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TOP10 FEMALE Canadian entrepreneurs
HOW TO
think about computers in the 21st century
Special Feature
CONSTRUCTING COMMUNITIES
JULY 2016
EDITOR’S COMMENT
Hello and welcome to the July 2016 edition of Business Review USA & Canada
H E A D I N G U P T H E R U N N I N G order this month
is a guest piece by Thalmic Labs CEO Stephen Lake, who explains the ways in which we should be thinking about computers in the 21st century. Also featured is a Q&A with the US Green Building Council, and our list is the top ten female Canadian entrepreneurs. Our enthralling company profiles consist of internet data company CyrusOne, theme park construction business Dynamic Attractions, and two other building corporations: Martin Harris Construction, and Ghilotti Construction Company Inc. Also included is a re-run of last month’s insightful PAML piece. Enjoy this issue, and do feel free to tweet your feedback to @BizReviewUSA and @NellWalkerMG
Nell Walker | Editor nell.walker@bizclikmedia.com 3
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CONTENTS
FEATURES
6 Leadership
CyrusOne
20 Technology
26 Top 10
COMPANY PROFILES CONSTRUCTION
HEALTHCARE
34 CyrusOne
108 PAML (Pathology Associates Medical Laboratories)
60 Martin-Harris Construction
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Martin-Harris Construction
78 Ghilotti Construction Company Inc 92 Dynamic Attractions
78 Ghilotti Construction Company Inc
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e
108 PAML
92 Dynamic
Attractions
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PROFILE
American sustainability The US Green Building Council is a non-profit organization which promotes sustainability in the construction sector, offering a suite of Leadership in Energy and Environmental Design – commonly known as LEED – certification denoting expertise in green building. Business Review USA & Canada speaks to USGBC’s Marisa Long about some of the inner workings of the company and the impact it has made on its sector.
W R I T T E N B Y: N E L L W A L K E R
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PROFILE How did the USGBC begin, and how did it grow into such a huge organization? Rick Fedrizzi, current CEO and founding chair of USGBC, David Gottfried, and Mike Italiano established the council in 1993. By 1998, USGBC had successfully developed LEED 1.0, and it began pilot testing 19 projects. Following the success of the pilot program, LEED for New Construction saw a public launch in March 2000. That year, 51 projects participated, and in March 2001, drawing on lessons learned from the pilot program,
USGBC launched LEED 2.0. Meanwhile, certifications outside the commercial office sector began to sprout. Notable early successes in 2000 included the Kandalama Hotel in Sri Lanka – the first LEED-certified hotel and the first LEED international project – as well as the Chesapeake Bay Foundation Phillip Merrill Environmental Center in Annapolis, Md., the first project to secure LEED Platinum. Furthering its movement into new market sectors, USGBC saw the first elementary school – Third Creek Elementary in Statesville, N.C. – achieve LEED Gold in November
Phipps Conservatory Center for Sustainable Landscapes
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The Philip Merrill Environmental Center, headquarters to the Chesapeake Bay Foundation (CBF)
PROFILE 2002. Meanwhile, as a reflection of the excitement and demand within the green building industry, USGBC hosted the first ever Greenbuild Conference that same month in Austin, Texas, with approximately 4,000 attendees; organizers had only expected 1,500. While many anticipated continued momentum within the green building space, few could have foreseen the explosive growth that was to come.
By April 2004, LEED reached a significant milestone: 100 certified projects, mostly in the commercial office space. USGBC launched LEED for Existing Buildings in October 2004, which quickly grew the market. By July 2007, the 1,000th commercial project was certified, followed by the 10,000th registration in November. By 2010, LEED’s status as a transformative force within the buildings sector was unmistakable.
The Georgia World Congress Center spans 3.9 million square feet and is the largest 1 0 LEED-certified J u l y 2 0 1 6 convention center in the country
BUSINESS REVIEW USA & CANADA
Beyond certifying thousands of structures, LEED had also created new markets, especially in the product arena. Before LEED, materials like low-volatile-organic-compound (VOC) paints and green cleaning products were virtually non-existent, but by 2009, these items were in widespread use. The same was true for various other green technologies and energyefficient products, which had become available not only in the commercial
sector, but also for homeowners in the residential space. In 2010, the Green Building Certification Institute certified the 5,000th LEED project. Additionally, in September 2010, USGBC launched the Center for Green Schools as a way to drive the transformation of all schools into healthy, sustainable learning environments. The latest version of LEED, LEED v4, launched in November 2013 after
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PROFILE
ASU owns the most LEED buildings in the state—45 all together as of July 2015— and holds the honor of constructing the first LEED Platinum building in Arizona
passing member ballot in June 2013 following a record six public comment periods. All versions of LEED are required to undergo public comment and must pass a ballot by USGBC’s membership. LEED v4 continues the momentum in green building by increasing LEED’s technical rigor and facilitating its expansion into new market sectors, including data centers, warehouses and distribution centers, 12
July 2016
hospitality, and midrise residential structures. LEED v4 also brings an additional focus on user experience, with significant efforts put toward streamlining the LEED documentation process and developing helpful tools for project teams in LEED Online, the web-based tool for managing the certification process that launched in 2006. In 2013, USGBC celebrated its 20th anniversary. The environmental
BUSINESS REVIEW USA & CANADA
movement as a whole can count LEED among its successful endeavors. Found across all sectors and in nearly every area of the world, LEED plaques adorn college campuses, hospitals, office buildings, sports arenas, restaurants, apartment complexes, manufacturing facilities, retail stores, data centers, police and fire stations and more. Situated at the intersection of business and environmental interests, LEED symbolizes the power of a collective will that insists that our built environment no longer do less harm, but do more good. We have only just begun to unleash its potential.
million square feet of space every day. LEED guides the design, construction, operations and maintenance and recognizes best-in-class building strategies and practices. To receive LEED certification, building projects satisfy prerequisites and earn points to achieve different levels of certification. Prerequisites and credits differ for each rating system, and teams choose the best fit for their project. LEED projects earn points by adhering to prerequisites and credits across nine measurements for building
Can you explain LEED and its importance to the USGBC? Since its launch, LEED green building certification system has quickly become the world’s most widely-used green building rating program, recognizing commercial, institutional, and residential projects showing leadership in environmental and energy performance. LEED transforms buildings, homes, and communities in all 50 states and more than 150 countries and territories worldwide, certifying more than 1.85 13
PROFILE
BUSINESS REVIEW USA & CANADA
excellence from integrative process to indoor environmental quality. Prerequisites are required elements, or green-building strategies that must be included in any LEED certified project. Credits are optional elements, or strategies that projects pursue to gain points toward LEED certification. Credits are developed through several rounds of public comments and in collaboration with the USGBC board, broader membership and staff. As market readiness increases and new technologies become widely available, credits adapt to improve the value and environmental integrity of building projects. Based on the number of credits achieved, a project earns one of four LEED rating levels: LEED Certified, LEED Silver, LEED Gold or LEED Platinum. The LEED rating systems work for all buildings at all phases of development and are meant to challenge project teams and inspire outside-the-box solutions. LEED projects are third-party certified through Green Business Certification Inc. (GBCI), which provides technicians the training and expertise necessary to review and verify building quality and integrity.
How does the USGBC help to manage supply chains? A USGBC working group has outlined minimum steps for product manufacturers that enables them to offer insight and transparency into their processes regarding supply chains that require: a commitment to continual improvement, sharing of information, green chemistry and green engineering; implementation of an environmental management system and require that any direct suppliers of hazardous ingredients have corresponding environmental and health & safety management systems. What continuous improvement strategies has the company implemented? USGBC strives to ensure LEED stays innovative, technically rigorous, and market-relevant. Therefore, LEED regularly undergoes evaluations and other improvements, whether through clarification of specific credit’s language, an adaptation to an existing rating system, or a comprehensive update to an entire suite of rating 15
PROFILE systems. LEED was developed to address all buildings everywhere, regardless of where they are in the life cycle. From hospitals to data centers, from historical buildings to those still in the design phase, there is a LEED for every building. The newest version of LEED is designed to be more flexible and improve the overall user experience. Some of the updates of LEED v4 include a focus on materials, performance, smart grid thinking, and water efficiency. What are some technological advances you’ve employed on the construction front?
Dell Children’s Hospital, located in central Texas
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LEED provides a framework for building a holistic green building, giving you the chance to nail down every sustainability feature and maximizing the benefits of LEED construction. LEED rating system applies to a number of project types, from commercial high-rises to data centers, and is tailored by market sector to recognize a project’s specialized requirements and maximize the benefits of certification. LEED v4, the latest version of the rating system, focuses on increasing
F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E
In Philadelphia 53 of 120 apartments that make up the 2010 grant recipient Paseo Verde are set aside as low-income housing
LEED’s technical rigor, expanding the market sectors able to use LEED, and striving for simplicity in terms of usability. LEED v4 optimizes the foundations developed in LEED 2009, and will continue to improve the clarity, usability, functionality and interconnectedness of the rating systems through future version development.
How does the company manage relationships with customers and partners? LEED rating systems are supported by USGBC staff and volunteers who serve on committees and advisory groups that are constantly reevaluating LEED to ensure it remains robust and efficient. Staff and volunteers also works to develop educational 17
PROFILE materials about sustainable building and to support the USGBC mission, while other green building councils around the world are helping keep LEED leaning forward internationally. USGBC works toward its mission of market transformation through its LEED green building certification program, robust educational offerings, a nationwide network of local leaders and affiliates, the annual Greenbuild International Conference & Expo, and advocacy in support of public policy that encourages and enables green buildings and communities. USGBC offers membership to organizations from all fields. Our members are local and international, big and small, mission and marketdriven. They make an impact within their sphere of influence and advance the movement for a more sustainable built environment. Members can join at four different levels – organizational, silver, gold and platinum – and can take advantage of exclusive opportunities to access online education, maintain their LEED professional credentials, discuss and share knowledge through the USGBC blog and garner access to a whole host of green building resources. 18
July 2016
The green roof of the U.S. Coast Guard Hea
What is the most important aspect of the company you would like communicated? USGBC’s vision is a green building for everyone within this generation, and is committed to transforming the way our buildings are designed, constructed and operated through LEED. Every day, USGBC is helping advance spaces that are better for the environment and healthier for
F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E
adquarters in Southeast Washington, D.C., is one of the largest in the world
us to live, work and play. Through USGBC’s community network, continuous collaboration with industry experts, market research publications and LEED professional credentials, USGBC remains a key driving force in the green building sector. There are LEED projects in more than 150 countries and territories, representing every continent except for Antarctica. LEED is being used in highly industrialized nations and newly
developing ones, and LEED is helping to demonstrate the enormous power and potential of the emerging green economy. In the US alone, according to a domestic economic impact study last year, the green building sector is outpacing overall construction growth in the US and slated to contribute 2.3 million jobs in 2015. To explore a variety of recent LEEDcertified projects, visit USGBC’s project directory. 19
T ETCE CHHN NO OLLO GOYG Y
HOW TO THINK ABOUT COMPUTERS IN THE 21ST CENTURY
WRIT TEN BY: STEPHEN L A K E, CO -FOUNDER AND CEO OF THALMIC LABS
TECHNOLOGY
Computers are everywhere. In toasters, washing machines, refrigerators, cars, and thermostats (to name an arbitrary few). At last year’s Consumer Electronics Show (CES) - Mecca for tech geeks - Intel CEO Brian Krzanich showed off ‘Curie’; a computer so small he wore it as a suit button on stage. We live in a world of ubiquitous computers. But right now, the way we interact with them is so awkward that people question their very utility. As UX/UI design guru Golden Krishna describes the modern connected oven: “We slap a seven inch, Android-powered touchscreen on it so you can watch YouTube while you bake cookies.” The problem here is a failure of metaphor. We think about the ‘computer’ inside the oven like a desktop computer. We know that, to talk to it, it needs a few basic ingredients: a screen, some kind of desktop and - of course - a QWERTY keyboard. To change how we interact with these new forms of computers, we have to change how we think about computing itself. What if, when you thought about 22
July 2016
Thalmic Labs opening in November 20
using your computer at home, the thing that jumped to mind wasn’t the familiar setup: screen, keyboard, pointer, and processor. What if it was just your home itself? Many interconnected pieces that you could control simply and easily from
BUSINESS REVIEW USA & CANADA
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wherever you are. Your screen could exist anywhere, at your whim, and vanish when you didn’t need it. The way you interact with that screen - to start a movie, launch a gaming application, or
browse news and weather - could be the same as how you interact with your oven, microwave, and refrigerator. Walking around, your house changes what part of the computer you talk to, and you control everything effortlessly 23
TECHNOLOGY
Shipping day team
with natural, intuitive inputs. The same could be true for shared screens in public places. What will it take to get there? A few ingredients: • Computers so small we forget we’re wearing them. • Computers aware of our context: where we are and what we’re doing, so they can better understand what we intend without us having to tell them. 24
July 2016
• Natural inputs that let us control technology the way we control everything else. • A new metaphor to help us understand this new form of computing. All of these ingredients exist today, save the last one. We have wearable computers now, and they’re getting more fashionable, more popular, and smaller. We have contextually-aware systems, like
BUSINESS REVIEW USA & CANADA
Google Now and Siri, designed to give us information we need without us having to ask. We have a growing ecosystem of natural controllers; gesture control inputs like the Myo armband that read our muscles, voice control inputs that get more robust each year, and truly exotic inputs like the Muse headband designed to translate brainwaves into technology inputs. Right now, we’re reaching a point where today’s technology has not yet
realized its potential. Researchers have created a suite of astonishing technologies that break computing out of the old paradigm and release it into the air. Computers are all around us and connected, enabling interactions that would have been unimaginable in the heyday of the GUI. What hasn’t caught up is our metaphor. We’re stuck in the office, thinking about computers in a way that limits their capability. 25
TOP 10
TOP 10
FEMALE CANADIAN ENTREPRENEURS Canada is second only to the US in entrepreneurial activity, and women in this sector are on the rise. Here are the top ten female Canadian entrepreneurs according to the PROFITguide.com W100 2016 list. Written by: Nell Walker 27
TOP 10
10
RATANA STEPHENS
Co-CEO, Nature’s Path >> As co-CEO, Stephens has seen Nature’s Path grow into North America’s largest organic breakfast food company with a revenue in 2015 of $250 million-$500 million USD. The company began in 1985 selling manna bread, and has since appeared on many official lists of both the best and greenest Canadian employers.
9
SHANTAL FELTHAM
President and CEO, Stiris Research >> Stiris Research offers biotech and pharmaceutical companies the clinical trial solutions required to further medical knowledge, and Feltham is the President and CEO. Last year the company’s revenue was between $5 million and $10 million, and boasts strong ethical values which ensure the finest possible team is employed and retained.
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BUSINESS REVIEW USA & CANADA
8
SUE BENNETT
Principle and CEO, Bennett Design Associates >> Bennett began her company in 1997 in a quest for a greater balance between her home life and her work. The company quickly became a popular choice for customers, and a strong player in the interior design industry. Bennett enjoyed a revenue of $5 million-$10 million last year, and the business continues to grow apace.
7
LAURA ARANEDA
President and CEO, Vic Progressive Diamond Drilling >> Beginning in 1987, Araneda took over the family mining business in 2008 and has expanded the business exponentially since, growing the team and introducing a business development manager with expert knowledge of geology. Revenue for 2015 was between $10 and $20 million.
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TOP 10
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RACHEL MIELKE
CEO, Hillberg & Berk Accessories >> Mielke’s young jewellery company was formed in 2007, and once she expanded her team with two fulltime customer service staff, online sales increased by 205 percent. Last year Hillberg & Berk enjoyed a revenue of $5-$10 million, and to date has donated over $500,000 to women’s charities in the pursuit of female empowerment.
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ALLISON GRAFTON
President, Rockwood Custom Homes >> The multi-award winning Rockwood Custom Homes threw caution to the wind in the face of a resource downturn, as Grafton and her business partner chose instead to throw themselves into ambitious construction projects regardless. This positive attitude paid off, as the company enjoyed a revenue of $20-$50 million in 2015.
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LEIGH TIMEL
Co-CEO, Gravity Partners >> Himel’s company provides strategic consulting and marketing communications services to some huge international businesses, ensuring 2015 revenues of $5-$10 million. Himel is a big believer in entrepreneurial spirit, and that watching and learning market trends will lessen any potential business risk when starting out.
3
MIA PEARSON
Co-Founder, North Strategic >> Pearson and her team buck the often short-lived PR and social media agency trend by negotiating budgets with clients on a case-bycase basis, setting the tone for a highly customizable service. This has ensured a tiny five percent customer turnover, and revenue last year of $5-$10 million.
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TOP 10
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SHANNON ROGERS
President and General Counsel, Global Relay >> Global Relay is a technology services company, which was merely a newborn start-up when Rogers left her lucrative career in law to lead the business as President. The international company now boasts a hugely impressive client base – including 22 of the world’s top 25 banks – and 2015 revenue of $50-$100 million.
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BUSINESS REVIEW USA & CANADA
1
TONIA JOHSHAN
President and Founder, Steeped Tea >> Johshan launched her unique tea business in 2006, starting off by hosting 15 tea parties a month. Now – and particularly since securing a partnership with investors from Dragons’ Den –
Johshan offers premium loose leaf tea and accessories that are only available through in-home ParTEAs hosted by independent consultants and online. Steeped Tea enjoyed revenues of $10-$20 million last year.
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yrusOne’s newest 30 Megawatt Northern Virginia facility is completed in less than six months, shattering all known data center construction timelines Global data center provider CyrusOne (NASDAQ: CONE) recently announced the recordsetting, six-month time period from ground breaking to completion of its newest 30 Megawatt facility on its Northern Virginia campus. Completed in less than six months, the project was delivered in the shortest known time to market interval for an enterprise scale data center of this size. Driving this outstanding accomplishment was the company’s use of Massively
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Modular® engineering methods and advanced manufacturing supply chain techniques which enable the company to provide for the lowest costs and fastest time to market in the data center industry. CyrusOne’s stated goal has been to improve its supply chain efficiency to the point whereby it can deliver a completed data center in the same timeframe that customers can order and receive the computing equipment that will reside in the data center. CyrusOne never wants its customer’s business objectives to be slowed down by the speed of their data center deployment. The record setting time it delivered the Northern Virginia facility proves CyrusOne can remove
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CYRUSONE
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CONSTRUCTION
Laramie Dorris
Vice President of Data Center Design & Construction Laramie Dorris is the Vice President of Data Center Design & Construction at CyrusOne, and is responsible for enterprise wide project development & execution of data center construction projects. In his years at CyrusOne, Laramie has been responsible for overseeing CyrusOne’s 2014 record-breaking 107-day Chandler I campus completion in Phoenix, Arizona, as well as the arguably more aggressive 180-day Sterling II facility completion in 2016 located in Northern Virginia. Prior to joining CyrusOne, Laramie was a seasoned construction and design executive for mission critical construction firms. He also previously worked at J.P. Morgan and Bear Sterns on a wide w w w . c y projects. rusone.com 39 range project. Laramie has managed both domestic and international
CyrusOne
that uncertainty for them.  The unbridled demand for growth that cloud and social media companies are experiencing is volatile and overwhelming. Against this backdrop, companies are unsure whether they will be growing at a 50 percent, 100 percent, or 200 percent rate of growth, and the accuracy of the forecasts significantly deteriorates as the forecast horizon lengthens. CyrusOne’s ability to deliver
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large quality data centers with record-breaking speed eliminates the risk customers feel with inaccurate capacity planning, and by reducing the time it takes to deliver a data center CyrusOne is able to lower the cost of delivery, passing those savings on to its customers. CyrusOne previously set an industry record when it delivered a 6 MW facility in Phoenix in 107 days. The newest facility
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Total Solutions: Design. Build. Maintain. IES is a full-service national provider of technology services with superior resources, buying power and the best-trained people in the business. We are structured cabling turnkey installation specialists with extensive experience in Data Center infrastructure design, installation and service. Our wide breadth of services, national workforce and service record means you only have to make one call to handle all your Audio Visual, Structured Cabling, Life Safety, Security and Wi-Fi/DAS needs. Together with our customers and partners, we design, build and service solutions that empower your world.
STRUCTURED CABLING AUDIO VISUAL Wi-Fi/DAS
SECURITY LIFE SAFETY DATA CENTER
IES Commercial, Inc. Communications Division Headquarters 2810 S. Roosevelt Street Tempe, AZ 85282 Phone: 480.379.6200 / Fax: 480.379.6202 Website:Â www.iescomm.com
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Working in the customer’s best interest is the heart and soul of our business.
A PPLIC A TIONS Data Processing Centers Telecommunication Facilities Network Operations Medical Imaging
PRODU C TS Static Uninterruptible Power Supply Systems Diesel and Turbine Generators Paralleling Gear Electrical Distribution Switchgear Power Distribution Units Medium Voltage Rotary UPS (DRUPS Systems)
SE RVIC E S Owner Representative Site Commissioning Conceptual Design Site Surveys Installation Supervision Comprehensive Service
Since 1996, Integ has provided one source responsibility for the conceptual design, sales, installation management and coordination for the support/service of critical electrical back up systems. Integ was formed to provide integrated power protection solutions for mission critical data, communication, medical imaging and industrial facilities nationally. Our Company’s mission is to be the leader in critical electrical support systems by integrating the most reliable products available in today’s marketplace. We look forward to supporting your mission critical needs.
Conceptual Design Integ Systems collaborates with business partners offering a myriad of services. Integ will often provide conceptual designs that allow a project to move on the required fast track. The conceptual design also allows critical electrical/mechanical equipment to be pre-purchased, ensuring a timely delivery and on-time project completion. The process continues by working closely with Engineers, Architects, Construction Managers, General, Mechanical, and Electrical Contractors to ensure that the project proceeds on schedule. Working in the customer’s best interest is the heart and soul of our business. Whether that interest is an owner’s representative or as a team player with other business partners, Integ maintains the customer’s goals as the driving force behind our designs and decisions. The basis behind our design process is a system concept philosophy that not only offers Built-In Redundancy, when required, but also ensures Built-In Maintainability. Without both concepts working in harmony, the system uptime can be severely impaired.
INTEG SYSTEMS CORPORATION 22 Shelter Rock Lane, Danbury, CT 06810 | P: (203) 798-1194 | F: (203) 778-8874 E: jsaunders@integsystemscorp.com | www.integsystemscorp.com
CONSTRUCTION
is almost twice the size of the Phoenix facility, offers 500 percent more power capacity, and only took twice as long to deliver, further highlighting the company’s continuing focus on supply chain efficiency. “Completing a data center of this magnitude in this short time frame is a monumental accomplishment and it continues to prove out CyrusOne’s ability to meet even the shortest customer deadlines. This level of breakneck speed to market helps eliminate the risks executives face when making IT capacity planning decisions,” said Laramie Dorris, vice president, data center design and construction, CyrusOne. “We are incredibly proud of our strong team of architects, engineers, and contractors for
their hard work and ingenuity in bringing this project to completion in a record-setting time. By accomplishing this feat, we have completely revolutionized the dynamics of building out new infrastructure for the industry, and established a new norm for rapid deployment and expansion of customers’ critical infrastructure.” Completion of the new facility dramatically expands the scope of the Northern Virginia campus, providing an additional 30 megawatts of critical power capacity. The new facility represents the second phase of construction for the campus. Occupancy of leasable space is currently over 75 percent. Phase three of construction on the Northern Virginia campus is scheduled to
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CyrusOne
commence in the near future. “In Northern Virginia, CyrusOne made an educated decision to go with an all-precast structural concrete building, with modular power and cooling units,” Dorris explains. “This enabled us to set up advanced supply-chain operations to manufacture or pre-fabricate the components we needed for the data center, which gave us significant savings in time and costs.
CYRUSONE SHATTERS KNOWN DATA CENTER BUILD RECORDS CHANDLER II DATA CENTER (Completed October 2014)
107 DAYS
BIGGER
180 DAYS
• 107 day completion • 120,000 square foot building • 30,000 square feet of data hall • 6 megawatts of critical power STERLING II DATA CENTER (Completed June 2016) • 180 day completion • 220,000 square foot building • 120,000 square feet of data hall • 30 megawatts of critical power
©2016 CyrusOne. All rights reserved.
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“For example, a normal data center building has tilt-up concrete walls, which are cast on-site at the construction site. But for the Sterling II data center, we set up a separate off-site facility where we could cast pre-fabricated concrete wall panels. We then brought those panels to the construction site on trucks and used them to set up the data center building. It saved time because we didn’t have to stop work at the building site while the concrete walls were being cast. “Also, we decided to use prefabricated concrete supports in the data center building, which we could also cast off-site. This saved additional time and money because we didn’t have to buy a reinforced steel framework for the building or wait for it to be delivered to us. Using pre-cast concrete walls and supports shaved a couple of months off our time to market for Sterling II.” The Northern Virginia data center campus is also part of CyrusOne’s National Internet
CONSTRUCTION "Providing services and material to customers within the continental
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Computer Raised Access Flooring, our specialty, is a type of floor that is used throughout mission critical facilities, server rooms, and general offices because it can be various heights above the original floor it has many purposes. The most common purpose is to cover up all the mechanical, electrical & plumbing infrastructure that it takes to operate a data center and to utilize the space under that raised floor as a plenum for the delivery of cold conditioned air to the servers.
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Exchange (IX) to enable interconnection to other CyrusOne data centers. The CyrusOne National IX marries low-cost robust connectivity with massively scaled data centers, and it creates a data center platform that virtually links more than a dozen of CyrusOne’s enterprise facilities and third-party locations in numerous metropolitan markets. CyrusOne operates more than 30 carrier-neutral data center facilities across the United States,
Europe, and Asia. The company provides customers with the flexibility and scale to match their specific IT growth needs. CyrusOne facilities are engineered to include the power-density infrastructure required to deliver excellent availability, including an architecture with the highest available power redundancy (2N). Renowned for exceptional service, building enduring customer relationships, and high customer satisfaction levels,
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CY y rRuUsSOOnNeE
CyrusOne serves nine of the Fortune 20 and more than 175 of the Fortune 1000 among its more than 945 customers. CyrusOne Solutions’ built-tosuit data center product is the best solution for cloud, internet or enterprise customers who need quality data center facilities built in the shortest time possible. The standardized construction approach is a repeatable process employable in multiple locations to ensure rapid speed
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to market for data center projects, with significant cost savings for customers. By delivering data centers like the Sterling II and Phoenix facilities in record times, CyrusOne is continuously setting the bar higher for the data center industry. Additionally, CyrusOne is helping ensure its customers are able to scale at hyper-speed to meet their data center capacity needs by removing the risks of running out of space or power. Readers can learn more about the
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Divcon Controls is driven to design and implement the best control systems in the industry. • Mission Critical Controls and Monitoring • Mechanical and Electrical Systems • Design, Engineering, Installation, Project Management, Commissioning • System Analytics • Vendor Independent
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INTEGRATION
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Engineered to Outperform
Commissioning Operations Consulting Critical Environment Program Management
703.483.6784
info@primaryintegration.com www.primaryintegration.com
there’s never been a better time to break recordS. 30 Megawatts 220,000 square feet CyrusOne’s New Data Center in Northern, VA
180 days
Powered by Rosendin Electric
“We are incredibly proud of our strong team of architects, engineers, and contractors for their hard work and ingenuity in bringing this project to completion in a record-setting time. By accomplishing this feat, we have completely revolutionized the dynamics of building out new infrastructure for the industry, and established a new norm for rapid deployment and expansion of customers’ critical infrastructure.” Laramie Dorris, vice president, data center design and construction, CyrusOne.
Endless Possibilities. Always Improving. Ahead of the Current.
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planning and construction process of CyrusOne’s Northern Virginia data center by downloading the case study entitled, “Ability to Build
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Hyper-Scale Data Centers at HyperSpeed Helps Eliminate IT Expansion Risk and Uncertainty” here or at http://www.cyrusone.com/speed.
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Shapiro & Duncan Inc.,
A third generation family owned Mechanical Contractor, has been serving customers in the DC Metro area since 1976.
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CONSTR COMMU
Family firm Martin-Harris Construction sold and is undergoing profound leadership clients, and even the founder and his f
Written by: J
Produced by
RUCTING UNITIES
n, 40 years from its foundation, has been p change: the enigma is that for employees, family, the transition is imperceptible.
John O’Hanlon
y: Tom Venturo
MARTIN-HARRIS CONSTRUCTION
I
t’s not uncommon for an entrepreneur to emerge when their career path becomes blocked. Others might be content to wait, but a livelier mind will look for another way. That’s what happened when 29 year-old Frank Martin, a carpenter by trade and with twelve years’ experience, was overlooked for a promotion that should have been his. That was in back in 1973. Martin, taking a break on a scaffold at the Las Vegas building site he was working on, shared his frustration with his younger colleague and fellow carpenter Frank Harris, who threw out the suggestion that they set up in business together. The partners developed the idea and decided that general
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contracting was the field they should break into. Martin set about beefing up his qualifications, and together they purchased a rundown property. “We used our carpentry skills to fix the house up,” he recalls. “We paid ourselves nothing but made $15,000 on the deal. With $7,500 of that we bought a piece of ground, which my wife and I still own today, and with the other half we started the company.” Even in the early 1970s that was not a huge amount of seed capital for a business but together with a good name in the Las Vegas construction business it was enough to enable them to incorporate Martin-Harris Construction in 1976. 40 years later it is a $200 million a year business, and having grown with the growth of the city is one of the best trusted names in Nevada.
Key People
Frank Martin CEO Guy Martin President Paul Toplak Sr. Vice President Operations Ray Newmiller Vice President Preconstruction Larry Johnson Vice President Estimating Steve Shelton, Sr. Vice President Field Operations
MARTIN-HARRIS CONSTRUCTION
Harley-Davidson Las Vegas
Admittedly Las Vegas was much smaller then, with fewer than 400,000 inhabitants compared to over 2,000,000 today. With no business qualifications and no knowledge of accounting practices, the business had to fall back on indispensable assets such as integrity, common sense and a good knowledge of the local construction scene. 64
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“A long time ago I learned the simple three-part business guideline; you have to get the work, do the work and keep score. I was a very good ‘get work’ guy, we were both very good ‘do work’ guy, and our very first employee was the ‘keep score’ person.” The three vital functions of business development, operations management and w w w. m a r t i n h a r r i s . c o m
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Henderson Justice Expansion & Parking Garage
“I think
many family
companies
decline
because they hold on
too long.” – Frank Martin, CEO 66
July 2016
accounting, then, were filled respectively by Frank Martin, Frank Harris and their bookkeeper, who stayed with the company till 1990. In December 1979 Martin bought out Harris, though he too continued to work in the company until the early 1990s, and since that date Frank has been the sole proprietor of the company – until very recently, that is. In the early days it was difficult to get work. Martin relied on building individual private homes, work for the local churches and a certain amount of work for the city authority. “In those days Las Vegas was a very different kind of a city from today,” he explains. “Development money was basically controlled by five or six families. Those families did not really start doing business with us
USA
Henderson Justice Expansion & Parking Garage
till we had been going for around a year.” Finance had to be arranged on a case by case basis, and he admits that at the outset he didn’t have a clue what ‘bonding’ meant. That was a deficiency that had to be remedied if the business was to scale up, as owners invariably secure large projects with construction and performance bonds to take out the risk of contractor failure. Frank met an insurance agent who introduced him to the small business network in Las Vegas, which enabled him to bond his first job for the city. Networking was a vital skill in the days before construction industry organizations like NCA and NAIOP came, he stresses. And once they had Martin-Harris on their radar, the w w w. m a r t i n h a r r i s . c o m
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Proud to partner with Martin Harris for over 25 years!
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controlling developers began to think of the rising construction firm when growing their real estate portfolios. Martin speaks of his long association with Irwin Molasky and his family, with the America Nevada Corporation under the Greenspun family, and with that later arrival in the Valley the Howard Hughes Corporation, for which at one time he had 11 projects under construction at the same time. “These were just shrewd businessmen who would see an opportunity and seize it. They played straight, but those guys surely had influence: most of the private sector construction jobs depended on them.” Martin-Harris’s portfolio includes schools, hospitals, civic buildings, retail stores and offices. It also includes projects you’d expect to find in Las Vegas, such as the recently completed, $40 million, 200,000 square foot expansion for Konami Gaming, a slot machine and systems development company. It’s adding to a building Martin-Harris had built for them ten years earlier - returning customers are a sign of a healthy company, Martin points out. For another major client, Ainsworth Game Technology, Martin-Harris built its $30 million headquarters for the Americas to reflect quality, innovation and excellence. The 300,000 square foot facility is in the ‘Gaming Manufacturers Corridor’ a few minutes from the Las Vegas strip on Sunset Road. It’s tempting to talk only about the higher profile projects, but some are more
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UNION
ERECTORS, LLC LAS VEGAS, NEVADA
utilitarian. The company recently completed phase one of the Lone Mountain Corporate Center, a new warehouse and distribution facility that will cover a staggering 690,000 square feet. With the company approaching 40 and himself approaching 70, Frank Martin is as energetic as ever. However, the question of succession is one that every family business has to face sometime, and over the last month that question has been addressed at Martin-Harris. Perhaps the obvious thing would have been for him to just hand over the reins to his son. Guy Martin started at the shop floor, working on one of the family’s construction sites from a young age and
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dreaming of following his father’s footsteps to learn the carpenter’s trade. “I started working for Martin-Harris the summer I turned 13,” he says, “at the Toys R Us store here in LV. I was hooked and grasped at every opportunity to learn the business of construction and every aspect of the construction industry I could. With the wide variety of market sectors we serve, every day offers a challenge and the opportunity to learn the equivalency of a masters degree.” Had it been a question of just signing over the business, this being a private company, the bonds for major contracts have to be secured on Frank Martin’s personal wealth. Under anyone else’s ownership it would only have been possible to bid for smaller contracts, and the company would have shrunk. So when in October 2013 Frank received an unsolicited call from the president of one of America’s leading construction groups the billion dollar Big-D Capital Corporation, a solution suggested itself that might secure the firm’s ability to bond far larger projects, while securing the family interests and the jobs of a loyal workforce. After further discussions a letter of intent was signed in July of 2014, with the full co-operation of Frank’s wife Bonnie, Guy – who by then had been appointed senior vice-president – and his other son Jerrad – an independent contractor in his own right. The senior employees were brought in on the deal without delay. The deal was closed in November 2014 and
“A long time ago
I learned the simple three-part
business guideline;
you have to get the work,
do the work and keep score.” – Frank Martin, CEO
Legal Aid of Southern Nevada
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Martin-Harris became an independently managed subsidiary of Big-D Capital. The event made a big splash in the construction industry press that day, but then the press went quiet. “Nothing changed,” says Guy. “We all came in to work on the next day and did what we always do. Nobody working here noticed any difference, and they don’t today.” This was because the acquiring group had no desire to interfere with success. “It is a real testimony to our people that they had the faith, first of all in myself but also in Guy and our people, to continue making this place one that is unique both to work for and to do business with,” explains Martin. Emotionally, Frank admits that the transition from owner to president was tough. “I think many family companies decline because they hold on too long.” 16 months on, another change took
CCSN Science
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CCSN Health w w w. m a r t i n h a r r i s . c o m
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COMMERCIAL RESIDENTIAL DESIGN & BUILD
Domestic & Industrial Plumbing Systems Warehouse / Office Space, Medical Facilities Bars / Restaurants, Educational Custom Homes / Remodels Bathroom Additions Water Heater Installation & Repair AutoCad Design Design of Domestic Plumbing Systems
Call 24/7: A Campagna Company, LLC. is a family owned full service plumbing company celebrating 10 years in the Las Vegas Valley. We take great pride in having been partnered with Martin Harris Construction and would like to congratulate them for their ongoing excellence and leadership in our community. W e sincerely thank you for the opportunity we have had working on past projects and look forward to working with you in the future. 1993 Whitney Mesa Dr., Henderson, NV 89014 Email: service@accplumbing.com
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place on May 2 when the presidency passed from father to son. Both say that they are still trying to figure out exactly what this means, but once again neither employees nor clients are likely to see any change. “The feedback I’ve had from the industry is they are really happy for my dad,” says Guy. “They see him as a man who has dedicated his entire life to building an amazing place for great people to live out their careers: he was able to find a company to come in that cares as much about his legacy as he does, cares as much about people as he does, and allows him to shed some risk while still staying directly involved in the daily development and execution of a succession plan. I would say
USA
that our acquiring entity is a photocopy of us, just ten years down the line.” Now the company will go forward under Guy’s leadership as President, with Frank serving as CEO for the short term and committed for the next five years as a consultant. Don’t get the idea that the last two years have been without challenges, but in overcoming them their relationship has grown. “I think that through Guy’s patience and my wisdom we have been able to work through both challenges and opportunities,” says Frank, while Guy adds: “I feel in my heart a sense of duty to everybody who works for the company. When my father and I get in a room and have the opportunity to talk about the real issues, great things happen – and look at our associates in the company; they go out and do amazing things every single day.”
“With the wide variety of market sectors we serve, every day offers a challenge and the opportunity to learn the equivalency of a masters degree.” – Guy Martin, president
Konami Gaming Expansion
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MARTIN-HARRIS CONSTRUCTION
Hoover Dam Spillway House
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Company Information NAME
Martin-Harris Construction INDUSTRY
Construction HEADQUARTERS
3030 South Highland Drive, Las Vegas, Nevada, USA, 89109 Hoover Dam Spillway House FOUNDED
1976
Generational issues arise from time to time, he admits, but these are not unique to Martin-Harris. “Throughout the construction industry, like the Molasky companies for example, the older guys have apprentices and assistants under them they are mentoring, bringing along and inspiring and they are going through the same processes that Martin-Harris did. They have the same generational convergence to deal with, and we are all doing it together.� Frank Martin has other businesses to which he will now be able to dedicate more time. He also looks forward to supporting the church activities that are a priority for him as a committed Christian, and other charity work.
EMPLOYEES
240 REVENUE
$225 million WEBSITE
www.martinharris.com
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COLLABORA IN THE COMM
The importance of the community is at the heart of everyth as Business Review USA reports Written by: Patricia Carswell Produced by: Tom Venturo
ATING MUNITY
hing for Ghilotti Construction,
G H I L O T T I C O N S T R U C T I O N C O M PA N Y I N C .
G
hilotti Construction Company is an established family owned and operated General Engineering Construction Company located in Santa Rosa, California, just north of San Francisco. At Ghilotti Construction Company the experienced staff utilizes state of the art technologies and equipment for the construction of large and small public and private construction projects. It’s rare for construction workers to feel welcome at the start of a community project. The inevitable noise, dust and disruption invariably
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mean their arrival on site is greeted by long faces. Not in the case of Ghilotti Construction Company Inc’s current project in the city of Davis, in Yolo County, CA. It’s partly because the federally-funded $20 million project, whose aim is to bring clean water to the city, is long overdue. Ghilotti is installing an eight-mile water pipeline, 12” to 30” in diameter, connecting the city’s water system to Woodland-
Key People
Dick Ghilotti
President and Owner
Brian Ongaro, Partner and VP of Operations
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Willie Ghilotti Partner and Facilities Manager
G H I L O T T I C O N S T R U C T I O N C O M PA N Y I N C . Davis Clean Water Agency’s system. The joint pipeline system will transport water from the Sacramento River to the regional water treatment plant in Woodland, and deliver the new surface water to residents and businesses in Davis. The University of California Davis is a partner with the City of Davis and will also benefit from this project. Until now, explains Ghilotti Project Manager and Estimator, Steve Hanak, Davis residents have had to make do with ground water of inferior quality. “The community is excited about
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the project because they know it’s going to help,” he says. “It’ll provide much cleaner water for them. The upgrade is going to be substantial and they’re going to be able to deliver better drinking water to the city. People are very excited about that.” Ghilotti has not taken community support for granted, though. Hanak is aware how much disruption a project like this causes. “Being in the construction industry as long as I have been, no matter where you go or who you deal with, construction is a disruption.”
Dino Ghilotti Motta Stadium
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G H I L O T T I C O N S T R U C T I O N C O M PA N Y I N C .
8 miles of pipeline in Davis California
Legal Aid of Southern Nevada
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The company goes to great lengths to address this. “Communication is probably the most important thing,” he says. “The city provides us with a media and communications officer who provides communication to residents and businesses throughout the project before we get to those locations.” A letter goes out two weeks before the arrival of the construction team to give people a chance to prepare. Then unusually they go door to door. “We put door hangers on the door 48 hours in advance.” The communication is bearing fruit. “It’s a pretty good effort and it seems to be working,”
CONSTRUCTION
Laying 42 inch diameter diameter welded steel pipe in Novato for North Marin Water District
says Hanak. It helps, of course, that Ghilotti’s reputation precedes it. A family business going back more than 100 years, it has maintained its community roots, despite growing from modest beginnings to having an annual revenue of almost $200 million. “Alongside the multi-million dollar projects on its books, Ghilotti Construction’s foundation is based around community involvement. Dick Ghilotti, President and owner lives by the words of his grandfather, founder of the company James Ghilotti, who said: “Do good work, be responsible, and take care of the community, and people who work for you”. The past two years, Ghilotti Construction and The dg Foundation has been one of the recipients of the North Bay
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G H I L O T T I C O N S T R U C T I O N C O M PA N Y I N C .
Grading San Marco a 380 lot single family home subdivision in Pittsburg California
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Business Journals Community Philanthropy Awards, recognizing it’s philanthropic efforts in the North Bay. The dg Foundation is a nonprofit organization established by Dick and Nancy Ghilotti in honor of their son, Dino. Recently, Nancy has been added as an honoree of the foundation. To carry on the legacy of a young man and his mother with a passion for academics, athletics, and arts, The dg Foundation is dedicated to helping students with similar passions by awarding scholarships and improving art programs and facilities that fit the criteria of the foundations interests. Ghilotti Construction is a major supporter of the foundation and has teamed up with the foundation in numerous ways to improve athletic facilities and art studios in the community.
Legal Aid of Southern Nevada
The company also promotes local businesses and schools, says Hanak. “There’s always something pro bono going on, whether it’s a church, a school or a child center. The Ghilotti name is out there. Wherever you go people will ask who you are affiliated with, and they all say, ‘I’ve heard of them.’” The family ethos of the company makes it a popular place to work. “As a family business it’s comforting. It’s the ability to just be yourself and speak to people as if they’re a member of the team. You’re not afraid to talk to somebody and feel your job’s in jeopardy.” Needless to say, the water pipeline is at the w w w. g h i l o t t i . c o m
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G H I L O T T I C O N S T R U C T I O N C O M PA N Y I N C .
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other end of the scale from the company’s pro bono projects. “This is the largest public works project the city of Davis has put out since its inception,” says Hanak, “so the exposure is extreme. It’s important to everybody that the job goes smoothly.” It’s not just big by the city’s standards. Although it is by no means the largest project Ghilotti has undertaken, it is the largest utility underground project it has ever acquired. “It’s eight miles of pipe,” says Hanak. “You have your main transmission operation, which consists of concrete cylinder pipe and PVC pipe, and it
President and Owner Dick Ghilotti in front of 1928 Green Chevy 1 Ton
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includes four bore jacks under highways and railroads.” Flow and meter vaults and electrical & telemetry will provide the communication to operate the system to deliver the surface water. One of the main challenges has been drilling under a highway. “We had to drill a 1200’ directional drill under Highway 113, 90’ deep. You have to picture an arcing drill that comes back out of the ground. Then when that hole is constructed they have to pull the pipe back through that hole. They did that aerially, so it was very exciting. The pipe actually sat about 30’ above the ground, crossing the road. It took 17 hours to complete.” This kind of highway work brings traffic complications, says Hanak. “Any of the intersections that the pipeline travels through are extremely busy, so we go to night work to eliminate some of the traffic inconveniences for the residents and businesses.” The project has to abide by strict environmental regulations. “California has strict compliance guidelines that must be adhered to,” says Hanak. “What the city did initially when they came out with the project was to inform the contractor that they would be responsible for having an archaeologist on site every day, and that we would have an arborist to do a full tree evaluation on every single tree within the route of our pipeline and develop a report so those trees were not hindered or damaged throughout the project.” The construction has to take particular care with water run-off during the winter months. When
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G H I L O T T I C O N S T R U C T I O N C O M PA N Y I N C . Experience Makes The Difference!
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they are working, they have to ensure the runoff water is filtered before it discharges into the storm drain. By far the biggest challenge, though, is dealing with the unknown utlities. “Davis used to be a farm town,” explains Hanak. “It’s very hard to find any type of history of what’s actually in the ground, so we tend to encounter many unknown utilities. It’s one of the largest things that hinders us during an excavation.” The solution is forward planning, says Hanak. “We have to overcome that by locating [the unknown utilities] before we start our actual pipelines operation. We transfer that information to the engineer and the engineer then goes to check his records. If there are any differences, he makes changes in advance well before we get there so that we’re not delayed.” The project has just reached its first milestone – connecting to the system transporting water from the river to the regional water treatment plant in Woodland – and is on track to complete at least 30 days earlier than expected, all within budget. Hanak is delighted not only by the progress of the project, but by the agency’s response. “Many agencies take it for granted when you have a good contractor on the project. It’s really nice when they step out of the cloud and say these guys are doing a terrific job, and let the public know that. The city has done that for us. They’ve become more of a team member. Everybody’s become one to reach a certain goal, and that’s what we’ve done.”
Company Information NAME
Ghilotti Construction Company Inc. INDUSTRY
Construction HEADQUARTERS
246 Ghilotti Avenue, Santa Rosa, California, USA, 95407 FOUNDED
1914 WEBSITE
www.ghilotti.com
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Creating world-class attractions Written by Lucy Dixon Produced by Jordan Platten
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D Y N A M I C AT T R A C T I O N S
Dynamic Attractions is capitalising on the growth of the theme park industry, offering clients expertise in every element of rides and attractions
T
he theme park industry is booming, with new and expanded attractions opening around the world. And this interest in theme parks is good news for Dynamic Attractions, a company with years of experience creating and building attractions for the biggest and most successful theme park operators around. Earlier this year, Dynamic Attractions created a new division called Unlimited Attractions, to reflect the holistic approach it takes to creating world-class theme park experiences. Not all of today’s theme park operators have the decades of experience and expert staff needed to be able to combine telling a compelling story with
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creating a superb ride experience, which is where Unlimited Attractions comes in. Housed in its new, 40,000 square foot ‘Attraction Development Center’ the new division has the capability of offering everything needed for world-class attractions. George Walker, Vice President Creative Development, explains: “The market had a need for an entity that could provide all the intricate services involved in building attractions. There are so many new theme parks opening around the world, there’s really a kind of second life happening and we’re capitalising on that. If you look at typical attractions, there are many, many components that all have to
CONSTRUCTION
come together – but what we found was the backbone, the core of every attraction, is the ride system. This is the most expensive element. This is the element that drives the schedule and has the greatest amount of impact on the facility, so it makes sense to also design, manage, and deliver the show elements that wrap around the ride system. But people who design ride systems tend to be really good at
math and really bad at story telling.” At the helm of Unlimited Attractions is the expert trio made up of Walker, Mike Haimson (VP Technical) and Cindy Emerick (VP Business Development). Together they offer an unparalleled mix of skills and experience when it comes to creating theme park attractions. They originally met working on the Ferrari World expansion in Dubai, as Walker explains: “It is
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truly a massive expansion of that park, with a 40 percent increase in capacity that includes eight rides and attractions, as well as new facades and environmental updating. For the most iconic attraction of the project we hired Dynamic, and this is how Cindy, Mike and I found that we worked extremely well together. This was around the same the CEO of Dynamic Attractions, Guy Nelson, was interested in improving the way in which his company was able to provide these services for clients.” And the result of this was Unlimited Attractions. Haimson adds: “I think the three of us work so well together because we take an attraction that has a ride system at its core, but then we start to fold in all the other elements. The storytelling moments, building the scenes. The way in which the experience is going to unfold for the guest. All of that is a combination of technology and art. It’s very delicate and if you get it wrong you essentially spend a whole lot of money to not have as good an experience as you could have if you had done it right.” So, how does any theme park operator know when its attraction is hitting the target? Ticket
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PROUD PARTNERS WITH DYNAMIC ATTRACTIONS FOR OVER 15 YEARS
Altec Integrated Solutions are specialists in the design, supply and commissioning of complex control systems for the entertainment ride industry for over 15 years. Through our ongoing relationship with Dynamic Attractions and their sister company Dynamic Structures, we have delivered and commissioned ride control systems throughout the world, including North America, Asia, Europe and the Middle East. Our control systems are designed according to the latest international safety standards by ISO, ASTM and CSEI using modern and innovative safety control solutions. Our control panels are manufactured, tested and certified to uL, CE, CSEI and CSA standards at our in-house facility. All of our work is controlled by our ISO 9001-based quality management system. We are proud of our record of supplying safe and reliable control systems to Dynamic Attractions and we are very proud of the successes we have enjoyed with Dynamic Attractions in delivering some of the most exciting attractions in the industry today.
Altec Integrated Solutions Ltd | 120 - 85 Golden Drive Coquitlam | BLV3K 6T1 | Canada Tel: +1 604 529 1991 | Fax: +1 604 529 1992 WWW.ALTECONLINE.COM
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“We train maintenance staff and work on other attractions that are not ours, because we have a talent pool within our company that can handle it, and a reputation for quality” - Cindy Emerick, VP Business Development sales are a big indicator, of course, but it goes further than that, says Walker: “The pay off in the world of theme park design isn’t the one that comes from the bank. It’s the one that comes off the faces of the people exiting the attraction. That’s the reward. So you never know for sure until you open.” But the Unlimited Attractions team has enough success behind it that it has pretty good instincts for this now. Cindy Emerick adds: “I guess the challenge is always understanding how to mix the ingredients very well together, like a chef. How do you know it’s going to taste good when you’re done? You don’t know, but because that’s what you’re trained for, that’s what you’ve dedicated
all of your time and studies and experience to, you are probably going to be pretty close to right.” Being a one-stop shop for theme park attractions offers many benefits to Dynamic Attractions’ clients, beyond just the creation and construction of an attraction. Emerick says: “Dynamic Attractions also has probably one of the most extensive parts and service divisions. In effect, we can actually assist, maintain and audit a park technically. We train maintenance staff and even work on other attractions that are not ours because we have a talent pool within our company that can handle it, and a reputation in the industry for quality.” Added to this long-term
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relationship with clients, Dynamic Attractions can bring together a group of specialist companies that have the know-how to produce every detail of an attraction. Haimson explains: “If you do one particular discipline – a fire effect, for example, or a special kind of media – then we’re going to involve you directly into our design and bring you onto the project under out contract.” These enterprises can partner with Dynamic Attractions, meaning they are potentially working across multiple projects for Dynamic and thus spreading the risk for themselves. And the client benefits from the economies of scale by contracting directly with Dynamic Attractions so they don’t need to spend the time and money sourcing these smaller, but highly skilled, companies. So, it’s a situation where everyone wins. Haimson adds: “That’s how we’re going to be able to get a better product at a better price; there is no downside to it.” The team knows well which partner is right for a particular project – depending on what the client wants to achieve, as well as their budget. Smaller parks don’t have the big budgets of, for example, Disney and Universal. Emerick says: “They see these wonderful projects and they can’t compete with
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the pocketbook of those parks but and we balance them together from they do want to deliver something a creative standpoint,” says Walker. great for their guests. So, we use And these days, the trio Mike and George’s expertise at acknowledges, visitors are being able to put on a big show anticipating bigger and better with a reasonable budget.” And it experiences when they visit a theme is a constant challenge park. Walker says: “The for the creative team, audience is expecting alongside the ride more. They want experts at Dynamic more than just a ride Attractions, to system, they want to marry up the be entertained all the artistic and time, while they’re Number of Employees at the technical queuing. While they Dynamic Attractions elements of an wait for 45 minutes, attraction at the right we have the opportunity price for their client. to get their attention and “I like to think of it as an artist’s entertain them – that’s what the palette. The different colours, clients are wanting and that’s what the different paints, the different these smaller parks and locations are materials are all like the different finding out. The level of expectation elements used in an attraction, like of the public is increasing. A great scenery, lighting, audio, media, example of this is the Flying Aces or effects. All of these ingredients attraction that I recently opened at are interdependently related to the Ferrari World Abu Dhabi. The queue technical and ride system elements, for this attraction takes you back in
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“We’re working with clients right now at making things more interactive, in terms of augmented and virtual reality, moving scenery, media and real-time generated graphics” - Mike Haimson, VP Technical
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time to the golden age of flying where we explore the origins of the Ferrari logo which comes from a WWI pilot who painted it on his plane. So the attraction recreates this with a story that leads you through the pilot’s barracks, through an old radio room, and to an airfield that is recreated using projection that fills the sky with planes everywhere. The environment is filled with scenery, props, rockwork, and even a plane crashed in a tree.” Constantly coming up with the wow factor is at the heart of what Dynamic Attractions does, and it has a research and development team in Orlando, in the attraction development centre, looking into new – and sometimes established – technologies and what they have to offer theme parks. Interactivity is a hot topic at the moment and, as Haimson explains, it goes a lot further than simply live tweeting your
ride experience: “We’re working with clients right now at making things more interactive either in terms of augmented and virtual reality, moving scenery, media and realtime generated graphics. But we’re also looking at ways to make the big mechanical stuff interactive as well. So imagine you as a guest can choose your path in a ride system and at the same time, try to make sure the client still achieves the return on investment that they need. So we’re trying to stay ahead of the curve by investing our own research and development dollars into things and that’s one of the reasons we built the Orlando facility. Ultimately how we make the guest experience better for the new guest, this new audience. “Clients out there will hear the buzzword interactivity and they think that means the guests need to be able to either shoot at something or look at their phone. That is not what
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interactivity means. Interactivity is getting the guest to be engaged in their environment in a way that they can affect and in a way in which the environment can affect them. So I encourage anyone who wants to use interactivity to take that fresh approach and if you don’t have any thoughts or ideas on how to do that, please give us a call. We’ve got lots. ” And these ideas, when realised, will be right the first time. This is because of the precision engineering approach taken by Dynamic Attractions – making sure each part of a ride or attraction is perfect from day one can significantly reduce costs and time for both Dynamic Attractions and its clients. Emerick illustrates this point with an example: “We just designed and manufactured an attraction and because of the details and the special attention that the team
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did on the precision engineering, your design intent is properly executed. You want to ultimately provide a safe, functional, smooth and exciting attraction to the rider. They don’t know what it takes to get there, but we do everything it takes to ensure the end experience is as great as possible.” The motivation behind the team at Dynamic Attractions comes from their passion. Walker describes it this way, “We live in a world that is sometimes more harsh than it should be. Great attractions can take people out of that world for a moment. They can become an escape where you get a chance to be something impossible, or feel something you normally couldn’t. It’s a chance to give people a lasting memory that makes the world a better place, even if just for a moment. Who wouldn’t want to do that for a living?”
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PAML:
EXPLORING THE FUTURE OF
DIAGNOSTICS AND SE
CEO Francisco Velรกzquez discusses the latest d and designs moving PAML forward Written by: Sasha Orman Produced by: Tom Venturo
ERVICE
developments
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he strongest businesses are those that never stop improving. Laboratory and diagnostic solutions company Pathology Associates Medical Laboratories (PAML) has been consistently ranked one of the top reference laboratories in the country. But as PAML President and CEO Dr. Francisco Velázquez understands, such rankings are not permanent. As medical technology evolves, PAML works tirelessly to meet its clients’ changing needs and stay on top as a preferred source for the medical and allied health communities. S TAY I N G C U R R E N T I N A D I G I TA L W O R L D “We are living more and more in a digital world, as are our clients,” says Velázquez. This truth is a catalyst for PAML’s commitment to improve its in-house IT resources, while also building strategic partnerships to increase its range of high-tech capabilities from apps to self-service kiosks. “We are working diligently right now to be able to deploy selfservice kiosks in a variety of our 110
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regions, because that is something that patients are becoming more used to—as are hand-held devices, which we have several pilots of across the country,” says Velázquez. “Our clients don’t have to go and look for information—the information will follow them and alert them wherever they might be.”
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Tackling customer service on another front, PAML recently updated its website and client portal in a move that significantly increased functionality and ease of use as well as brought the company’s client interface into the modern age. “I think our website not only has
increased in functionality but also has a more contemporary look,” says Velázquez. “It needed a refresh to stay current with the look and feel that customers expect from successful websites nowadays. It certainly has made it easier for people to communicate with us because of the functionality in the w w w. p a m l . c o m
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client portal that we have.” In addition to these current updates, PAML is also exploring ways to continue innovating into the future, including ways to automate its operations wherever possible in order to provide a smoother and more streamlined line of communication for clients. “We consumers are very critical of time,” says Velázquez. “Anything that adds steps, takes too long, or isn’t convenient, we are less tolerant of than we were a few years ago—and rightfully so. Automation and digital solutions go a long way toward addressing that.” ACCOUNTING FOR GROW TH PAML is no stranger to success: the company has experienced record growth in recent years, and this trend is not expected to end any time soon. Above anything else, PAML attributes this success to its simple focus on quality and customer service. “We don’t focus our conversations and negotiations with potential clients on pricing,” says Velázquez. “We focus on quality and service—
PAML President and CEO Dr. Francisco Velázquez
particularly, how can we help them achieve their goals? Of course we need to be cost effective, which we are, but we focus on synergy, on how complementary we are to you, and whether we are a good fit for what you’re trying to do.” There is a concrete logic to this strategy—while a low bottom line is always a factor, the adage that “you get what you pay for” is all too often true. At the end of the day what matters most is striking a balance between exceptional value and a w w w. p a m l . c o m
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H E A LT H C A R E
Laboratory
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PA M L high quality product. PAML’s efforts to achieve this balance have been instrumental in the company’s 98.5 percent customer satisfaction rating. “We have made a conscious effort over the last few years on quality and service,” says Velázquez. “If we have good service and superior quality, then the rest falls into place. But if you have service lapses or poor quality, it doesn’t matter what you have—you’re not going to create
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a long term relationship.” LOO K I N G FO RWA R D “In terms of growth, we’re aiming at another record year. I think the numbers speak for themselves,” says Velázquez, noting that March 2016 marked the most successful month in PAML history in terms of volume. To maintain this steady and sustained growth, PAML is employing several modes of development and expansion from
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its electronic capabilities to its testing repertoire. “In order for us to maintain a value proposition that is significant to clients, we have invested a fair amount of time, effort and money this year into expanding our laboratory capabilities,” says Velázquez. “We need to have a product that is consistent with the needs of our clients, and we’re working really hard on that. We are also continuing to expand
our electronic capabilities by improving websites and portals, improving things that may not be as visible but are highly important like connectivity, and in a couple of regions we have expanded to work with regional systems which allows us to be part of our clients’ continuum of care and their value proposition.” PAML is also as hard at work as ever to continue improving costs to provide better value for
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PAML Employees during Lab Week
its clients. “We drop our own operating expenses about five percent or so at a minimum every year, which allows us to remain cost competitive, because our clients also face a lot of financial pressures,” says Velázquez. “It’s all part of our remaining in line with 118
our clients—we have to ensure that paying for laboratory services does not become an issue for them because we’ve priced ourselves out of the market.” All of these efforts may take time, but each one carries PAML closer to its goal: to provide an exceptional
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Company Information NAME
PAML (Pathology Associatetvs Medical Laboratories) INDUSTRY
Healthcare HEADQUARTERS
Spokane, WA - USA EMPLOYEES
1680 E S TA B L I S H E D
1957
level of service to its clients. It may not be the fastest way to grow, but it’s growth that will stand the test of time. “Our goal is not to be the biggest; our goal is to be the best,” says Velázquez. “If we grow as a result of that, then that is wonderful. But we’re not looking for numbers, we’re looking for relationships. That’s the approach we take, and that is why we keep growing.” w w w. p a m l . c o m
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