground up also eliminates the need to interrupt scheduled con ventions, as they can be held in the outdated facility while the new one is being constructed.

For convention centers located on a landlocked, built-out site, there’s typically one way to go when adding meeting space to the hall: Up. The old model for facilities situated everything at ground level for easy access; now, with land at a premium, most buildings are stacking spaces vertically.

This presents its own set of challeng es, including incorporating parking into the structure and planning the ground-level programming and content – but it provides an opportunity to make a design statement.

When modernizing the envelope of an existing building, owners are seeking design solutions that go beyond merely dressing up a box. They are aware that an attractive exterior can help to compensate for the decline in performance that occurs once the building starts showing its age, between five and 10 years after completion.

In addition, convention centers that have an architecturally iconic identity reflect positively on their home city and, by exten sion, on the attendees and the conference.

Interior amenities

Inside the convention center, user expec tations are a combination of the pragmatic and the aesthetic. Conference organizers are attracted to environments that make a good first impression. Great-looking public areas

and meeting spaces with a high level of quality detailing and finishes (think wood veneer, clear-span design, and glass partitions instead of drywall, concrete columns and popcorn ceilings).

Architecture that capitalizes on its setting, with a lobby or ballroom oriented towards a view of a river or park, is another enticement that appeals to meeting planners.

To maximize resources (both in area and revenue), it’s possible to simultaneously increase meeting capacity and reduce exhibit space through creating a physically flexible design. Moscone West in San Francisco is an example of this tactic. The building features more than a mile of mov able interior walls that permits a high degree of freedom to reconfigure the 200,000 square feet of function space on the second and third floors. Anaheim’s new expansion also adopts this approach.

Of course, the technological features that are intrinsic to the impetus for upgrading a convention facility must be state-of-the-art. Digital resources, seamless connectivity and security programs are central to every successful meeting. Intelligently planned and executed, investments in convention centers will yield not only great financial returns, but also ensure a returning customer. CCR

Julian Anderson is a member of Rider Levett Bucknall’s global board and chairman of its Central Consulting Services (CCS) group of companies. He is a founding shareholder and president of the company’s North American practice, where he is responsible for overall man agement. Rider Levett Bucknall is an award-winning international firm known for providing project management, construction cost consulting, and related property and construction advisory services – at all stages of the design and construction process.

Intelligently planned and executed, investments in convention centers will yield not only great financial returns, but also ensure a returning customer.

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 first “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 (14 in all) in the following sectors:

So, how do you get your project nominated?

Here’s what you need to give us:

Project title: Location: Designer: Contractor: 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.

Executive Chef Steve Sturm Director of Construction Alvin Hood

Serve. Enrich. Exceed.

Why the Firebirds Wood Fired Grill brand is not your father’s steakhouse

By Michael J. Pallerino

The original premise was simple – set the expectations high with the belief that no detail is too small. That’s the Firebirds Wood Fired Grill way.

Dennis Thompson and Doug Glendenning knew the drill. Thomp son was cofounder of Lone Star Steakhouse & Saloon and an original owner of Fox and Hound Bar & Grill, while Glendenning was the former president of Lone Star. They opened the first Firebirds in 2000 in Charlotte, NC. In 2011, they partnered with Angelo Gordon to continue its recent expansion plans.

That plan was to provide a full-spectrum dining experience enhanced with local flavor. And that’s just what Firebirds does. The contemporary-polished restaurant, which operates 44 restaurants in 18 states and has another four under construction for 2018, is an energetic twist on the traditional grill – boldly flavored, classic American menu in an inviting, fire-centric atmosphere.

SERVE.

Its newest location in Jacksonville, Fla. is putting an even bigger energetic twist on the traditional grill. The loca tion features design elements inspired by warm fires and smoking wood, for a lively, open and light-infused concept that stands apart from the darker, old-fash ioned look of many steakhouses.

And in keeping with its mission – “To Serve, Enrich and Exceed” – Firebirds supports ever-growing sustainability efforts throughout its restaurants and partners with Alex’s Lemonade Stand Foundation, and has raised more than $1 million for childhood cancer research through the sale of freshsqueezed lemonade.

Commercial Kitchens sat down with Alvin Hood, director of construction, to get his take on where the Firebirds Wood Fired Grill brand is heading.

Give us a snapshot of Firebird’s brand.

We’re a contemporary-polished restaurant, an energetic twist on the traditional grill featuring a boldly flavored, classic American menu in an inviting, fire-centric atmosphere.

Our signature menu items include hand-cut, aged steaks and fresh seafood hand-filleted in-house and seared over locally sourced hickory, oak or pecan wood in our scratch kitchen and exposed wood-fired grill.

Our open, stylish, enticing décor incor porates wood-fired themes and entertaining spaces, such as our outdoor patio with season al comforts and our award-winning FIREBAR®

What type of consumer are you targeting?

Guests who would appreciate our class-lead ing food quality cooked over a wood-fired

Our goal is to create a warm, inviting, energetic environment that will create memorable experiences for our guests.

SERVE. ENRICH. EXCEED.

grill, refined service offered at moderate prices in a polished environment. Our new prototype in Jacksonville, Fla. further en hances key elements that appeal to a variety of generational segments.

How does the design of Firebirds cater to what today’s consumers are looking for?

We believe consumers are looking for open, bright, lively restaurants with welcoming staff and, of course, great food. Our new design by starrdesign pairs an open-con cept floorplan, floor-to-ceiling windows and contemporary design with our signature warm hospitality, making it the perfect spot for any occasion.

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

Many painstaking details have contributed to the design of our new prototype to further evolve our high-quality but casual environ ment – simplified, streamlined interior. Open, inviting fenestration and patio communicate energy and activity. Varied building massing and volume enable multiple dining experi ences. Color, materials and texture express the wood-fired theme. Environmentally responsible, energy-efficient designs feature low-E tinted glass, LED lighting and deep twofoot roof overhangs at most fenestrations.

Take us through your construction and design strategy.

Our goal is to create a warm, inviting, energetic environment that will create memorable experiences for our guests. On the exterior, the building consists of various materials that catch one’s eyes especially the warm glow created after night fall. On the interior, various wood elements direct the focus to the open kitchen with the woodfired grill and the FIREBAR®.

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

Controlling construction costs in a manner that matches our fiscal responsibilities and desire for growth. As the construction mar ket gains momentum, the labor costs are increasing, continuing the trend of higher overall costs.

We believe today’s consumers look for companies and organizations that share their own values.

SERVE. ENRICH. EXCEED.

Talk about sustainability. What are you doing?

COMMERCIAL KITCHENS

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

As a conscious company, we have a responsibility to our local communities, from eco-friendly cooking practices to the recycling of wine corks and crayons, we recognize that our business can only thrive in a healthy en vironment. We continually strive to minimize our environmental footprint and maximize the impact of our sustainability efforts.

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

Continuing to make Firebirds more accessible, whether that be new locations, expanded res ervation offerings or enhanced online ordering.

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

Yes, the economy continues to strengthen and the population continues to become even more sophisticated in their food choices.

Currently, we operate 44 restaurants in 18 states with another four under construction with plans to open in 2018. With the excep tion of a few markets, we are focused on expanding within our current footprint.

What trends are you seeing?

Our primary focus is to continue offering bold flavors, authentic hospitality, real value and a fine dining experience at a moderate price, but we are seeing our guests wanting more access to Firebirds via technology, so we’ve recently introduced Online Ordering and a partnership with OpenTable.

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

Value – which for us means providing a tremendous portion of the freshest ingredients prepared in our scratch kitchen,

The economy continues to strengthen and the population continues to become even more sophisticated in their food choices.

personalized service offered in a polished casual environment and upscale amenities at a moderate price

What is today’s consumer looking for?

We believe today’s consumers look for companies and organizations that share their own val ues. At Firebirds, we believe in giving back to our local communities. Every Firebirds location supports Alex’s Lemonade Stand Foundation by donating $1.25 from the sale of every Alex’s Fresh Squeezed Lemonade to fund the fight against childhood cancer “one cup at a time.”

To date, we have donated more than one million dollars!

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

Achieve construction costs while rolling out a new prototype design and meeting overall company goals in growth and Proforma.

Describe a typical day.

Mornings are most productive, so I try to reach the office or at least my computer by 6 a.m. most days. By 9 a.m., the phone activity picks up as well as the scheduled conference calls and meetings. With all of the available technology, there is seldom time when one is un reachable for those needing assistance. Each day is filled with new challenging opportunities creating much self-fulfillment.

Tell us what makes you so unique?

Grilling over a true wood fire in our scratch kitchen, offering personalized service with unex pected delights in a polished environment for real value. CK

One-on-One with...

» Alvin Hood Director of Construction, Firebirds Wood Fired Grill

What’s the most rewarding part of your job? Taking pride in our team’s efforts in completing a project for any given community and then watching the guests enjoy what we have created.

What was the best advice you ever received? Try to respect others and put yourself in their shoes when evaluating a situation.

Name the three strongest traits any leader should have and why. No. 1 is that “honesty is the best policy.” Provide feedback to team members so that they know the expectations and how they are performing. No. 2

is to try and always listen and analyze a situation completely before responding. No. 3 is to lead by example. I never ask anyone to do anything that I would not do myself.

What is the true key to success for any manager? Diligence and perseverance.

What book are you reading now? Recently finished “Conscious Capitalism” by John Mackey.

How do you like to spend your down time? Any activity with my family – just spending quality time together.

SEARCH without the “noise”

Shine it on

Striking lighting helps illuminates iconic brew house

Firestone Walker Brew ing Company is a craft brewery based in Paso Robles, Calif. The brewery has experienced significant success, gaining recognition with a number of international awards for its beers. And it now operates three facilities –the others located in Buellton and Venice.

In fact, the brewery’s growth has re quired the addition of a new 10,000-squarefoot brew house at its Paso Robles head quarters in order to meet the steep increase in demand for its products.

Harris Architecture was mandated to design the new space with the goal of increasing production capacity. As well as being a fully functional brewery, the Paso Robles location also offers tours to visitors, and after an eight-month construction period, the new addition was opened to the public in May 2017.

“The whole space has a turn of the century iron works style,” says Kyle Harris, who led the project for Harris Architecture. “There is a lot of galvanized metal and exposed bolts combined with tiling and con crete floors. It’s retro with a tech edge.”

The team from Harris worked closely with the Firestone Walker founders to en sure that every element of the new space was on point from a design and usability perspective. Everyone involved in the project was very conscious of choosing the right pieces to present the facility as the iconic, signature location in the Firestone Walker family of facilities.

Lighting the space was an important piece of the design. The lighting had to be functional as well as fitting aesthetically with the design intent of the space.

In collaboration with Prudential Lighting Products, the Harris team identified Luminis products as the perfect solution. Luminis’ Torx and Aramis products were chosen. Twelve Torx TR2450 pendants were selected to illuminate the brew deck.

The products are decorative and func tional ceiling pendants with a frosted acrylic refractor and an LED light source. Delivering more than 12,000 lumens per product, the pendants are ideal for areas where efficien cy, reliability and aesthetics are important. To carry the aesthetic throughout the facility, two more were included in the visitor center.

Four Aramis AR148 pendants were used for additional illumination, while 13 wall-mounted Aramis AR148 luminaires are positioned around the perimeter of the room. Most of the Aramis AR148 wall mounted sconces are in pairs – one as an uplight, and one as a downlight in each pair – providing a striking accent. The 6-inch cylindrical luminaires have an LED light source and deliver 2,050 lumens.

“Functionality and performance were key requirements,” Harris says. “The lighting not only delivered on those requirements but also perfectly fit the industrial aesthetic in the rest of the building.”

“The whole space has a turn of the century iron works style. There is a lot of galvanized metal and exposed bolts combined with tiling and concrete floors. It’s retro with a tech edge.”

– Kyle Harris, Harris Architecture

Outside of the building, Harris chose Luminis’ Syrios SY602 products, complete with LED light source and unique integral tilting mechanism for precise directional aiming. Used primarily to illuminate the Fire stone Walker signage and accent the curved roof, the products really catch the eye.

Finally, Eclipse Mini EC612 products illuminate the exterior of the main entrance providing the complete lighting experience from outside to inside – a testament to the wide array of interior and exterior products offered by Luminis. The durable lights, designed to withstand extreme weather conditions, are mounted to the wall either side of the front door and on the columns supporting the covered entry.

All of the interior lighting is on a dimming channel, enabling adjustment depending on

the time of day. During the night, brew house lighting is turned up to deliver 100 foot can dles of light at floor level to assist with nightly cleaning. In the daytime, the lighting is scaled back to deliver 45-55 foot candles at floor level for standard use.

“We did extensive calculations and modelling to make sure the lighting would be at the right level, and that we got the light in the places it was needed,” Harris says.

“Inside the brew house the lighting hits the metal and the stainless steel brew tanks, and the results are striking.”

The reaction of the client has been well received. “The lighting is industrial, beautiful and functional; not an easy combination to achieve when lighting a modern brew house," says Firestone Walker co-founder David Walker. "It is elegantly done.” CK

“The lighting is industrial, beautiful and functional; not an easy combination to achieve when lighting a modern brew house.”

– Firestone Walker co-founder David Walker

Consistently Bringing Brands to Life Since 1911

Every year, companies spend millions of dollars on branding. Whether the industry is retail, restaurant or hospitality, a brand communi cates the promise of what customers expect from their interaction with a company. From end-users to leasing companies to franchise owners, decisions and invest ments are made based on the strength of a company’s brand. What makes a brand memorable? Consistency. Logos should be instantly recognizable and messaging should be clearly expressed from literature to digital media to the point of sale.

Signage is the most high profile visual representation of an organization’s brand story. Each sign should express the brand message with clarity, quality, accuracy and consistency.

A reputation for consistency and quality are also important when selecting a sign company. As one of the nation’s top sign companies, Philadelphia Sign has been bringing brands to life for over 100 years. This sign industry leader was launched in 1911 when 18-year old Andrew Paxson Trucksess purchased a sign business for $500. The original signs were hand-painted placards de livered by pushcart. The company’s timeline mirrors the growth of the United States and at

times, has reflected the history of the world – from the heyday of neon through war time efforts to the rise of retail chains and multi-site conversions – Phil adelphia Sign has been at the forefront over the decades.

The changes in the commercial landscape have dictated the need for constant improvements and advances in the sign industry. Corpora tions with hundreds of nation-wide locations required sign companies that could handle branding programs on a large scale. Philadelphia Sign began production work for multisite gasoline stations in the 1930’s. The company’s proprietary project management system was and remains at the core of its ability to manage the demands of branding for national retail, fast food chains and the banking industry’s multi-site conversion programs. Philadelphia Sign consistently ranks as the number one sign company for large-scale branding and conversions.

No Boundaries

Don’t be misled by the company name. Philadelphia Sign is a national company with a geographical reach that extends from coast to coast and around the globe. Our partnership in The International Sign Alliance (TISA – www.tisaglobal.com) expands our borders beyond the US allowing us to serve our clients internationally.

An Industry First: Using Solar Power To Manufacture Signs

The push for greener technology in both materials and production have inspired signage manufacturers to devise better, cleaner, more energy efficient methodol ogies. Philadelphia Sign began using VOC compliant lead-free paints & coatings and

PHILADELPHIA SIGN HAS LICENSED CREWS ON STAND-BY ACROSS THE COUNTRY TO REPAIR OR REPLACE DAMAGED SIGNS, AND REFRESH WORN OR UNLIT SIGNS.

energy saving LED lighting technology in the 1990’s. In 2010, Philadelphia Sign com pleted a major installation of solar panels on the roof of its main plant, becoming the first and only sign company in the United States to manufacture signs using solar power. The company is committed to consistently making improvements in greener produc tion, recycling, material improvements and technology. Every sign we make is fabri cated using renewable solar energy. The 910 kilowatt solar installation is capable of generating 1.1 million kilowatt hours of elec tricity annually, enough energy to power 900 homes. And, each year the solar panels will offset enough carbon pollution equivalent to 4,700 acres of trees.

Maintenance and Lighting

A sign company should be just as consis tent in its responsiveness to maintenance issues that may arise. Over the past 10 years alone several major weather events have impacted the US, resulting in damage and destruction of property. Facility operators, property management companies and building supervisors are usually some of the first on the scene and are responsible for handling the concerns from building occupants and clients. It’s a fact that damaged or worn signs can have a negative effect on both the brand and the building. That makes quick remedia tion an imperative. When shopping for a sign company, select one with a depart ment devoted to maintenance and light ing, on a national scale. Philadelphia Sign has licensed crews on stand-by across the country to repair or replace damaged signs, and refresh worn or unlit signs.

High Rise Installations

High-rise signage requires additional con siderations; installations at higher elevations have more rigorous material and structural requirements than those on the ground; lighting and illumination must be on point for maximum visibility at greater distances. In 1977, PSCO took to the sky with its first he licopter installation. More recently, we have worked with Chase Bank, Huntington Bank, PSFS, Beneficial, and FMC to name a few.

Signs serve as the on-site represen tation of a brand story. Companies expect that their brand image will be consistently executed with every sign. They rely on com mercial construction and renovation firms, and facility managers to protect their brand, and ensure signs are properly displayed and carefully maintained.

Choose a nationally respected company like Philadelphia Sign (www.philadelphia sign.com) that will deliver a quality, product, provide responsive service when and where needed: seek out new, greener technolo gies, and utilize the most efficient methods possible to bring your brand to life.

BRANDING

5 tips to implement and improve green spaces

By Missy Henriksen

There’s no denying that sustainable, green practices are on the rise within the commercial building space. Let’s face it – technological advances and demographic shifts, including the country’s growing ur banization and the varied lifestyle patterns of Millennials – continue to impact the success of commercial properties in recent years.

Forward-thinking concepts like consumer lifestyle centers, sustainable practices, low-im pact design and environmentally friendly, green living spaces continue to breathe new life into the evolving commercial industry.

To help you find ways to integrate green spaces into your commercial space’s landscape, here are five tips to gain a com petitive advantage for your building:

No. 1 – Simplify Your Landscape

Well-designed, manicured landscapes with high quality turf are con sidered the hallmark of green infrastructures and can add anywhere from 15 to 20 percent to a property’s overall value and boost rental rates in multifamily units.

No. 2 – Treat Your Trees

Although it might seem obvious, a simple way to enhance your building’s existing green spaces is to properly maintain and prune well-established trees throughout each season to ensure their longterm health. Trees lend value to a property – both for beauty and functions – by reducing noise and giving off oxygen. They also add monetary value. Depending on size, species and condition, trees can increase the value of a commercial property, save money in annual energy costs, and reduce building energy demands for heating and cooling by providing shade in the summer and protecting buildings from harsh winds in the winter.

Photos courtesy of John Mini Distinctive Landscapes, Congers, NY, Member of the National Association of Landscape Professionals.

inspiredretail

No. 3 – Water Wisely

In an effort to go green and reduce water consumption, many contractors and developers are taking appropriate steps to install irrigation systems and harness storm water volume to design and install bioswales. These shallow trenches filled with vegetation help retain water runoff and rein troduce it back into the soil. Oftentimes, bioswales and rain gardens can be installed to work with a properties’ existing plants. If you are looking for a quick fix, keep in mind there are many low-cost projects that can significantly lessen the environmental impact of a commercial property’s green spaces. Simple changes can enhance your property’s sustainabili ty, all the while reducing costs and increasing bottom lines.

No. 4 – Reinvent Your Roof

When designing renovations in an existing landscape, the most important factor is functionality. Before the detailed work begins, it is crucial to have a strong understanding of how the space is currently being used and how it can be improved. If your commercial building is limited in outdoor space, consider integrat ing interactive green roofs or walls – vegetative layers lining a building’s roof or walls – that can provide many benefits to commercial spaces, including the production of oxygen, cooling for the building and reduction of storm water runoff.

No. 5 – Get Serious

Once your green infrastructure’s landscape, sustainability practices and green spaces are up to par, consider obtaining eco-certifica tions that will take your property to the next level. The most widely used green building rating system is having a Leadership in Energy and Environmental Design (LEED) certification. It has been shown to increase occupancy rates in office buildings and rental rates in residential buildings alike. CCR

Missy Henriksen is VP of public affairs for the National Association of Landscape Professionals. To learn more, visit LoveYourLandscape.org.

Photo credits: (Top photo) Photos courtesy of The Davey Tree Expert Company, Greenville, DE, Member of the National Association of Landscape Professionals. (First left photo) Photos courtesy of John Mini Distinctive Landscapes, Congers, NY, Member of the National Association of Landscape Professionals. (Bottom left photo) Photo courtesy of Heritage Landscape Services, LLC, Sterling, VA, Member of the National Association of Landscape Professionals. (Top right photo) Photo courtesy of Town and Gardens Ltd., Long Island, NY, Member of the National Association of Landscape Professionals. (Bottom right photo) Photos courtesy of John Mini Distinctive Landscapes, Congers, NY, Member of the National Association of Landscape Professionals

Army Corps builds foundation for resiliency Shields up

By JoAnne Castagna

Army Corps builds foundation for resiliency Shields up

Nestled i n the Sandy Hook Bay, the community of Port Monmouth, N.J. has experienced flooding, blizzards and major storms that have swept through the area throughout the years. It’s Atlantic hurricane season once again, and lifelong Port Monmouth resident Charles Rogers reminisces about storms that have battered the area and his experiences .

“My father placed me on his shoulders and walked through 4 feet of water to take me to my grandmother’s house during the hurricane of 1944,” Rogers says.

The “1944 Great Atlantic Hurricane” was a destructive and powerful tropical cyclone that swept across a large portion of the East Coast in September of that year. During Hurricane Donna in 1960, the area was evacuated, and Rogers and his entire family were transported by the U.S. Coast Guard via an amphibious vehicle to the firehouse to safety.

“In 2012, Hurricane Sandy placed almost 4 feet of water in my house and 6 feet in my cellar, and we lost our heating, electric, food and personal items,” he says.

The outlook on future storms is much brighter for Rogers due to the Port Monmouth Flood Risk Management Project being performed by the U.S. Army Corps of Engineers, New York District. Rogers says it’s an important project to protect Port Monmouth residents.

The Corps, in partnership with the New Jersey Department of Environmental Protection Bureau of Coastal Engineering, is working on this project to make the community more resilient during future storm flooding and surge.

To help with this resiliency, the Corps decided to include an environmentally friendly soil stabilization process that has never been used by the Corps before on a flood risk management project. The process makes the project stronger, improves the community’s quality of life and saves tax-dollars.

The project area is made up of low lying salt and freshwater marsh, and there are many residential and commercial structures sitting right on or near this marshland. Erosion over the years has removed much of the natural beachfront and dune complexes that provided coastal protection to the community from storm surge.

Hurricane Sandy further exacerbated the problem by causing millions of dollars in damages, destroying 750 homes and busi nesses in Port Monmouth alone. The project includes two phases

of work that together will reduce the risk of flooding throughout the entire community.

The first phase was completed in 2015 and provides storm risk reduction from the Sandy Hook Bay. This work included building up and widening the shoreline, constructing a 15-foot high protective dune – spanning a mile and half long, and constructing a new stone groin perpendicular to the shoreline. A groin structure extends out from the shore into the water, interrupting water flow and limiting the movement of sand, to prevent beach erosion and increase resiliency.

In addition, a fishing pier was extended 195 feet and walking paths were built to provide the public access to the beach area.

The second phase is in progress and will provide a line of de fense surrounding Port Monmouth. The work includes constructing a concrete floodwall – the length of almost 22 football fields – to reduce flooding from the Pews Creek to the west and the Compton Creek to the east.

A floodwall is a vertical barrier designed to temporarily contain the waters of a river or other waterway that may rise to unusual levels during seasonal or extreme weather events.

Additionally, pump stations, road closure gates and a tide gate at Pews Creek will be constructed. A pump station pumps or drains water from low lying land, and tide gates allow water to flow freely under normal conditions

The outlook on future storms is much brighter due to the Port Monmouth Flood Risk Management Project being performed by the U.S. Army Corps of Engineers, New York District.

and close automatically to prevent flood waters from flooding a community.

In addition, a system of levees will be constructed. A levee is an embankment designed to prevent flooding. The ones being constructed need a strong foundation. The land is made up of low lying salt and freshwater marsh that is not strong and very saturated, so this soil needs to be removed and replaced with better soil to construct upon.

“Typically, it’s cost effective to remove and replace the unsuitable soil, but in the New York and New Jersey region it’s a different story,” says David Gentile, project manager, New York District, U.S. Army Corps of Engineers.

“In urban areas it’s hard to find dispos al sites, so the soil would have to be picked up by trucks and transported to a location that can accept it and new more suitable soil trucked in, which is expensive, especially since we are moving a mountain of material,” Gentile says.

Gentile decided to move forward with a cost effective solution for the soil that has never been accomplished before by the Corps on a flood risk management project.

The 'Situ Soil Stabilization' Solution

This solution is a process called “In Situ Soil Stabilization.” Instead of removing and replacing the marsh soil, this process allows engineers to leave the soil where it is. A material, such as common Portland cement and water is mixed with the existing soil to strengthen the porous marsh soil, creating an impermeable foundation for a levee.

There are numerous benefits to this process, but the biggest benefactor is the surrounding community that sits just a few hundred feet from the project area.

This process eliminates the need for over 1,750 tri-axle trucks trips, carrying wet, mucky and odorous material, through residential streets.

“When this process was put on the table it sounded good then,” says Rogers, an active member of the Port Monmouth com munity. “Anytime you can use what is there and not have large truck loads of materials running up and down the roads you save money. It’s a big plus for the project, the residents and the environment.”

Ken Johnson, engineer with the Corps’ New York District, says that less trucks means the local roads and bridges are spared from possible damage. “There is less air pollution, noise complaints are greatly reduced and there is an overall savings of landfill space along with financial savings.”

Gentile says the public is very supportive of the project and tax-payers will save an estimated $700 thousand. The project is expected to be completed by 2020 and designed to provide flood protection that can withstand another Hurricane Sandy.

“I personally believe this project is a big plus for the resi dents of Port Monmouth,” Rogers says. “Over the years this area has suffered large dollar losses in property, homes and vehicles due to floods from hurricanes and storms. This project should cut those losses by at least 95 percent and our residents can sleep better at night.” FC

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

“I personally believe this project is a big plus for the residents of Port Monmouth. This project should cut those losses by at least 95 percent and our residents can sleep better at night.”

– Port Monmouth resident Charles Rogers

BOARDING CALL

McCarran International Airport in Las Vegas has been taking off for decades. Opened in 1948, the airport has experienced enormous growth and has undergone numerous significant expansions. In fact, McCarran is known for its continuous expansions and upgrades, tripling in size between 1981 and 2005.

Design, products and expertise collide to help McCarran Airport International gate expansion project land on time

“We like to stay ahead of pace,” says McCarran International Airport Project Manag er Todd Cooklin. “There was a clear growth opportunity to expand international tourism for Las Vegas. Direct international flights lead to global visitors choosing Las Vegas as the launching pad for their U.S. visit. The challenge was our city has grown around the airport so we had to be creative in how we designed the International Gate Expansion Project, and do it efficiently to minimize interruptions for the airlines.”

By Greg Austin

Border Protection passenger arrival facility. The tunnel is under one of the main taxi lanes and features moving walkways, escalators and elevators.

“When constructing a tunnel, it’s one thing when it is a transit tunnel for vehicles," says Martin-Harris Construction superinten dent Dennis Maestas. "A tunnel to transport people presents many challenging details. First and foremost there is zero tolerance for water in the structure.”

To ensure the high level of required water tightness, McCarran’s team selected GCP Applied Technologies to be a one-stop shop for waterproofing the tunnel. “With our tight timeline we had no room for delays," Cooklin says. "We needed partners and providers that would be with us every step of the way.”

In February 2016, the $51 million International Gate Expansion project kicked off with an aggressive timeline of 14 months. The design included improvements to the airport’s $2.4 billion Terminal 3, expand ing international gates from seven to 14, and building an underground tunnel connecting McCarran’s D gates directly to the U.S. Customs and

Design advantage

The GCP team worked directly with the McCarran management team, architecture firm Gensler & Associates, waterproofing consultant CDC Inc., and general contractor Martin-Harris Construction to walk through details and drawings.

FEDERAL

•

There were pre-construction meetings to go over specifications and details, minimize unforeseen challenges with the drawings and prep the project to be managed efficiently in the field. “From blueprint to build, there was an excellent process of working from the design phase to completion of the project,” says Martin-Harris Construction superintendent Dennis Maestas.

In addition to meeting all aspects of the project’s design, the International Gate Expansion also required working with McCarran’s owner, the Clark County Department of Aviation, to meet its re quirements. Specifically, the Department had requirements on the specifications of the concrete being used to construct the tunnel.

CalPortland, the concrete provider for the tunnel project, used GCP admixtures to meet the Department’s delivery time limitations and low shrinkage requirements. Mark Bliss, Cal Portland director of quality control Mark Bliss, says as with any government project, additional inspections and requirements come into play. During one inspection, the Department of Aviation even commented on how it liked the concrete mix and how well it was working.

Proven product performance

For the International Gate Expansion Project, a pre-applied waterproof ing system was again selected to deliver the extreme water tightness required for the tunnel transporting international passengers.

The product was used on the underslab of the entire concrete floor of the underground tunnel. The unique multi-layered compos ite waterproofing sheets, made from a chemically resistant HDPE film, provide a weather resistant protective coating that allows the membrane to fully adhere to freshly poured concrete and prevent water tracking.

Unlike some conventional membranes that are vulnerable to water penetration at junctions and penetrations, the membrane creates a seal with the concrete to prevent any entry or migration of moisture around the structure.

The vertical walls of the tunnel were constructed using a high performance, flexible, preformed waterproof membrane. After the walls were installed, a GCP's Bituthene Deck System was used on the lid of the tunnel. It was first installed as a fluid-ap plied leveling course, followed by a layer of a waterproofing membrane.

In addition to being high performing, the membranes are able to be electronically tested to verify water tightness and they are well suited for the extreme variations in the Las Vegas climate,” says CDC Inc. manager Michael Lee. “During the day it can be 102 degrees and then drop to 40 degrees at night. GCP’s products have a high tolerance for the dramatic swing in temperatures.”

Intelligence in the field

Once construction began, GCP was on the tarmac to provide complete site support. Field technicians collaborated with all teams oversee ing installation, answering questions, sharing insight and providing recommendations.

“We had a representative here at least once a week guiding us and ensuring everything was installed properly,” Cooklin says. “When they were not onsite, we would simply text them a photo with a question and would usually have an answer back within an hour. This kind of partnership was vital in maintaining our timeline.”

“As the waterproofing consultant on the project, we always consider the manufacturer’s ability to be able to provide technical support when selecting a waterproofing system,” Lee says. “The quality of GCP’s support, both from their technical office staff and their field staff was a major factor in our decision to utilize a GCP waterproofing system on this difficult project.”

Ready for the world

In June 2017 McCarran welcomed its first direct international flights to the International Gate Expansion. McCarran now has double the number of gates available to international air carriers, serving addi tional visitors from around the world.

The seven reconfigured gates are able to handle wide-body jetliners typically used by international carriers, including the Boeing 787 Dreamliner. One of the gates is fitted with a dual-level bridge to handle the double-decked Airbus A380.

With more than 50 airport projects completed, GCP continues to innovate and be the choice for airport construction and structures across the globe. FC

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For the Craft Brewing Professional

Made in Boston

How Night Shift Brewing became one of Beantown’s favorite craft breweries

Let’s face it –sometimes new product fail. But when they hit, the rewards are worth the ride.

CBAM looks at which came first – and why it matters

Co-Founder Michael Oxton at the Taproom

The percent of customers who want brands to “understand and care about” them, according to “How to Know Your Customers Better Than They Know Themselves” by Semarchy. Interestingly, 56 percent are loyal to brands that deeply understand their priorities and preferences, the study found.

The way of the Millennial

Millennials, right? Is it any wonder that every brand works overtime to try and figure out what makes them tick? And here’s the thing – while they’re shopping and engaging more, they’re doing it differently ways than past generations. For example, 39 percent post reviews of products or brands, according to data compiled by Mer geIn. In addition, 48 percent say they try to use brands of companies that are active in supporting social causes, with 45 percent saying environmental stewardship is more important now than what it was two years ago, the data found.

– Bart Casabona, director of social media at Pitney Bowes, on why more companies are enlisting employees to create an army of branding ambassadors

Book Rec

Building a StoryBrand: Clarify Your Message So Customers Will Listen

By Donald Miller

Donald Miller’s StoryBrand process is pretty straightforward. When it comes to providing a solution for companies discussing their brands, his meth od works. Miller’s revolutionary process for connecting with customers provides readers with the ultimate competitive advantage, revealing the secret for helping their customers understand the compelling benefits of using their products, ideas or services.

How does he do it? Building a StoryBrand teaching readers universal story points all humans respond to – the real reason customers make purchases; how to simplify a brand message so people understand it; and how to create the most effective messaging for websites, brochures and social media.

Whether you’re the marketing director of a multibillion dollar company, the owner of a craft brew brand or the lead singer of a rock band, Building a Story Brand will forever transform the way you talk about who you are, what you do and the unique value you bring to your customers.

It’s the story every craft brewer should read.

“We look to the employees and give them recognition. We are giving them the opportunity to put their imprint on the program, which makes it more compelling.”

Made in Boston

On the streets where everyone knows the Night Shift Brewing brand, the story of its auspicious beginnings is well known. A trio of friends in a kitchen in Somerville, Mass., took a 5-gallon boil kettle, a Gatorade cooler mash tun and some basic starter recipes, and started dabbling in a little home brewing. In 2007, before the craft brewing phenom enon became a worldwide obsession, they slowly started to refine their process, tweak the recipes and upgrade their equipment.

By Michael J. Pallerino

The Night Shift Brewing founders eventually moved their operations out of that Somerville kitchen. Today, with more than 60 team members, including bartenders, brewers, salespeople and microbiologists, the beer is one of the New England area’s grandest obsessions.

Before long, they found themselves up past midnight brewing two to three times a week. Office workers by day, they became homebrewers by night. That initial dabbling of recipes is now one of the Boston areas favorite craft brews.

Operating from a 30,000-square-foot facility in Ev erett, Mass, the Night Shift Brewing story continues to enhance it legendary status. With its wide array of unique, complex flavors, the Night Shift name remains at the center of the craft brewing explosion.

Craft Brewing and Marketing sat down with Night Shift Brewing co-founder Michael Oxton to get his thoughts on why his brand is helping lead the craft brewing charge and what the future holds.

How the Night Shift Brewing brand became one of Beantown’s favorite craft breweries

Night Shift Taproom

Photography by: Tim Oxton / Night Shift Brewing

Give us a snapshot of today's craft brew market from your perspective.

The craft beer industry has been growing and de veloping so quickly that change is really the biggest constant. Every day there are new businesses on the scene, new trends developing and more oppor tunities to engage with the larger community. It’s an exciting and challenging task to consistently stand out from the crowd.

What trends are defining the space?

Telling a coherent story and cultivating a cohesive image is where a lot of breweries are focusing their energy. Since most of us are operating across so many mediums – taprooms, social media, prod uct packaging – there are a lot of opportunities to showcase who you are. When it comes to brand ing and graphic design, that often means building a consistent tone and a set of visuals rather than just taking each project independently. We’re hoping that a craft beer drinker can see our work from afar and immediately recognize it as Night Shift Brewing.

On the production side, we al ways aim for a balance of quality and innovation. We’re fine-tuning new recipes all the time – from mixed fermentation sours brewed with lactose sugar, to fruited double IPAs, to traditional Ger man styles like zwickelbier and schwarzbier. More often than not, breweries are barrel-aging, using wild yeast strains and producing hoppy beer all at the same time. In response, con sumers are showing up to taprooms to try an array of styles instead of just their go-to.

We don’t focus on chasing trends, but we do try to adopt new processes and drive industry innovation. When it comes to small-batch re leases, we’re able to express a specific idea or inspiration through our products. A great exam ple is Fluffy – a New England IPA. The recipe was originally created by one of our production managers, Anna Jobe, to highlight a soft and pillowy mouthfeel. We released it on draft at our taproom and it resonated with our fans in a big way – so much so that we’ve brought it back in

cans multiple times. Our production team stays on top of what’s new in the brewing world, and that beer is a great example of how we got in on the New England IPA craze early.

What is the Night Shift story from a brand perspective?

Night Shift Brewing is a company born from experimentation and curiosity, and we’ve never been shy about sharing the real stories behind the beer we’re producing. Our new projects, our personal interests, our mistakes – none of it is meant to be kept a mystery. You can see this in our dedication to quality – our willingness to dump beer that isn’t up to our standards and our fierce advocacy for freshness.

As we’ve grown, that ethos has stayed, but we’re talking about bigger things nowadays. Topics

like sustainable growth, quality control decisions around different packaging formats, and the Mas sachusetts distribution system are all on our minds.

The sense of excitement and transparency upon which we were founded hasn’t left. More resources simply means more innovative oppor tunities, so we’re continuing to push forward with recipe development and new brewing processes. Those initiatives are born from that continual sense of curiosity, but we’ve improved our capacity and capability to tackle them.

Over time, we’ve added incredible people to our team while keeping our core values intact, ensuring a consistent, strong brand identity and culture.

The craft beer industry has been growing and developing so quickly that change is really the biggest constant.

Brewer Brett Kennison at work

Walk us through your branding strategy.

The strategy starts with high-quality beer. Without that, we’re not telling a story worth standing behind. The passions and expertise of our production crew are a big part of who the company is, and their work is the basis for the vision we’re sharing with the world.

From there, we share that vision in our Taproom by empowering our staff to educate the customers about our products, while enhancing their experi ence through exceptional hospitality.

On the partnerships front, we put a lot of effort into making sure that our distribution partners are strong advocates for our work. The more effectively we can communicate the story and vision to them, the easier it is to ensure that the end-consumer is impacted by it.

Our visual branding is all about storytelling. A lot of our visual identity is centered around our hop owl logo, which began as a quick sketch of mine back in 2009 for our homebrew labels, and we keep that front and center as often as possible. It’s a reminder of our nocturnal homebrewing roots and a great way to share our company’s history.

Outside of that, we try to experiment as much as possible, while still creating recognizable themes like our Weisse series and our small-batch IPAs (Fluffy, Tim ber!, Craigerator, etc). At the end of the day, we use our branding to highlight our values and the stories we see at Night Shift on a daily basis. If a label, poster or design can help showcase the inspiration happening behind the scenes, then it’s a job well done.

Talk about your distribution strategy.

We self-distributed right out of the gate in 2012, and that independence has always been a huge part

of the Night Shift identity. It started with us driving around with bottles and plastic kegs in the back of a Subaru Outback, and eventually grew to the point where we had multiple box trucks delivering cans and (non-plastic) kegs of Night Shift around the city.

Night Shift Distributing was started with the goal of disrupting the distribution scene in Mas sachusetts. Our team was frustrated by archaic franchise laws that lock in brewers for eternity, and we knew that others shared our frustration. So, we started the distribution company to offer fellow craft breweries a like-minded distribution partner with a strong focus on beer quality and freshness, brand control, and customer service. NSD is for brewers, by brewers and now operates as its own separate company – striving to create a better craft distribu tion landscape here in our home state of MA

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

Standing out. Everyone is trying to share their mes sage and break new ideas first without just adding to the noise. It’s inspirational and motivating, but it’s also a challenge that every marketing and sales person in the industry is constantly aware of.

Having an identity that customers understand, and branding that they recognize makes all the difference when there are 15 different local IPAs on the shelf. Our job is to maintain connections with our loyal fan base while creating new connections with an audience of potential fans. A customer purchasing their first four-pack of Night Shift today should feel like they're joining an exciting chapter in the Night Shift story just as some of our very first

(Top left) Small-batch IPAs from Night Shift, (Far left bottom) NSB beer about to go out for distribution, (Inside bottom left) Two mixed fermentation sours from Night Shift’s Weisse series, (Above) Brewer Craig Kennison at work

customers did back in 2012. That’s really hard to maintain, but it's so important.

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

Jury’s still out on whether it’s a secret, but we’ve always relied on honesty and keeping an open dialogue. No one is interested in seeing another ad that is forced upon them or digesting another insincere marketing cam paign. Be yourself, share your passions, and don’t be afraid to eat some humble pie when things go wrong.

If your product is great and your dedication is earnest, the community will respond to your work. When they respond, listen. Listen to the people who come into your taproom or write to you on social media, and take what they say seriously. Branding is absolutely a dialogue, not a mono logue, with your consumers.

What is the one thing that every craft beer brand should be doing in the way of marketing?

It’s hard to say that there’s one cover-all strategy, but making sure your employees are a part of the

message can’t be understated. Everyone needs to buy-in and really believe in the brand, otherwise, it’ll be just another job versus a passion and your fans will feel that.

Whether you’re sourcing information from tap room staff, featuring different employees on so cial media or just posting quick, easy Instagram stories about your staff’s day-to-day, it’s always smart to keep your marketing people-centric. At the end of the day, a personal touch is often what builds the relationship with a lifelong supporter.

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

Right now, it’s growing the Night Shift brand in our Massachusetts wholesale market. This means a huge focus on consumer education and awareness, strong partnerships and cohesive branding.

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

Nailing down our 2018 release calendar. Got some exciting beer on the horizon.

Drinks with Night Shift Brewing co-founder Michael Oxton

What's the best thing a customer ever said to you?

“Can we volunteer to help around the brewery?” – three customers at our first tasting in 2012. All brothers. They now all work for us as full-time brewers.

What’s the most rewarding part of your job?

Growing our company with the amaz ingly talented team of people that we’ve built around us. And drinking our delicious beer with them at the end of the day.

What was the best advice you ever received?

From my dad: “If you wake up to find yourself in a gray jacket and gray pants, carrying a gray briefcase, head ing out to your gray car, on your way to your gray office, make a change. Don’t live a gray life.”

When I was a kid, my dad had this realization one morning on the way to work. He promptly quit his office job to start what eventually became a suc cessful photography business with my mom. Gotta follow the passion. I did the same right before founding NSB. I left my cubicle job to build a brewery with Mike and Rob on a shoestring budget, a crazy dream, and plenty of passion. Haven't looked back. Don't live a gray life.

From Allagash’s Rob Todd: “Be relentless about improving. When you see trash, pick it up. The little things matter. Don’t take yourself too seriously. Smile. Listen.”

What is your favorite brand story?

The first batch of our flagship New England pale ale, Whirlpool, was a total experiment. We brewed it into a non-jack eted, room temperature brite tank and just let it free rise ferment. We ended up with a few sixtels and zero idea how it would taste. It was ridiculously good, and customers loved it. We sold out almost immediately, brewed it again in a bigger batch, and Whirlpool took off from there. It tastes a lot better today than that first batch, but those bright citrus flavors and soft, sessionable qualities were there from the beginning.

branding By Eric Balinski

Odds: 3,000 to 1

Let's face it –sometimes new product fail. But when they hit, the rewards are worth the ride.

Many times people, as well meaning as they may be, just can’t tell you what to make, but they will assure you they are right if you listen to them.

“Without question, the greatest invention in the history of mankind is beer. Oh, I grant you that the wheel was also a fine invention, but the wheel does not go nearly as well with pizza.”

A fitting quote to start this article on new product innovation, as my last article used pizza as a meta phor to discuss how to grow the craft beer market.

Odds are as a craft brewer, you go to bed at night dreaming of creating a brew that will start a new trend or push you to the front of a current craft beer trend. At this year's "Great American Beer Festival" in Boulder, Colo., some brewer’s dreams played out, with awards in 98 categories of beer, covering 161 different beer styles.

Let’s face it though – creating new products is a tough game. In general, most new products fail. Studies suggest greater than 80 percent fail. One study on new product development found, for every one idea that turns into a commercial success (it makes money and pays for the investment), it takes at least 3,000 ideas being vetted before the one that finally succeeds. That’s a lot of thinking, sweat, frustration and failure along the way to success.

Product innovators tend to fall into one of two broad categories: The Inventor – typically one

person whose own ingenuity guiding force behind experimenting until he hits upon something people like or need. Thomas Edison is a great example of a genius. The other type is the Plotters – this tends to start with a team that methodically follows a plan, charts each step, analyzes results and adjusts until they achieve the desired end result.

Most large companies follow a regimented process like this because they have more faith in a process than creative genius. They also claim more success than they actually achieve, which is why many of them will buy a smaller more creative com petitor, as is occurring in the craft beer industry.

Both approaches have merit, so it’s not uncommon to see some blending of the two, though one will domi nate within a company more than the other because of a company’s culture, leadership and talent. Whatever your approach, it all starts with generating an idea. Typically, there are several common areas that spark product ideas and innovation. They include Trends, People and Vision. Here is a brief overview on each:

– Humorist and writer Dave Barry

Trends

Innovators often study and follow trends. Craft beer is a trend in itself, with trends within the craft beer trend. Forecasted trends for 2018 suggest brewers will make and consumers will drink more: botanicals beers, wild and sour beers, barrel aged beers and hazy IPAs. This is terrific up to the point that you realize ev ery craft brewer is aware of these trends. Following trends does not mean you are guaranteed to suc ceed, as most of your peers are following them, too. Let’s not forget either that following trends brought us beverage failures such as New Coke, Coors Rocky Mountain Sparkling Water, and Zima. Trends often do provide an initial hint of a new product, and for that reason alone are worth your attention.

People

Innovators often follow their customers, employees or thought leaders ideas as the source of news ideas and products. The voice of the customer/em ployee/thought leader can have wonderful insights. Yet, many times, people can only articulate what

they like or don’t like, giving little useable insights to effectively shape a new product’s direction. Many times, people, as well meaning as they may be, just can’t tell you what to make, but they will assure you they are right if you listen to them.

Vision

People wake up with a dream and a new idea. Or maybe while mowing the yard or walking the dog, the big idea hits them. Often and unexpectedly, something triggers an inspiring vision of possibilities.

Perhaps the most renowned inventor who possessed the gift of vision was Leonardo da Vinci, though even he would be shocked that a painting of his sold this month for $450 million. Most likely this is also how many craft brewers started and built their business. Based upon an insightful vision backed by passion for a style or flavor, they thought they could do better, and thus launched their brewery. Bravo and many more sweet brew dreams.

While these three sources of new ideas are worth tapping, it has been my experience many new products

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are also seeded by unlikely sources. Unfortunately, one’s own beliefs can blind one to recognizing and using these sources to create new products.

Allow me to give an example: A former client made ingredients that imparted unique characteris tics into their customer’s end products. They were a well-established pioneer in the field with current revenue, making them a large mid-sized company. But they were frustrated that all their new ingredients innovations fell flat with their customers.

In other words, after years of spending con siderable money on new products, none of their customers bought any of their latest stuff.

A conversation with the team revealed they had segmented their customers into five distinctive buyer groups, each with different needs for ingredients. For logical reasons, the team only introduced new ingredients to their important, biggest or most lucrative custom ers, because the team thought they would best appreciate the new ingre dients. They didn’t. Ever.

Innovators often follow their customers, employees or thought leaders ideas as the source of news ideas and products.

These product successes resulted only after peo ple in the company, considered customers outside their traditional sweet spots. This dynamic is not exclusive to this company or industry. Why? People creating new products tend to talk with people they know, people who currently buy the most, people they like, and people that are liked minded.

As Leonardo da Vinci said, “The greatest decep tion men suffer is from their own opinions.” While there is great value in an aligned team, like-minded ness can and does affect new products successes, not always for the better.

Continue watching trends, talking with current cus tomers and employees, hoping for a vision to hit, but don’t settle there. Here’s what you should also do to find insightful inspiration that could create new products for your brewery:

• Talk to and hang around people you don’t sell to or sell very little to.

• Study people who are not like you, don’t think like you do and people you may not agree with.

• Go to places that aren’t centered on craft beer, like a winery, a martini bar or places where people gather to have a good time, but where craft beer may not be the featured attraction, or even sold.

• Don’t be afraid to take some of your old new products that “failed” with your customers and introduce them to completely different customer groups.

The team also had one odd-ball customer group considered to be low value. As we discussed what made them odd, the light bulb went off that their least favored customer group might have the most poten tial use for the new product ingredients. With noth ing to lose, they dusted off 10 years’ worth of new products and introduced them to the odd-balls, who themselves had customers eager for new products.

The odd balls had terrific success with the new ingredients and launched new product after new prod uct based upon the old developments. Not surprising, once low value oddball customers succeeded, they created a trend with the important, biggest and most lucrative customers buying the ingredients, too. The result for the company was an amazing amount of increased sales, doubling its size in only five years, all based upon old new products.

• When all else fails, look way outside your in dustry. “I do condition my hair with honey and beer. I smell like the bottom of a beer barrel for for days afterward, but it's very good for the hair." – Catherine Zeta-Jones

My hunch is there are plenty of idea sources for new products that brewers are not tapping into. The counter-culture, edgy look and feel of brew ers’ websites and social media pages suggests an industry norm, all the more reason to step outside these norms to find new ideas.

As Peter Drucker said, “If you want something new, you have to stop doing something old.”

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

By Eric Johnson

Your marketing toolbox

Making choices with variety packs

Revolution Brewing is a winner. Combining more than one beer style in a 12- or 15-pack format isn’t revolutionary. It has been done for decades by both big beer and craft brewers. Variety packs can be advan tageous in grabbing more shelf space. They offer potential for expanding the palates of customers already familiar with your flagship brand.

In today’s ultra-competitive marketplace, how would you get your variety pack to stand out – if you make the decision to even launch one.

Time for some serious brand strategy considerations.

In Craft Beer & Marketing is sue No. 3, we featured Revolution Brewing in Chicago. We shared its unique story as well as its insights on contemporary market conditions. The trend toward big ger packaging received a mention from Doug Veliky, CFO/CMO of Revolution, as did its “League of Heroes Series (LoH)” of rotating IPAs.

Recently, we had the pleasure of a follow-up visit with Doug and Revolution, which led to taking home the latest edition in the “League of Heroes.” Net result, a remarkable experience. Equally impressive were the brews themselves, as well as the multiple branding choices surrounding them. All are worthy of review.

Let’s look at how this variety pack became the No. 1 seller in the Chicago market (per IRI stats). As Veliky mentioned, “League of Heroes” offered many oppor tunities for expression. For Rev’s brewers, LoH is a platform for them to work with newer hops. For Rev’s branding team, the series cuts loose the inner comic and superhero geek within. There were multiple inspi rations all coming together in “League of Heroes.”.

The Beer Rev fans are knowledgeable and discriminating con sumers. They have high expectations of Revolution, especially with regards to freshness. The “League of Heroes” series brews are all single-hop varieties (for example: Galaxy, Mosaic, Amarillo, etc.). All are

canned within a couple days of each other. Twelve packs are hand-packed and issued in short runs every two weeks. The date of the oldest can is stamped on the carton. That’s a serious commitment to freshness.

The Brand Concept

“League of Heroes” is a concept extension of Revolution’s earlier “Heroes” series of specialty IPAs. “Heroes” issues have been one brew per six-pack format. They have been marketed as seasonal with rotation every two to three months.

The “League of Heroes” concept was created with the comparative experience in mind. Each 12-pack contains four different IPAs. Always included is the Anti-Hero flagship brand. The past November was the third release of the League 12-pack. Each features a different mix than earlier issues. Over the year, the “League of Heroes” issues stand as an educational experience in hopped styles.

The Imagery

Revolution’s visual expression of brand identity has been rich in comic book style characters from the beginning. Just look at The General featured on Anti-Hero IPA.

The Heroes series of characters started when Rev olution was asked to do a brew for C2E2, the Chicago Comic & Entertainment Expo. Galaxy Hero came first. The other characters in The League just rolled on from there. And by the way, Rev’s Anti-Hero can made the Top 10 in Russ Phillips 2014 book, titled “Canned! Artwork of the Modern American Beer Can.”

The Finish

“League of Heroes” is a verified success story for Rev olution Brewing. Innovation in brewing and branding. What’s your variety pack story? What might it be?

By Eric Johnson

Music and Beer

CBAM looks at which came first –and why it matters

Which came first, the music or the beer? It depends on who you are. The answer may differ by circumstances of the moment.

We asked that question to our Chicagoland friends, a group of craft brew aficionados that includes brewery founders, musical artists and retail establishments known for supporting both.

Separately interviewed, it was as if we were in the same room hoisting brews. Not so coincidentally, same

shared community. The collective answers were re sounding. Beer and music are exceedingly intertwined, almost inseparable. Together, they enrich our lives.

For Alan Cromwell, co-founder of Blue Island Beer Co., beer and music are life threads. Same for John Condron, a Chicago-based singer/songwriter/ producer and former co-owner of a pub renown for support of craft brewers. Likewise, Jeff Julian, co-founder of the indie rock band, The Vaudevileins.

Photo by: Tim McLaughlin of Hapless Guitar Photography

He also is an occasional home brewer and full-time communications director for a non-profit organization. Throughout our interviews, as well as ones with other artists, we heard the same phrases de scribing their inspirations and endeavors. Authen tic. Personal. Experiential. Expressive. Localized. Intentional. Hard-working.

Blue Island is a small city 16 miles south of the Chicago loop, population 25,000. It’s a working-class

place with industrial, mercan tile roots back to the 1830s. The Cal Sag Channel of the old Illinois Michigan Canal still runs barge traffic through it today. Before Prohibition, there were seven breweries here. Blue Island Beer, founded 2 1/2 years ago is the first one since.

For Al Cromwell, the roots of inspiration for Blue Island Beer came from coffee. Not the bever age actually, but the local coffee house scene of some decades back. As an artistically-inclined young person, Cromwell gravitat ed to those places.

“I was a punk-edged rock ‘n’ roller," Cromwell says. "Way back, we had a band called The Seventies. It was a dou ble-entendre of our birth years and musical style. At that time, coffeehouses were where it was at. They were places for art, music, and conver sation to happen. I had some older friends tour ing California and they came back sharing great experiences. Places like that are rare now. Coffee got corporate. We lost something when it did. In founding Blue Island Beer, one of our goals has been to create that type of cultural epicenter that didn’t exist anymore.”

For John Condron, his early life was all about the music. Condron is a city boy. Raised in one of northeast

Al Cromwell, Blue Island Beer Co.

Philadelphia’s many working-class neighborhoods, ChicagoLand and Craft Brew came much later.

“I’ve been traveling in some capacity or anoth er for over 30 years," Condron says. "My earliest exposure to what’s now considered craft was at out of town gigs. Beerwise, we’d always ask for something local. It was all about the experience. Stuff we couldn’t get back home. Like finding local food fare. When out of town friends played in town, it was the same. We insisted they have Philly Cheese Steaks.”

Blue Island Beer is unique in ChicagoLand for its consistent support of musical artists, especially being a smaller, stand-alone brewery. Condron and Julian have each performed at Blue Island. Word is spreading among circles of regionally-touring artist friends that Blue Island can be a great gig. It can also be source of well-crafted brews and multi-sensory evening for both local pa trons as well as performers.

Not surprising for a “communications” profes sional, Jeff Julian is articulate and multi-talented. To that, he demurs, in amusement.

“I’m a believer that one should fail in many things in life," Julian says. "I’ve failed well in a variety of arts over the years, including creative writing, music, brewing, and the spoken word. Beer is much easier to drink than make. Like Al, I’m a fan of the coffeehouse scene. A few good ones are still out there. Like John, I’ve always hungered for the richness of local experience.”

• Cromwell: Our goal is to make great beer. But as a local small business, it’s more than that. We promote product and experience. We attract peo ple willing to pay for quality and be part of something more than a beer. It’s synergistic. Here, you can share an evening with friends. You can be part of a fund-raiser for a local Bluegrass festival. Stretch your musical aware ness. We host artists doing everything from Irish to avant-garde, to spoken word, to hip hop from Nashville. It’s become an organic evolution.

• Condron: Blue Island is special. They are so intentional in what they do. Much greater attention to lights, sound, stage placement, etc. Beer, too, of course. What they do gives musicians the best shot at their performance art. Brewers tend to be supportive of musicians, especially original ones. We’re kindred craft with deep connections.

• Julian: Music and beer are risky propositions. We both have such competition. Is there a need for another IPA? Another rock ‘n’ roll band? Every chord progression has been done. Every beer style made. We’re spoiled for choice for both in Chicago, really. But, there’s still room for expression, for peak experience. Brew and music are the same in this. They take dedication and hard work. Lots of thought and care, practice over and over. Consistency is the elusive objective. Tougher with greater volumes. Through it all, a sense of authentic personality is created.

• Cromwell: Blue Island is a reflection of who we are and what we love. Artists pick up on that. They have a welcoming place here. We’re a community place in many ways. And our clientele in one night ranges from age 21 to 70. The craft-drinking public gets it, too. They can smell it when a place is not authentic. First-timers come here, see art on the wall, gig posters in the window. And, top-quality interesting brews to en joy. What more is there? I’ve often said, “Living well is the best revenge.”

• Julian: Reminiscing is a trip. A very long time ago, as a music review er, I interviewed Alan and his old band, The Blue Meanies. Does he remember that? It’s interesting circling back, seeing what he’s doing here. As an artist, I’m actually inspired by craft brewers. Love the ideas, the creativity, especially packaging. I’ve learned about promoting and branding from them.

Photo by: Kevin Errek

These interviews prompted John Condron to look back as well, including his years as a partner in Chicago Street Pub in Joliet, Ill. John and Mike Trizna went in together 15 years ago.

Today, Mike and his wife, Kathy, carry on. Chi Street has become the place for live music, great craft brew and homemade-style pub food in Will County. The Triznas are supreme supporters of these related

arts, including having organized and managed “Hopstring Fest” for five years.

Hopstring’s tag line is, “a Celebration of Craft Beer and Original Music.” Condron, Julian and Cromwell are all veterans of Hopstring and Chicago Street.

"Craft beer wasn’t an epiph any moment at Chicago Street," Condron says. "People started to request things out of the ordi nary. Brewery reps and distrib utors were instrumental in us all trying new things, especially 10 years ago – even today. They spent time with us. Supported musical events. Over time, you get really educated on what

portfolios are available. There’s such a great level of awareness now. People like us, we gravitate to it. Every night now, Chicago Street is filled with people who love both craft brew and original music.

In ChicagoLand, there are other Craft Brewing establishments that regularly support musical artists. Quickly coming to mind are: Two Brothers, Haymarket, Tribes, 350 Brewing and Lagunitas. Many oth ers sponsor and/or host music festivals, Lagunitas being prominent. They were the largest sponsor of the “Hopstring Fest,” for example.

All said, Blue Island is unique for now. It's the only brewery, not also operating a restaurant/ bar, to be such firm supporters of musical artists. Hopefully, more will follow. Change is inevitable. And with it all is the potential for inspiration.

“The only thing that re mains constant is the absolute base-level connection between music and craft," Condron says. "It’s the same people.”

Blue Island Beer Company http://blueislandbeerco.com/

John Condron www.johncondron.com Jeff Julian http://vaudevileins.com

Chicago Street Pub http://chicagost.com/

“ Brewers tend to be supportive of musicians, especially original ones. We’re kindred craft with deep connections.”

– Chicago-based singer/songwriter/ producer John Condron

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From Pursuit to Purpose

We live in a culture that promotes constant growth. You know that old saying, “If you’re not growing, you’re dying.” As an executive coach and entrepreneur, I agree with the need to grow. There are two different kinds of growth that I have experienced: Pursuit and Purpose. Both have their place and serves a purpose.

In Pursuit, the focus is more so on quantity over quality. How much we can get done and checked off the list? How much more can we do? How much more can we accomplish? At work, it’s the size of our budgets, the number of new open ings or remodel projects, the deals we close, our titles and the endless list of responsibilities.

On the home front, we’re saving for our kids’ futures: colleges and weddings. We do so to provide them better opportunities. We want them to have a better life than we did and, in doing so, we’re focused on Pursuit. In Pursuit, we accumulate stuff, stuff upon stuff; purging the old stuff just to get new stuff. We accumulate from a physical point as well as from an emotional point.

The accepted norm is the recognition we seek via social media, as an individual or as an organiza tion. How many likes? How many views? How many followers? It is a never ending cycle – the pursuit to collect and accumulate.

I’m sure many of you may have done that at one point or another in you life. Some of you are still in Pursuit, and there’s nothing wrong with that. I lived my 20 years in Corporate America as one long endless Pursuit. There’s no doubt that you’re having fun while you’re pursuing, and there is an unbeatable feeling of what you define at the moment as success.

But like anything else, success comes with a price, too. We allow a tremendous amount of stress into our lives. It’s easy to lose track of why we do what we do. What we believe will make our families happy, will make our parents proud and will give us that financial security we’re all seeking is lost in this constant pursuit cycle. We actually think we’re in our top game.

The truth is we’ve just started playing. The top game comes when the shift happens – when Pursuit evolves to Purpose. Something clicks, and what we truly believed was personal power when we operated in Pursuit is simply a shadow to the power of Purpose.

You see, the power of Purpose goes beyond our own needs. It goes beyond the busy day-to-day transactional details. It goes beyond accumulating. It’s addressing a longing; a benevolent calling that grows beyond our physical view and even our phys ical space. It reaches out much further than we can imagine and impacts the masses for a greater good.

When we are on Purpose, we are finally still. And in this stillness we finally feel and hear our own breathe. We are in the moment and that is true power.

Our industry once had us traveling the country, building new locations and remodeling at the speed

Grace Daly is the founding host of ShopTalk360.com, the industry podcast show. With more than 20 years directing design, construction and facil ities for national retail brands, Daly’s current role as inter viewer, 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

of light. Those days are few and far between now. It doesn’t mean it’s over – it just means there’s a different game; a deeper conversation on our brick and mortar world.

The savvy players in our industry come pre pared with new and open mindsets, and they grant themselves the time to listen, learn and transition into this new game. For your brand New Year –what will you do differently? What will you do for yourself? What will you do for your Purpose? CCR

When we are on Purpose, we are finally still. And in this stillness we finally feel and hear our own breathe. We are in the moment and that is true power.

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Thank you for your service

When returning home from our CCRP Scottsdale, Ariz, in early December, it was my one of my memorable flights ever taken. As usual, I booked my seat in the exit row for more leg room and, most importantly, to be there in case of an emergency.

As passengers filled their seats for a full to capacity flight back to the ATL, an 18-year E2 Seaman apprentice sat in the middle seat of my row. He was looking dapper in his military attire and sailor's cap, navy blue Seaman jacket and uniform underneath. From Tucson, he was making his way back to Norfolk, Va., where he was stationed.

On my way down the aisle, I saw the past two-term Governor of Georgia Sonny Perdue and now Secretary of Agriculture in the Trump Administration sitting on the aisle in coach class. I acknowledged that I knew who he was and shook his hand.

Seaman’s hand with a big smile on his face. The picture on phone, priceless.

If you would have seen this young E2 Seaman Apprentice, you would have been proud to be an American. Fact is our military is made up of many of these young, brave souls who volunteer and are willing to sacrifice it all for our country to remain free and safe from the evil in the world.

With the Holiday season ahead, I want say “Thank You” to all of military personnel for their service and to be safe while on duty.

Let’s not forget about our first responders who help keep us safe 24 hours a day, seven days a week. Just so happens that my nephew just graduated from fireman training school and now will be on call in Hilton Head Island, S.C. Way to go Jordan.

And then there are our yearly shout outs:

• First, to my family for being there regard less of the mood of the day this entre preneur is in. Also, thanks to our dogs for being man’s best friends.

• “Thank You” to all of our valued subscrib ers, attendees, advertisers and sponsors. You're the best.

When the E2 Seaman sat down in his seat, we started a conversation. I asked him if Secretary Purdue shook his hand and thanked him for his service when he passed by his seat. He said no. So I told him, “We're going to fix that.”

So after the plane took off and reached cruising altitude, I went up to the Secretary Purdue's row and asked him if he saw the young E2 Seaman when he passed by his row. He said no. I asked if he would come back and shake his hand and thank him for his service. He said yes.

A few minutes later, he came back and said hello, and shook the young E2

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.

• Next, "Thank You" to our magazine staff for once again doing an awesome job in producing our first-class trade publication and events.

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As we close the book for 2017 and say hello to 2018, we want to wish all of you a Happy Holiday Season with your family and friends. We also wish you good health, prosperity and safe travels.

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With the Holiday season ahead, I want say “Thank You” to all of military personnel for their service and to be safe while on duty.