Supersized Sports Venues

The Warmth of Wood, P. 99 Dewson Construction’s finish carpenters craft the Bethany Beach Residence

July /august/september 2012

A Beverly Hills Home, P. 121 High-end homebuilder Richard Manion unveils Villa Fatio

American Builders Quarterly

the utility player, P. 144 Giambrone’s many divisions helped the firm earn sports-facility bids

®

Supersized Sports Venues A look at several expansions and new builds of US stadiums, racetracks, and training facilities, including:

UNT’s Apogee Stadium, p. 10 The TIMEX Performance Center, p. 42 Watkins Glen International, p. 117 The Kentucky Speedway, p. 138 MetLife Stadium and the Mercedes-Benz Superdome, p. 153 The Phoenix International Raceway, p. 230

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Contents Briefs

8

Editor’s note

10

From The Ground Up

12

american spaces

256

american homes

258

materiality

138

Features

138

A race to the finish

144

a sporting chance

153

game on

Departments ■

Step by Step

16

wycliffe Enterprises, Inc.

20

roof Diagnostics Inc.

22

sbbi, inc.

25

meng-hannan construction, inc.

27

asset safe inc.

30

mastercraft floor covering, inc.

32

american plumbing & heating

36

conalvÍas usa

■

Through the Years

40

Fritz Wahlfield Construction Company

82

Welhouse Construction Services, LLC

134

thompson management, llc

192

lawless roofing

228

bogner construction Company

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5

Contents

Departments â–

Industry Insights

42

joseph a. natoli construction corp.

47

gateway building & restorations, llc

50

CPM Housing Group

53

housing authority of the county of salt lake

56

decatur housing authority

58

halpern architects

60

aaron bornstein & associates

62

dilworth development, inc.

65 futron incorporated 67 grand forks housing authority 69

housing authority of the

county of santa clara

72

towne properties

76

lsc design inc.

78

ce sundberg company

80

timberline construction corporation

â–

Project Showcase

84

straub construction

89

alh home renovations

91

scott + reid general contractors

96

cci club design

â–

In Profile

99

dewson constuction company, inc.

164

the Money pit

104

abel design group, ltd.

167

purchasing management international

107

norton healthcare

172

united-bilt homes llc

110

morning star builders, ltd

175

progressive pipeline management

112

robert m. gurney, faia architect

177

alpine painting and sandblasting

117

watkins glen international

contractors

119 glen rock stair corporation

179

121

richard manion architecture inc.

182 environmental compliance services, inc.

125

kreizenbeck constructors

184

homer tree service inc.

127

breckenridge grand vacations

187

creative countertops, inc.

189

law office of carol coplan babbitt

130 JHP Architecture / urban design

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bbfm engineers inc.

American Builders Quarterly

Photos: Erhard Pfeiffer; Greg Shupe

121

207 â–

The Specialists

194

suncor, Inc.

197

pioneer roofing, LLC

199

peerless products, Inc.

202

straight edge striping

204

greenclean janitorial, LLC

207

awnings by design

209 edss

80

americanbuildersquarterly.com

212

service tech, Inc.

214

artesano iron works

217

tectonic engineering &

surveying consultants pc

219

aj perri

221

williamsen & Bleid, Inc.

224

d&B industrial floor coatings, Inc.

â–

Transformed

230

phoenix international raceway

233

service mechanical industries

236

springfield underground

240

eau claire area school district

243

haskell company

245

ace air

247

signature construction & Design

250

weekly bros., inc.

252

mccaffery interests, inc.

july/aug/sept 2012

7

editor’s note

Stadium construction is a team effort.

I

t’s summer, and fans across the nation are cheering the cracks of bats, the roar of stock cars, and even NFL teams taking the field for the preseason games of August. Amid the fanfare, there’s a good deal of enjoyment to be gleaned from the majesty of stadiums and NASCAR tracks themselves—the impressive panoramas of their grandstand seating, the lush greens of their grass, their ability to amplify crowd noise—but it’s easy to forget that it took hands to build these venues. Lots of hands.

For instance, David Giambrone (p. 144) remembers the “2,200 construction workers on-site at one time” for the construction of Cleveland Browns Stadium. Such facilities are so large that they take whole armies of subcontractors to complete, so even though Giambrone’s company doesn’t specialize in stadium work, it has landed several such projects in Ohio thanks to its versatile expertise in niche fields such as masonry. The firm’s story serves as an inspiration for others looking to break into higher-profile work.

The Browns’ stadium went up back in 1999, but sports arenas continue to get built or undergo major renovations as team owners and stadium managers push venues to the max to draw bigger crowds. Read about some of the latest examples—the Mercedes-Benz Superdome and MetLife Stadium (p. 153) and the Kentucky Speedway (p. 138)—to understand how the trend is affecting construction strategies in the niche market.

Of course, sports facilities aren’t everyone’s game, but this issue of American Builders Quartely still has the usual list of stand-out residential, commercial, and industrial projects, too. Take a look at Robert M. Gurney’s clean, modern Wissioming2 residence near the Potomac River (p. 112), or gain insight into MasterCraft Floor Covering’s exacting work in the field of patterned woven carpet installation (p. 30).

Whatever your focus, we hope this issue of American Builders Quarterly offers some takeaways for your own construction endeavours. And next time you find yourself in a stadium, take a moment to consider its multifaceted artisanship; maybe you could make some portion of such work part of your business, too.

Photo: Samantha Simmons

Enjoy,

Geoff George Features Editor

8

july/aug/sept 2012

American Builders Quarterly

American Builders Quarterly

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Editorial

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editor-in-chief

creative director

guerrero howe, llc

director of sales

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Titus Dawson titus@guerrerohowe.com

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designer

Pedro Guerrero, President Christopher Howe, CEO & Publisher

Kathy Kantorski kathy@guerrerohowe.com

features editor Geoff George geoff@guerrerohowe.com

correspondents Cristina Adams Chris Allsop Erin Brereton Laura M. Browning Ruth Dávila Julie Edwards Annie Fischer Karen Gentry Jeff Hampton Scott Heskes Jennifer Hogeland Frederick Jerant Russ Klettke Kelli Lawrence Jennifer Nunez Kelly O'Brien Lindsey Howald Patton Mark Pechenik Erik Pisor Zipporah Porton Seth Putnam Julie Schaeffer Tina Vasquez Lynn Russo Whylly Laura Williams-Tracy

Caroline K. Thompson

Krista Lane Williams

photo editor Samantha Simmons

business development manager/reprint manager guerrerohowe.com

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editorial researchers Jon Adams Alex Bondi Mitchell Conroy Patrick Earls Shaan Haque Emily Hubbard Thomas Lesser Alex Michael Michelle Ruiz Mike Schulte Victor Villareal

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Research

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Administrative

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9

from the ground up

Apogee Stadium Maximizing sustainability at a high-capacity sports arena

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Looking out over a flat expanse of Texas

prairie land, the University of North Texas’s (UNT) Apogee Stadium is a structure of tremendous scope, both in its size and its sustainability.

Manhattan Construction Company (MCC) broke ground on the 31,000-seat stadium on Nov. 21, 2009, aiming to replace UNT’s old stadium, Fout’s Field, with a new facility in time for the 2011 football season. The firm first brought in a number of earthmovers to clear the land for construction, and then it got to work putting up the stands around the field by building a steel-reinforced concrete skeleton and outfitting it with metal seating, fencing, and railings.

Steamrollers flattened out the center of the stadium bowl before the artificial turf was installed, and toward the end of construction, substantial amounts of glass and brick were incorporated into the press box and luxurysuite structure behind the home-team stands.

MCC also oversaw the installation of an energy-efficient HVAC system and low-flow sinks and toilets, and the firm diverted at least 75 percent of the construction materials from the landfill, all of which helped the facility ultimately earn LEED Platinum certification, making it the first collegiate stadium in the United States to do so. In December of 2011, the students of UNT also watched as three wind turbines were built and connected to Apogee Stadium and the electrical grid. It’s estimated that the turbines will generate about 500,000 kilowatt hours of power, supplying the field with substantial renewable energy and preventing roughly 323 metric tons of CO2 from being released into the air. ABQ

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American Builders Quarterly

contents

Project Details Project Name Apogee Stadium Location Denton, TX Size 340,000 square feet Completed 2011 Cost $79 million Architect HKS Sports & Entertainment Group LEED Consultant HKS DesignGreen Construction Manager Manhattan Construction Company Interior Designer HKS Commercial Interiors Mechanical Engineer Smith Seckman Reid Electrical Engineer Aguirre Roden Civil Engineer Jaster-Quintanilla Structural Engineers Rogers Moore Engineering; Walter P Moore Landscape Architect Caye Cook & Associates Commissioning Agent Henneman Engineering

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contents american spaces

Swenson Civil Engineering Building Dull-grey cast-in-place concrete, mud-brown rust-coated Cor-Ten steel, washed-out

reclaimed wood—these hardly seem like the colors or materials a dramatic façade would be made of, yet the work of Ross Barney Architects on the Swenson Civil Engineering Building at the University of Minnesota–Duluth proves such assumptions wrong. From the beginning Ross Barney meant the building itself to be a teaching tool for the school’s engineering students, so the firm chose to use abundant raw materials (including local supplies of Taconite stones for gabion walls) to prove that beauty can be achieved naturally and sustainably. The building’s lack of finishing materials allows students to observe fabrication techniques and some of the structure’s inner workings firsthand, including an intricate rainwater-capture system built with scuppers and roof slopes that direct the flow of H20 into an underground French drain for reuse. Other eco-conscious elements include a green roof, a tight building envelope, and minimal outdoor lighting. Overall, 20 percent of the building's materials came from regional sources, 30 percent of the materials came from recycled sources, and crews managed to divert 95 percent of the project’s construction waste from the landfill, helping Ross Barney earn LEED Gold certification on the project—even though the client only asked for LEED Silver. Here’s hoping the University of Minnesota– Duluth’s students follow the design firm’s example. ABQ

Project Details Location

Duluth, MN Client

University of Minnesota– Duluth Architect

Ross Barney Architects Size

35,300 square feet

The Cor-Ten rain screen supports the scupper above, and its perforations give engineering students a look at how it was put together.

Cost

$26.8 million Photography

Kate Joyce Studios 12

july/aug/sept 2012

American Builders Quarterly

contents

OPEN WIDE When raised, the massive bifold door clad in Cor-Ten steel (right) creates a 36’ x 24’ opening so that engineering students can move gantry cranes from the structural lab to the loading dock outside. The interior plan for this portion of the building called for the construction of a “strong wall” and “strong floor,” large, monolithic cement teaching tools upon which any number of experimental structural elements and designs can be installed and tested.

The lab is large enough and so well equipped that local professionals and even government agencies have also used the space for testing purposes.

The puzzle-piece precast concrete walls of the structural lab show students that the material can be formed into any shape. Slot windows fill the voids between the cuts of concrete to admit daylighting.

Approximately 73 percent of the site is covered by pervious materials and landscaping, including a number of native plant species such as prairie grass.

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american spaces

Large sheets of interior glass bring daylighting farther into the building, cutting down significantly on energy costs and giving the entire structure an airier feel.

Ready For Anything Ross Barney left the interior of the Swenson Civil Engineering Building open and adaptable. Its ground-floor laboratories are big enough for larger engineering projects and experiments, and its second-floor classrooms are bisected by a partition that can be removed to create a sizeable central gathering space. Additionally, the flooring systems in the classrooms and offices are raised, allowing for endless reconfiguration of the wiring below the spaces. No matter how students and faculty opt to use the building in coming years, their structural needs are sure to be accommodated.

The Plans

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1 Voss Kovach Hall 2 Reflective roof 3 Native landscaping 4 Intensive roof garden 5 Pedestrian bridge 6 French drain 7 Scupper 8 Taconite stones 9 Permeable pavers

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University Drive

American Builders Quarterly

contents

The two large roof scuppers are made largely of reclaimed wood taken from pickle barrels dismantled in the region.

Both outside and inside the building, Ross Barney filled gabion walls with locally sourced taconite rocks. The barriers are permeable, helping to prevent rainwater runoff during heavy storms.

The scuppers pour rainwater into Cor-Ten steel tubs, where it's then funneled into an underground French drain system for reuse.

americanbuildersquarterly.com

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15

step by step

How To

Green an HVAC/Electrical Firm with Wycliffe Enterprises, Inc.

Above: Wycliffe Enterprises is taking steps to retrain itself so that it can achieve greater energy efficiency when tackling HVAC and electrical work such as this generator project for a Fortune 100 company.

16

july/aug/sept 2012

When Barbara and Jeff Wycliffe founded Wycliffe Enterprises, Inc. in 2004, they’d already paid their dues. Combined, they had more than 40 years of experience in the industry, specializing in government procurement and the support of HVAC and electrical systems in the commercial and government sectors. Now eight years into their joint venture, business is booming, and work with institutions such as Princeton University and the US Army Corps of Engineers has become commonplace. Recently, however, something began to shift for the Wycliffes. As climate conditions worsened, they felt an overwhelming need to change their business practices because, as Barbara says, “It felt like the right, responsible, and ethical thing to do.” Thankfully, going green hasn’t been too difficult of a transition to make, as many of the government projects Wycliffe Enterprises works on are mandated to have sustainable aspects. Here, Barbara, Jeff, and Wycliffe Enterprises’ vice president of business operations, Glen Charles, discuss the steps the company is taking to push itself into the renewable energy market: ÑTina Vasquez

American Builders Quarterly

step step step by by step

Wycliffe Enterprises, Inc.

16

Roof Diagnostics Inc.

20

SBBI, Inc.

22

Meng-Hannan Construction, Inc.

25

Asset Safe Inc. 27 Mastercraft Floor Covering, Inc.

30

American Plumbing & Heating 32 Conalvías USA 36

1. Implement a green team

Though Wycliffe Enterprises expects all its employees to take part in its newly evolving sustainability initiatives, Charles has been instrumental in reaching out to specific employees for the purpose of forming a green team, a core group of employees who will meet to discuss the progress of Wycliffe’s sustainable goals and make suggestions about how certain operations or business practices can be amended to be more efficient and eco-friendly. Already members are stepping up in small ways that make a big difference. Frederick, Maryland, where Wycliffe Enterprises is based, does not have a business recycling program, so three members of the green team routinely take recyclable waste home to be processed.

americanbuildersquarterly.com

2. Make little changes that add up When it comes to sustainability, Barbara and Jeff are adhering to the philosophy that slow and steady wins the race. Most companies looking to jump quickly on the green bandwagon often forget to implement the basic energy-saving and cost-cutting practices, but not Wycliffe Enterprises.

Every employee is being asked to print less, print double-sided, and use digital files rather than print out documents. Charles also recently encountered an MIT study that revealed that printing in the font Century Gothic uses 30 percent less ink and toner. The firm is now using that font for specific documents and showing savings as a result. Employees are also being asked to bring in their own coffee mugs and reusable

water bottles to do away with the need for paper cups and plastic water bottles.

Bigger initiatives are on the horizon as well. Soon enough all employees will be using laptops instead of desktop computers, which are known for guzzling energy.

“Going green doesn’t mean that you have to do it all at once,” Charles says. “You do what you can, when you can, as often as you can, and slowly, before you know it, you’re changing your company culture.”

3. Align yourself with those who know

As Jeff says, sustainability isn’t a new thing, and there are organizations in place, such as the USGBC, that can be incredibly beneficial

july/aug/sept 2012

17

step by step

to a company interested in going green.

Wycliffe Enterprises has been a member of the USGBC since 2010, and aligning itself with the almost 20-year-old organization has provided the company with a wealth of knowledge for properly selecting sites, conserving water and energy, and taking other important steps.

4. Partner with a green consultant

Top, above: Wycliffe Enterprises also helped renovate a wellness facility and its fitness center for a Fortune 100 Company. The firm has partnered with a green consultant so that future projects like this can be more sustainably sound.

In the same vein as aligning yourself with those who know, Wycliffe Enterprises decided to consult Bill Roth, a green-business coach and the founder of NCCT, a San Franciscobased firm that helps businesses define and integrate sustainability into their strategies.

Charles met Roth at a green-building expo in Washington, DC, and eventually Wycliffe Enterprises underwent training with Roth, who helped the firm create and implement methods and strategies that will poise it for future renewable-energy projects. Roth also made Charles aware of vegetative green roofs that help absorb rainwater and provide insulation, and Charles hopes to incorporate such roofs in future projects.

5. Get educated and certified

“Going green doesn’t mean that you have to do it all at once. You do what you can, when you can, as often as you can, and slowly, before you know it, you’re changing your company culture.”

Glen Charles, Vice President of Business Operations 18

july/aug/sept 2012

“We don’t know everything there is to know about sustainability; we still have a lot to learn, but we’re doing everything we can to educate ourselves so that we can be a better resource for our clients,” Barbara says. This is exactly why Barbara, Charles, and other key employees are currently taking Building Information Modeling (BIM) classes, which are teaching them how to generate and manage building data during its life cycle. Charles and three other Wycliffe Enterprises employees are also studying to become LEED APs. ABQ

American Builders Quarterly

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step by step

How To

Plan and Install a Solar-Panel System with Roof Diagnostics Inc.

Above: Installing rooftop solar-panel systems across the United States through its franchising company, Roof Diagnostics is helping homeowners achieve energy autonomy.

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july/aug/sept 2012

Founded in 1994, New Jersey-based Roof Diagnostics Inc. is expected to become one of the largest residential solar-installation companies on the East Coast by 2013. Initially started as a roofconsulting firm, the company evolved with demand and eventually branched into solar roofing.

Partnering with San Francisco-based SunRun, the leading residential solar-energy company in the United States, Roof Diagnostics is taking its business on the road by creating franchise opportunities through its subsidiary company, Roof Diagnostics Franchising. "Solar is one of the most difficult industries to break into,” cofounder Kelcy Pegler Jr. says. “We have removed all of the red tape and provided an opportunity for driven individuals to succeed in solar without the overwhelming obstacles in the way.” Below, Roof Diagnostics walks through its process for installing solar roofs. ÑScott Heskes

American Builders Quarterly

step by step

1. Perform preproject analysis

Typically, with the Roof Diagnostics approach, it’s first necessary to make sure a home is a good candidate for solar. Using a software tool called Pictometry, which Kelcy Jr. describes as “Google Earth on Steroids,” Roof Diagnostics takes into account natural shading and the angle of the sun in relation to a home’s roof pitch. This helps determine how much energy (and therefore savings) a home might be able to collect.

For example, for Country Walk, a postretirement homeowners association, Roof Diagnostics presented analysis to a group of retired residents who were, for the most part, living on fixed incomes. “When we were able to show immediate savings of 15 percent and long-term savings of [more than] $30,000,” Kelcy Sr. says, “it was a no brainer for the homeowners to go solar.”

5. Install and connect

The system gets installed in 2 phases: DC and AC. Solar panels generate DC (direct current) power, but a home runs on AC (alternating current) power. The DC installation is done first, the panels placed on mounting devices and a rack system, and then Roof Diagnostics uses an advanced system called Trinamount—from Zep Solar—that combines the rack system and the grounding system into one. Once that’s done, the panels are installed in one or two days.

Then, lead by a master electrician, the AC team installs an inverter that changes the DC power to AC power, and a SunRun energy meter is installed to monitor the solar-panel system exclusively. The final step is for the local utility to install a net meter, which monitors the amount of electricity used and the amount getting put back into the grid. ABQ

2. Design a personalized system

Once Roof Diagnostics has calculated a home’s electricity usage, the firm tries to design a system to offset up to 100 percent of that usage. When putting together the panel layout, the firm must also make sure the structural integrity of the home will support the solar-panel system, which it almost always does. “In the rare case, we will have to add collar ties for structural reinforcement,” Kelcy Sr. says. “The weight of the solar panel on a roof, including the roofing materials, is a load of nine pounds per square foot, and most roofs are designed for about 38 pounds per square foot.”

3. Close the sale with a specialist

The next step is the part that the Peglers like best. A solar specialist will explain a solar-panel system’s economics to the prospective client, who almost always accepts Roof Diagnostics’ proposal. “We are giving people the opportunity not only to choose who they are buying the electricity from” Kelcy Jr. says, “but almost all of our clients move forward with the zero-dollar option.”

Instead of buying the electricity from the local utility provider, clients can buy from SunRun, a company that then pays for the entire installation. “The typical savings for our client is between $20,000 and $50,000 over a 20-year period,” Kelcy Sr. says.

4. Do the paperwork

Once a project is confirmed, Roof Diagnostics has to file with the state to register the project for any rebates. Next, the firm has to apply to connect with the local utility, and then it does final calculations on the roof measurements and generates plans for a building permit. “Once we receive the permit, we are ready to build,” Kelcy Jr. says.

“It costs our company more to do administration and permitting then it does to do the actual install.”

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step by step

How To

Build a Fish Barrier—17 Miles from the Nearest Road with SBBI, Inc. Building a concrete fish barrier across a meandering mountain stream may not seem that exciting, but the imagination, in this case, deceives. The Blue River Fish Barrier project, completed this year

by Arizona-based government-infrastructure specialist SBBI, Inc., required specially trained rock climbing crews, two separate off-the-grid base camps, and the transportation of equipment by decommissioned military helicopters. This is because the site was 17 miles from the nearest improved road and more than 75 miles from the nearest hospital. Part of the appeal of high-risk jobs such as Blue River, SBBI vice president Ted Walker says, is that the margins can be higher. But the real reason SBBI specializes in remote heavy-construction jobs? “It's a lot more fun,” Walker says. Here he breaks down how a project such as Blue River comes together. ÑKelly O'Brien

2. Establish a game plan

SBBI’s bid also offered the best solutions to the project’s myriad challenges, one of which was the timing. The firm’s proposed schedule began the second week of October, affording enough time to finish before the high-flow periods on the river.

However, since the job wasn’t due to be awarded until October 1, SBBI had to line up and schedule subcontractors on spec.

3. Mobilize equipment, supplies, and manpower

The minute the contract was awarded, things started moving. The first hurdle was getting to the site. Through Siller Helicopters, SBBI had lined up two decommissioned Sikorsky helicopters to fly in disassembled excavators, dozers, concrete plants, and 3 million pounds of cement. “The Bureau of Reclamation was amazed at how fast we were able to get the equipment into the wilderness,” Walker says.

1. Win the bid

In August of 2011, the US Bureau of Reclamation put out an RFP for a fish barrier—basically a shallow damn—on the Blue River to protect it from predatory species found in the adjoining San Francisco River. Walker and the SBBI team drew from their decades of experience working on government infrastructure contracts to put together a detailed bid at the best value, winning them the job.

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American Builders Quarterly

step by step

4. Assemble camp and prepare the site

A wilderness it was. SBBI established a base camp eight miles from the site, in the pasture of an accommodating rancher. A third helicopter ferried the 24-person crews to the river every day. Extensive antierosion measures were taken at both the job site and the base camp to protect the surrounding environment. “It’s such a magnificent wilderness area,” Walker says. “We really wanted to put our best foot forward.”

5. Ensure job-site safety

For every step of the job, SBBI’s safety officer, Sue Downing, established extensive safety measures. For example, before any work on the river could be done, HI-TECH Rockfall Construction Inc. came in with rock climbing teams that scaled the cliffs and removed any loose material that could fall on crews working below. The SBBI crews also paid close attention to US Geological Survey reports about variations in the river’s flow.

6. Divert the river

When construction began, SBBI did it in two phases, building half the dam at a time. As the firm began each phase, it built a channel for the river, hemming it in with a large berm and lining it in plastic to prevent the intrusion of water into the subgrade.

7. Excavate and dewater the barrier's foundation

The next step was to dig the trench for the barrier’s footing. Subcontractor Hardy Hole Drilling got through the riverbed’s upper strata, but the company had to stop drilling the well points it had planned on when it hit an unexpected geological formation. Instead, the SBBI crews proceeded with excavators until they had a 26-foot-deep, 52-foot-wide trench with massive sumps installed to keep it dewatered.

americanbuildersquarterly.com

8. Pour the roller-compacted concrete footing

The footing of the barrier was not only sunk those 26 feet into the riverbed; it was also poured with roller-compacted concrete (RCC), a specialty mix that requires little hydration and develops a compressive strength of 4,000 psi. For each stage, SBBI poured the RCC foundation in batches, compacting it with a vibratory roller and capping it off about six feet above the riverbed.

9. Pour the heavily reinforced weir

The final piece of the barrier is the concrete weir— the smooth, concave surface over which the river flows.

Connected to the foundation and bedrock and reinforced with 128,000 pounds of steel rebar, the weir was poured with a standard concrete mix, which delivers the tensile strength the barrier needs to hold up to the river’s constant flow, Walker says.

10. Reestablish the native flow of the river Once both halves of the weir were complete, SBBI’s last steps were to divert the river one last time—to allow the firm’s crews to tidy up the riverbed and remove the pumps—and then restore the river to its original path.

Then, it was just a matter of dismantling and flying everything out—and saying goodbye to the Blue River adventure. “I probably will never get to do another job like this in my lifetime,” Walker says. “I’m so glad I got to do this one.” ABQ

A Message from RDO Equipment Co. RDO Equipment Co. focuses on striving to be your partner to help increase your profitability and lower your risk. That’s why SBBI and RDO Equipment Co. work closely together to provide solutions to their customers. Your one-stop total solution headquarters for John Deere heavy-construction and compact equipment is RDO Equipment Co. Parts and service available on most other makes and models, too. Call 520-294-5262 or visit rdoequipment.com.

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Specializing in All Foundation Work

10 years in business 217 Paloma Blanca Dr. Chaparral, New Mexico 88081 L E VI H A R D Y office 575-824-4495 • fax 575-824-5313 cell 915-491-3388 • email levihardy4@aol.com

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Photos: Ken Hawkins

step by step

How To

Construct a Net-Zero Gas Station with Meng-Hannan Construction, Inc.

Above: The Highland Chevron gas station is the first net-zero structure of its kind in the Portland, OR, area, and it’s all thanks to the work of Meng-Hannan.

In eco-friendly Portland, Oregon—where the first LEED-certified convention center was registered all the way back in 2004—gasoline is still necessary. The city’s motorists ranked number one in the United States in 2009 for new hybrid cars per capita (8.8 per every 1,000 households), but even hybrids need to be refilled every 400–600 miles. Meng-Hannan Construction, Inc., which specializes in gas stations, built or remodeled many such structures in 2010 and 2011, including the first net-zero facility for a City of Roses suburb. Take a careful look at how it was constructed— because there’s more green around the facility’s fossil fuels than meets the eye. ÑRuss Klettke

americanbuildersquarterly.com

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step by step

1. Be a petroleum-retail specialist

In the Pacific Northwest, from Northern California to Alaska, Meng-Hannan is a go-to firm for the construction of petroleum-retail sites. It’s a demanding market with exacting permitting requirements, environmental standards, and business imperatives. “It really is a niche industry,” president of the firm David Hannan says.

In the case of the net-zero Highland Chevron facility (located in Beaverton, Oregon, and owned by Bob and Katy Barman), deconstruction of the existing petrol station had its own critical stages before construction of the new facility could begin. Luckily, Meng-Hannan’s entire field-supervisor staff is trained and licensed for fuel-tank removal, installation, and matrixing by the state’s Department of Environmental Quality (DEQ).

5. Construct the main building

The station convenience store was constructed at the same time.

Because of the complexity of the structure—which included electrical conduits to the fuel area, concrete foundations, refrigerated units, plumbing, monitoring systems, and interior finishes—multiple subcontractors worked with Meng-Hannan on both the conveniencestore and fuel-dispensing portions of the project. “It’s like an anthill at times, with a lot of activity,” project manager Brad Trebelhorn says.

“I try to make sure it has more organization than chaos.”

2. Tear down and decommission the fuel system

After a six-month permitting process, the existing gas station was demolished—carefully. Old underground fuel tanks and lines were triple-flushed in a cleaning solution that itself was properly disposed of off-site. The old fiberglass tanks were crushed on-site, and steel tanks were cut up and hauled away for recycling.

6. Install the canopy

The roof over the fuel area traditionally serves two purposes: it acts as signage (for Chevron in this case) and protects the pumps from the elements. “This canopy is about 1,600 square feet—30 percent larger than what it replaced—to accommodate solar and green-roof components,” Trebelhorn says. “It also has to withstand strong winds and possible earthquakes.” Footings run six to seven feet deep, and the columns rise 17 feet from the ground.

3. Excavate for and install the new fuel system

To accommodate new and larger tanks, the fuel-tank storage area was excavated deeper and wider. A filter fabric was used to separate native soil from pea gravel backfill that surrounds the new tanks, which themselves were anchored in place by rectangular concrete “dead-men” weights. These measures ensured that the tanks could move with seismic activity and that they wouldn’t float in a flood, preventing any release of gasoline into the environment. The integrity of the tank connections were all tested with air pressure.

4. Fit the tanks with trim and piping

Before the new fuel tanks were completely buried, each one was equipped with EPA- and DEQ-certified fiberglass turbine sumps, manholes, and automatic tank-gauging equipment—as well as double-wall, flexible product piping and fiberglass-reinforced plastic vent and vapor lines, which connected to the new dispenser islands.

All sumps and double-wall fuel-system lines were pressure- and water-tested before final connection during the later stages of construction.

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7. Catch the rays and rain

Because the Highland Chevron facility’s canopy was a bit more complex, it added another week to the process. Pavement, fuel dispensers, and ground landscaping were the final elements built.

Photovoltaic solar panels (supplied by Dynamic Power Innovations, a local solar-power installer) now cover 60 percent of the roof, And even in this famously rainy region, they power all the facility’s lighting and signage, and they even supply an electric-vehicle (EV) charging station.

A 425-foot-deep geothermal well (supplied by Total Energy Concepts, a geohydronics firm) is the energy source for the store’s retail refrigeration units and the building’s HVAC systems. The eco-roof runs down the center of the fuel canopy, occupying about 40 percent of the surface area.

The environmental features on the roof and below the ground are largely unseen. But the eyes of the world are still on the facility as a green gas station prototype, ABQ

American Builders Quarterly

Photo: Vasily Lantukh

step by step

How To

Renovate a Real Estate Owned Property with Asset Safe Inc.

Above: Asset Safe’s renovation measures ensure that bank-owned properties such as this one don’t fall into disrepair.

Making lemonade from a sour real estate market, Asset Safe Inc. has quickly risen to become a premier provider of construction, rehabilitation, and management services to the real estate owned (REO) property industry in Atlanta. Founded in 2010, the forward-thinking company’s business grew by more than 500 percent during 2011, an incredible testament to its innovative approach. “Our goal is to solve a business problem for our clients,” director of marketing Vasily Lantukh says. “The real estate bubble left an oversupply of housing, and a credit crunch prevented buyers from absorbing this oversupply. Banks found themselves repossessing real estate they couldn’t sell because the properties were often in need of repairs to make them code compliant.” That’s where Asset Safe steps in. The company provides a full range of services, from simple property maintenance to full rehabilitation, and it upholds a strong reputation with credentials such as Lead-Safe certification; membership in the USGBC; and approval as a contractor from 203k, Home Depot, and Freddie Mac. Here Asset Safe’s management team shares its best practices for successfully completing an REO renovation project. ÑJulie Edwards

americanbuildersquarterly.com

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step by step

3. Select the appropriate team for the job

1. Maximize efficiency on the front end

“Our tremendous growth over the past year led us to start looking at ways we could accommodate growth without increasing overhead,” Lantukh says. First, the company built and implemented a custom customer-relationshipmanagement (CRM) platform, a change that allowed the Asset Safe team to coordinate up to five times the workload it had previously.

Next, the company invested in iPads outfitted with customized software for its project managers, allowing the managers to quickly enter and send data. “Before, managers would have to bring handwritten notes to the office and enter all the data, upload the photos, and complete the bid,” COO Roman Molla says. “It could take up to a week to process a bid. Now, we have real-time, dynamic information, and our bids are usually turned around within a half-day.”

2. Complete an accurate, thorough bid the same day a bid request is received

4. Appoint communicative, detail-oriented project managers

Asset Safe’s project managers have to keep everyone involved in a project—including brokers, vendors, and contractors—on the same page. “Allowing communication to break down can, at best, annoy the client,” Lantukh says. “At its worst, it can cause an entire project to implode.”

The managers must also have a sense for nuances and be able to look at projects from macro and micro points of view. “The bigger your operation and the bigger your projects, the more room there is for error,” Molla says. “When project managers stay on top of the details, issues that arise become mere inconveniences, but if details fall through the cracks, the results can be catastrophic.”

5. Expect the unexpected

Semenov notes that REO homes often don’t have utilities. Asset Safe’s teams must therefore be prepared to work with generators, and they must be prepared to pressure-wash a home’s exterior, to check for leaks without running water, or even to find and repair weather-worn cracks in a home’s siding. Having contingency plans for these and other potential issues saves the company valuable time.

Photos: Vasily Lantukh

“This bid should include the client’s requested items but also note items that can save the client time or money,” CEO Paul Semenov says. For example, a client might request that Asset Safe repair minor water damage in a dining room, but the company makes sure the client doesn’t overlook the cause of that damage, which might be something such as a cracked pipe located above the dining room.

“We work with more than 50 contractors in various trades,” Molla says. “Some projects are best handled by an outside specialist.

However, minor issues often can be quickly resolved by our in-house contractors. Knowing when to use which option increases productivity and saves valuable resources, and choosing the wrong option can lead to missed deadlines, which, in the REO business, are inexcusable.”

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American Builders Quarterly

step by step

Can you really have speed, quality and value in one company?

ASI leads property preservation and asset management services for the Real Estate Owned (REO) industry by combining quality with speed. We ensure that vacant and abandoned properties are secured quickly and remain protected during the default, foreclosure, and REO process.

Asset Safe, Inc. • 1950 North Park Place SE, Suit 200 • Atlanta, GA 30339 o 404-566-8100 • f 866-470-6030

www.assetsafeinc.com

6. Conduct a final inspection

After work is completed, Asset Safe has trained field agents review a project’s punch list to verify all requests were completed to the client’s specifications. “The final inspection is the last opportunity to catch details that might have fallen through the cracks,” Semenov says.

Think like the client

“Asset Safe is focused on helping our clients move inventory,” Semenov says. “As a result, our speed of service has to be unquestionable, our pricing attractive, and the quality of our workmanship high. To accomplish these goals, we had to stop thinking like a construction company and experience a true paradigm shift.” ABQ

Greenbrier Resort & Casino

PATTERNED CARPET • MASTER INSTALLATION www.mastercraftfloorcovering.com

Contact Us: info@mastercraftfloorcovering.com 918-296-7011 | | 324 West Main St. | | Jenks, OK 74037 americanbuildersquarterly.com

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step by step

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American Builders Quarterly

step by step

How To

Install Patterned Woven Carpet in a Circular Space with Mastercraft Floor Covering, Inc. Installing carpet at the Library of Congress in fall of 2011 “was a pretty intimidating project,” Gary Freeby admits, and it’s not hard to see why. The library’s iconic Jefferson Reading Room is an imposing and almost cathedral-like space, with great marble columns and arches, allegorical bronze statues, stained-glass windows, and a massive painted dome ceiling.

But that isn’t what intimidated Freeby—the president of Mastercraft Floor Covering, Inc.—and his team of carpet installers: they were looking at the shape of the room, which is circular; its entrances, which there are 10 of; and the book-and-wreath medallions in the patterned carpet. Those medallions, which ring the central desk—also a circle—needed to line up perfectly with the aisles leading from all 10 of the room’s entrances. The daunting nature of the project, though, is why the Library of Congress called in Freeby in the first place. Here, using that job as an example, he walks through the steps it takes to get a carpet installation done. ÑLindsey Howald Patton

1

Evaluate the project

Freeby built his career specializing in what some suspect is a waning skill.

Patterned woven carpets—especially those in high-traffic facilities such as casinos and hotels, which Mastercraft Floor Covering deals with often—are notoriously difficult to install.

Before demolishing an old carpet to make way for the new, Mastercraft meets with property owners to determine if there are any specific demands for the space. In the Jefferson Reading Room, for example, only half the room could be worked on at a time.

“They wanted to keep it open for the students,” Freeby says.

2

Remove the old carpet

The Mastercraft Floor Covering crew—which, over the course of the nine-day Library of Congress job, included nine installers—removes the existing carpet.

It then searches for irregularities in the flooring beneath, and any potential issues are patched.

3

Put down a pad

Next comes a pad that will sit below the flooring. This pad can vary depending on the type of carpet and how the floor space itself is used. In spaces with high foot traffic, Mastercraft uses a high-density, 26-pound rubber pad.

americanbuildersquarterly.com

4

Cut and arrange the new carpet

The installers then perform a sort of dry run, cutting the carpet and arranging it in the space first before gluing it down. The carpet at the Library of Congress was an Axminster with a blend of 80 percent wool and 20 percent nylon. The carpet bears an identical pattern to the Library of Congress’s 1897 original. A pin-dot field of gray is regularly interspersed with a series of ornate circular medallions, and in the center of the room, ten large medallions on a field of unbroken gray each bear an open, wreath-encircled book.

After cutting the pieces of carpet, the seams have to be sealed to prevent fraying.

“We’ll use a latex sealer, which is compatible with the carpet,” Freeby says.

5

Set up control lines

Those book medallions—the ones that needed to line up with all ten entrances to the room—are a point of pride for Mastercraft because symmetry isn’t something the original installers, back in the late 19th century, were able achieve.

“All the patterns line up now,” Freeby says.

“They’re all straight.”

This is mainly the result of meticulous measuring. The carpet installers use masonry lines as guides, stretching them on top of the carpet. Woven carpets are filled with minor variations that make lining up the pattern difficult. “There’s not a piece of patterned carpet out there that’s produced straight,” Freeby says dryly.

The lines, then, are a way of directing where the carpet—which does have some give in its length but not in its width—needs to be stretched. Mastercraft used about 50 lines in the Jefferson Reading Room.

6

Apply adhesive

As the adhesive is applied—a premium, multipurpose adhesive by XL, in the case of the Library of Congress—the carpet is laid one breadth at a time. Once into the glue, “you reset your control lines, and from there you stretch it to the control line to get your pattern straight,” Freeby says.

Stay nails keep the carpet in place while the adhesive is still wet.

This work at the Library of Congress was itself complex, but environmental challenges surrounding the project made it even more difficult. Over nine days, Mastercraft’s installers worked through student field trips, a nearly six-point earthquake, and the threat of oncoming Hurricane Irene.

To make up for a day lost to an evacuation, the installers worked day and night to finish the job on deadline.

7

Allow the adhesive to cure

The adhesive will take approximately 10 hours to cure, but after that the stay nails can be removed and the carpet walked on freely. If the installation has been done correctly, no bubbles or frayed seams will appear. ABQ

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step by step

How To

Install Piping Systems for Scientific and Medical Facilities with American Plumbing & Heating “Seems like yesterday,” recalls Joe Clancy, CEO and president of Massachusetts-based American Plumbing & Heating, of starting his business in 1985. Being a third-generation plumbing contractor, he had already grown up watching his father and grandfather work in the field. And when he opened American Plumbing & Heating, he set his sights on serving the biotech, pharmaceutical, medical, and educational markets. “We separate ourselves from the basic plumbing contractors,” he says. “We’re dealing with high-tech systems with multiple, sophisticated uses. We’re installing millions of dollars worth of equipment that’s critical to education, to research, developing drugs for the future, and saving lives.” Clancy takes pride in knowing his team consistently completes aggressively scheduled projects on time. “We have the ability to design, build, and complete any size project on schedule, and within budget,” he says. Here, Clancy and vice president Dan Bent break down the component parts of their subcontracting work. ÑJennifer Nunez

1. Create a budget

Like all construction projects, the work on sophisticated plumbing and fire-protection piping systems begins with looking at the plans and putting together a proposed budget.

“We see drawings in the 40–60 percent complete range, so they aren’t developed yet for construction,” Clancy says.

“Through our years of experience, we are able to accurately budget plumbing systems as if they were completely drawn.”

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American Builders Quarterly

step by step

2. Bid on the project

After the budget, once the company has a complete set of drawings, it will then put together a finished estimate to place a bid. When the firm gets new work, the estimator usually becomes the project manager. As Clancy puts it, “who knows the job better than the one who estimated it?”

American Plumbing & Heating has won bids from companies such as Genzyme, Novartis, and Vertex, constructing piping systems needed for research and drug development. The company has also been involved in a number of other high-profile projects, including, currently, a new installation at the University of Massachusetts Medical School in Worcester. Additionally, the company has done renovations and new installations at Brigham and Women’s Hospital, Massachusetts General Hospital, Fenway Park, Gillette Stadium, Harvard University, Boston University, and MIT. Its list of clients is a testament to the high quality of work that its teams consistently produce.

3. Create real-time 3-D models

American Plumbing & Heating has also been a forerunner in the use of Building Information Modeling (BIM), a technology that has had a growing impact in construction. “This is taking coordination to another level,” Bent says. “Along with BIM, we use a program called Navisworks, a clash-detection system, which allows us to literally fly through a project in a 3-D model. This enables us to see any conflicts before construction starts and fix them in the model.”

americanbuildersquarterly.com

4. Complete the fabrication

The firm completes sections of piping in its sophisticated 30,000-square-foot prefabrication facility, located at its headquarters. “We can take the drawings from computer-designed graphics to construction in literally the same day, if necessary,” Clancy says. “We are working in a controlled atmosphere rather than out on a construction site. Winter weather doesn’t slow us down. We’ll send the job out in prefabricated sections and assemble them in the field. We do this throughout the construction process.”

5. Schedule the work

Scheduling is a key component, and some projects, including the work at the University of Massachusetts Medical School (pictured below), have a fast-track schedule that has to be looked at carefully and addressed during preplanning in order to meet the project’s goals. Other projects must be completed while a building is occupied, so American Plumbing & Heating must find time to run piping and make tie-ins to existing piping in occupied areas. In such situations, the firm must also deal with noise constraints; drilling has to be done during off hours while quieter work, such as installing piping, is done during the day.

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step by step

6. Install the piping and finishes

“The Construction Supply Specialist… ....Where Service Comes First.”

NEWMAN ASSOCIATES, INC. WOULD LIKE TO CONGRATULATE JOE CLANCY AND AMERICAN PLUMBING & HEATING FOR OVER 27 YEARS OF SUCCESS. WE ARE PROUD TO PARTNER WITH YOU.

FOR OVER FORTY EIGHT YEARS NEWMAN ASSOCIATES HAS BEEN NEW ENGLAND’S LEADING SUPPLIER OF PIPE SUPPORT SYSTEMS.

Project Management - Water and Wastewater Industries - Detailed Estimates - Design and Analysis - P.E. Capabilities - Vibration and Seismic Restraints

WE HAVE PROVIDED OUR FRIENDS IN THE PLUMBING, HEATING, ELECTRICAL AND SPRINKLER TRADES WITH QUALITY PRODUCTS, FIRST CLASS SERVICE AND COMPETITIVE PRICING.

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Fabrication Custom Pipe Supports Steel/Stainless Steel Rolled Tanks Mezzanines and Stairs

-

Hardware Pipe Hangers Strut Systems Fasteners Firestopping

80 Hudson Road, Canton, MA 02021 Toll Free: 800-733-0089 - Local: 781-329-4000 - Fax: 781-326-4757 www.newmanassoc.com 34

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American Plumbing & Heating relies on a remarkably experienced team of veteran foreman and craftspeople to complete plumbing in two basic stages: rough plumbing and finish plumbing. Rough plumbing involves the installation of piping—which will convey water, drainage, and gases to fixtures and equipment—in walls and above ceilings. Everything previously made in the prefabrication facility is brought and positioned on-site in stages, and it’s then tested and inspected by a local inspector. Afterward, the general contractor will close in the walls, complete finishes, and begin to install casework, and it is then that American Plumbing & Heating does finish plumbing, installing all the fixtures and finishes on the job.

“We have been very fortunate,” Clancy says, “to be able to surround ourselves with some of the most skilled plumbers and pipe-fitters in the business. They understand the nuts and bolts of the most complex piping systems. They understand that the work of the 21st-century plumber involves a lot more than what most people might imagine. I am proud of what our company has accomplished—and what we will accomplish in the future.”

The ever-growing list of American Plumbing & Heating clients certainly confirms what Clancy says. In the coming years, New England’s biotech and pharmaceutical industries are expected to grow enormously, and the Boston area will always remain a center for colleges, universities, and outstanding sports facilities. American Plumbing & Heating is destined to be an important part of that future. ABQ

A Message from Webster Bank American Plumbing & Heating is a company that mirrors Webster Bank’s values of corporate integrity and superior customer service. “I have known Joe Clancy for a decade, and he is one of the most talented CEOs I know,” says Paul Mollica, Webster’s regional president for Boston. “Joe is committed to getting the job done right, and he always stands behind his work.”

American Builders Quarterly

BUSINESS BANKING

WItH A PErSoNAl

toUCH.

F.W. Webb Company wishes American Plumbing and Heating continued success in the future.

Expect it. e’re pleased to support our friends at American Plumbing & Heating.

F.W. Webb Company has been serving the Northeast since 1866. Supplying plumbing, heating and cooling products, pumps and industrial pipe, valves and fittings, F.W. Webb is a resource for contractors, HVAC technicians, institutional purchasing agents and other professionals involved in building, maintaining, repairing, and operating homes and facilities.

Paul Mollica, Region President 100 Franklin Street Boston, MA 02110

Selection. Expertise. Solutions. We’ve Got It!

WebsterBank.com

Over 70 locations. Visit fwwebb.com for more information.

Webster Bank, N.A. Member FDIC

The Webster Symbol, Webster Bank and Webster We Find A Way are registered in the U.S. Patent and Trademark Office.

Price • Value • Service

SERVING NEW ENGLAND SINCE 1992 Our 20th year of service to the commercial plumbing and heating industry.

P.V. Sullivan is your complete source for wholesale plumbing and heating supplies and tools.

Family owned and operated since 1968, we are committed to providing the best price, value and service to our customers. We have what you need, and we’ll do whatever we can to deliver it that day!

1.800.542.5554 www.towerhillsales.com

step by step

How To

Take a Building Firm Across Borders with Conalvías USA

Above: Conalvías has only been in the United States since 2010, but it has already earned jobs from the Florida Department of Transportation, including work along Interstate 75 / State Road 93.

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Founded in 1981, Conalvías gradually earned leadership status among building firms in its home country, Colombia. Twenty years later, branching out into bordering Panama and Peru under the direction of its executive president, Andres Jaramillo, the firm became one of Latin America’s largest construction companies. In 2010, the firm opened operations in the United States, still specializing in heavy civil-infrastructure projects. The US division is actively pursuing work in Florida (its North American base) and Puerto Rico, and it has bid more than $400 million dollars in its first year of operations and has already been awarded three contracts totaling $31.4 million.

Conalvías’s five-year plan in the United States includes expansion into Georgia and Texas and continued development of key alliances with top-tier local companies and influential government entities. Jaramillo spoke with American Builders Quarterly about the measures Conalvías took (and is taking) to manage its international growth in a competitive marketplace. ÑRuth E. D vila

American Builders Quarterly

step by step

“Accreditation is a critical step because each country and each state within the United States—as well as each government or business entity—has specific qualification criteria which must be met adequately and opportunely.”

Andres Jaramillo, Executive President

1. Strategize and form relationships

Entering the US market during a recession, in a climate with fewer project prospects and declining prices, has been Conalvías’s greatest challenge in achieving brand recognition, Jaramillo (pictured above) says. So, from the start, the firm considered it critical to map out decision-making responsibilities and a detailed business plan.

“It is of utmost importance to clearly identify markets and activities through which competitive advantages can be gained, as is identifying opportunities for strategic alliances within the selected market,” Jaramillo says. “[Creating a foundation of trustworthy suppliers and subcontractors] has been the formula for success we have employed for more than 11 years to expand internationally to gain strength and compete in the markets of Panama and Peru.” The company has set out to repeat that tactic in the United States.

2. Hire right

Its field staff is Conalvías’s major asset throughout operations. “We strive to create groups of people who are committed to an overall philosophy of quality and to the company’s promise to deliver,” Jaramillo says. In addition, each staff member must not only have

americanbuildersquarterly.com

expertise in his or her area of focus; he or she must have the desire to grow and evolve professionally, too.

The complexity of Conalvías’s projects demands a variety of personnel with specific skill sets. For example, an ongoing $5 million road expansion of State Road 35 in Lakeland, Florida, requires specialized personnel and equipment to widen the existing highway from four to six lanes across a three-quarter-mile stretch. The year-long project, commissioned by the Florida Department of Transportation (FDOT), includes roadway, drainage, signage, lighting, and paving.

3. Seek financial security

Every contractor has unique needs, and a healthy bonding capacity helps meet those needs.

“We have found bonding companies to be great allies when evaluating projects,” Jaramillo says. “We consider them our strategic partners in evaluating opportunities, and we feel very comfortable with their support and with the trust that they have instilled in us.”

4. Keep credentials current

Although accreditation varies across borders, maintaining the proper

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step by step

While Conalvías works to establish a foothold in the United States, it continues to do massive heavy-construction projects in its home country of Colombia, including this concrete-face rockfill dam on the Rancheria River.

credentials with different agencies helps keep an open door with potential partners interested in collaborating to develop projects.

“Accreditation is a critical step because each country and each state within the United States—as well as each government or business entity—has specific qualification criteria which must be met adequately and opportunely,” Jaramillo says.

5. Follow up diligently

At Lane, every job At Lane, every job we undertake is more we undertake is more than a job - it’s a than a job - it’s a commitment to our commitment to our partners, a promise partners, a promise to our customers, and to our customers, and an investment in our an investment in our communities. communities.

Our approach is Our approach is simple - everything simple - everything we build must be we build must be as enduring as our as enduring as our handshake. handshake.

The Lane Construction Corporation 2601 Maitland Center Parkway The Lane Construction Corporation Maitland, FL 32751 2601 Maitland Center Parkway 407.331.3100 Maitland, FL 32751 407.331.3100

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The work doesn’t just stop once Conalvías submits a bid for approval. “Following up on bids is a mandatory daily activity for the growth and consolidation of the business,” Jaramillo says.

Even before establishing operations in Florida and Puerto Rico, Conalvías monitored, from Colombia, all the projects that were in open bids or were within the five-year scope of different businesses. This helped the firm identify opportunities, risks, and prospective associations.

6. Bid actively

Bidding is an involved process, and the outcome depends on the time and effort invested. Conalvías worked arduously to win a bid at Big Cypress National Preserve, a site of roughly 720,000 hectares about an hour west of Miami. The bid was for a recreational area with parking, piera and boat ramps, and entrances and exit ramps on I-75 with boat access.

“Whenever we decide to participate in a project, we conduct technical, economic, and financial analyses in detail to guarantee the best-value offering to our clients,” Jaramillo says.

One of Conalvías’s latest wins is the widening and repaving of State Road 688 from Seminole Lake to Ranchero Boulevard. This FDOT project includes improvement of signage, pavement, drainage, lighting, and utilities, and it runs on a 1,150-day schedule.

Through the pursuit of such opportunities, using timetested strategies, Conalvías is cultivating its international platform—and it plans to grow its US division to represent 30 percent of its future revenue. ABQ

American Builders Quarterly

www.armockmc.com Commercial & Industrial HVAC Commercial & Industrial Ventilation Commercial & Industrial Plumbing Design Build Specialist Refrigeration

24

HOUR Service

Building Automation Controls Sheet Metal Fabrication Shop Preventative Maintenance Programs

Phone: (616)

887-0328

Fax: (616) 887-0624 745 S. State Street | Sparta, MI 49345

step by step the years through

Fritz Wahlfield Construction Company A family business since 1954, Fritz Wahlfield Construction Company (FWCC) has been led to success by three generations of men named Fritz Wahlfield. The firm, based out of Comstock Park, Michigan, specializes in general-contracting, project-management, and design-build work for both commercial and industrial structures.

It is currently run by Fritz Wahlfield Jr., president, and Fritz Wahlfield III, vice president, and it focuses its business mainly on the west side of Michigan, though it has also completed projects throughout the rest of the state and the surrounding region. FWCC’s philosophy is to use what has worked in the past, stay open minded about the future, and take great pride in making sure each job is completed to the client’s satisfaction, and American Builders Quarterly asked the firm’s leaders to look back on how that philosophy has worked out so far. —Zipporah Porton

1954 FWCC is founded After working in the concrete business for years, Fritz Wahlfield Sr. is approached to complete a few projects as a general contractor. The work continues pouring in, so Fritz Sr. decides to open up a business. “The company started out small but grew very big in a short time due to the demand of work in the industry,” Fritz III says.

1960s Business booms During this period, FWCC maintains around 40 employees (some pictured below) and completes all its own general-trade work. The company also sets its own steel and completes all the concrete flat work on each of its projects.

“I was exposed to the business as early as I can remember, from listening to my father speak about jobs and work at the dinner table until I was old enough to begin working at job sites.”

Fritz Wahlfield III, Vice President

1960s

1992 Fritz Jr. takes the reins Fritz Jr. becomes the president of FWCC, and he brings in a lot of clients by presenting a new way of selling the firm’s services. Later, in 2008, he is promoted to CEO and president. “There was never a time that I considered exploring another line of work,” Fritz Jr. says.

2004 Fritz III comes aboard Upon finishing college, Fritz III joins FWCC full-time, bringing with him new ideas and technology. “I was exposed to the business as early as I can remember, from listening to my father speak about jobs and work at the dinner table until I was old enough to begin working at job sites,” Fritz III says. “My first job for the company was site cleanup.”

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step by step

2011 2011 Going strong with new projects Despite a downturn for some in the industry, 2011 proves to be a successful year for FWCC. In the spring, the company completes the Wyoming Senior Center (above) in Wyoming, Michigan. FWCC is the general contractor on the interior-renovation project and a 300-square-foot addition, and the firm pays significant attention to the safety of the public during construction.

In October 2011, FWCC also serves as project manager on the addition of two structures (totaling 40,000 square feet) at the Jack Brown Produce Packing Plant in Sparta, Michigan. The firm is given just five months to complete the job, and it must work within the specific boundaries of the existing facility’s infrastructure. The firm is additionally tasked with meeting the requirements of new federal food and drug regulations. However, none of these parameters stops FWCC from completing the project. ABQ

2010 Bueschel Funeral Home At the end of October, FWCC completes the design and construction of a 8,000-square-foot funeral home (left) in Comstock, Michigan. A lot of upfront planning is necessary, and the firm ends up working with another family-owned business in the process. One of the biggest challenges FWCC encounters is laying out the structure’s special focal points so that they fit symmetrically into place.

2010

2005 Fritz III climbs fast Barely a year after joining FWCC full time, Fritz III is named vice president. He contributes to the company’s development by bringing employees up to speed with latest construction technology available, and he comes up with an updated format for bidding purposes. It’s always been important to Fritz III to keep the business in the family. “The first two generations have succeeded in this industry; I didn’t want to be the generation that screws it up,” Fritz III says.

Fritz Sr. is also ecstatic that his son and grandson are continuing on the family tradition. “To carry three generations of a family-owned business is something to be very proud of,” he says. “The odds of going beyond the second generation are slim. To visually see a structure in place that you have built and know that it will be there for many years to come is very rewarding.”

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industry insights

“Working for NFL organizations is very difficult because they have a precise window of time each season wherein the project must be completed.�

Paul Natoli, President and CEO

To complete the TIMEX Performance Center, Joseph A. Natoli Construction relied on good subcontractors such as Smith Glass & Metal.

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Photo: Barry Halkin

industry insights industry insights

Joseph A. Natoli Construction Corp.

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Gateway Building & Restorations, LLC

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CPM Housing Group

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Housing Authority of the County of Salt Lake

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Decatur Housing Authority 56 Halpern Architects

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Aaron Bornstein & Associates 60 Dilworth Development, Inc. 62 Futron Incorporated

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Grand Forks Housing Authority 67 Housing Authority of the County of Santa Clara 69 Towne Properties 72 LSC Design Inc.

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CE Sundberg Company

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Timberline Construction Corporation

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Building for Giants Joseph A. Natoli Construction’s focus on subcontractors has helped the firm win prestigious work, including the training facility for the winners of Super Bowl XLVI

by Julie Schaeffer

At a Glance Location Pine Brook, NJ Founded 1975 Employees 50 Specialties General contracting and construction management Annual Projects 5—10

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For Paul Natoli, President and CEO of Joseph A.

Natoli Construction Corp., May 18, 2009, was a very good day. It was the date the New Jersey general contracting firm completed work on the $75 million TIMEX Performance Center, the new headquarters and training facility for the New York Giants. The construction project was daunting and not without obstacles, but Joseph A. Natoli Construction tackled it the same way it does all its work—with versatile capabilities and a focus on its relationships with subcontractors.

“Working for NFL organizations can be very difficult because they have a precise window of time each season wherein the project must be completed,” Natoli says.

“Typically, there can’t be any interruptions due to construction from the time of the draft until the end of football season.”

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Above: The New York Giants’ TIMEX Performance Center includes an indoor practice facility with a 90-foot roof.

Right: The Giants’ administrative and marketing offices are housed in the center’s 100,000-square-foot headquarters.

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the project, sited just west of the new stadium on the Meadowlands campus, were weight-training, medical, and dining facilities; locker and shower rooms; a full theatre; a 105,000-square-foot indoor practice facility with a 90-foot ceiling and state-of-the-art synthetic turf; a 5,000-square-foot maintenance building that now houses the team’s equipment; and a 100,000-square-foot headquarters building that houses administrative and marketing offices. Natoli’s firm also constructed three full-size grass fields and one 60-yard synthetic-turf field outside. “The Giants like to practice on grass, obviously,” Natoli says.

The project, completed in 16 months (longer than That hasn’t been a problem for Joseph A. Natoli Con- usual for an NFL project since it could be built without struction, a firm that continues to win bids from the New impacting operations), was an immediate success.

York Giants both for its impressive capabilities and its “When you walk through the facility, you can clearly see established history with the renowned sports organizathe quality of the work,” Natoli says. “The level of detail tion. “From 1976 until 2009, the New York Giants’ offices is far greater than that you would find in a typical office were located inside Giants stadium,” Natoli says. “We had or sports facility.” already done a number of successful renovation projects That, in part, is the result of good subcontractors, inside the old stadium, and every project we’d done for such as Smith Glass & Metal, which provided all the them came in on time. As a result of that, and a competialuminum, glass, and glazing used on the windows and tive bid, when Giants stadium was demolished to make entrances of the training facility. “Over the past 37 years, room for the new MetLife Stadium and the Giants team we’ve worked with many subcontractors, so we have a needed a home, we were awarded the project.” The firm good sense of which ones meet the qualifications for won the bid for the nearby TIMEX Performance Center each specific job, and we use different subcontractors in much the same way. for different jobs depending on the location, size, and Joseph A. Natoli Construction began work on the complexity of the project,” Natoli says. “We also treat new training facility in September 2007. Included in them fairly and pay our bills [on] time—and in exchange

American Builders Quarterly

Photos: Barry Halkin

industry insights

industry insights

expect them to perform the way our clients expect us to perform.”

Natoli didn’t have long to rest on his laurels after completing the headquarters and training facility. Joseph A. Natoli Construction—which Natoli’s father founded in 1975—is one of the New York metropolitan area’s largest and most reputable contractors, and Natoli had more work on the books, including the construction of a $20 million dining facility on the Livingston campus of Rutgers University in Piscataway, New Jersey. Completed in June 2011, the 64,000-square-foot facility includes two commercial kitchens—with $5 million of equipmen—and two dining areas, one for students and one for faculty and administrators.

Less than a year later, in March 2012, Joseph A. Natoli Construction completed a more prominent project: the $5.5 million restoration of the immigration building on Ellis Island. Completed for the National Park Service, the work involved modernizing the 1930s building while maintaining its historic fabric. “We added new roofing and did an exterior restoration, including windows and doors,” Natoli says. “[We] constructed an entirely new interior, but we salvaged a lot of existing materials, such as old millwork, to maintain the historic appeal of the building.”

On nearby Liberty Island, the firm is still completing a $27.2 million restoration of the Statue of Liberty, another job for the National Park Service. The project, scheduled for completion in the fall of 2012, involves work inside the 150-foot-tall granite pedestal on which the statue rests. “We’re gutting the core of the pedestal, removing all elevators and existing stairwells that lead to the top of the pedestal, and replacing them with two new wider stairwells and a series of three new elevators that can take visitors to the shoulder of the statue,” Natoli says. “We’re also building two new stairwells outside the statue on the terraplain—or, plaza—which surrounds the statue.” All of this work is being performed while Liberty Island remains open to the public.

According to Natoli, a number of factors allow his firm to successfully bid on projects of this scale and

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In addition to the expansive locker room, the TIMEX Performance Center contains weight-training, medical, and dining facilities.

visibility. First, he says, the company is versatile. “We work in the public and private sectors, which is rare,” Natoli says. “It means we have to be competitive enough to compete for public projects while maintaining the outstanding reputation for on-time and quality performance that will enable us to succeed in the private sector.

But in times like these, when work is sparse, that’s helped us survive.”

Additionally, Joseph A. Natoli Construction’s focus on the New York metropolitan area has allowed it to build relationships with subcontractors and a reputation with clients. “A lot of general contractors compete all over the country while we’ve been specific to our geographic location for almost four decades,” Natoli says. “As a result, we have a proven track record for performance and honorable dealings among subcontractors and clients, and that has allowed us to be competitive, particularly in the private sector, where people want to know they’re going to get a quality job, constructed safely, on time and on budget. Our proven track record is our best marketing tool.”

Finally, the company’s owner and executive management are actively involved in every project. “It is beneficial to our clients when our upper management is included in the decision-making process,” Natoli says.

“That allows us to fast-track projects and has been the foundation of our success.” ABQ

CO NT RACT O RS • I NS TA L L ER S

SMITH GLASS & METAL, CO., LLC 766 Ramsey Avenue • Hillside, New Jersey 07205 Vincent Fiorito - Executive Vice President

908-964-0500

Fax 908-688-3297 Email smithglass@prodigy.net

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industry insights

At a Glance Location Joplin, MO Founded 2006 Employees 12–15 Specialties New construction and restoration of residences and grant writing for affordable housing

Coming Back From the Storm Following one of the deadliest tornadoes in US history, Gateway Building & Restorations is aiming to rebuild its hometown

by Erik Pisor

On May 22, 2011, the seventh deadliest tornado in US Above: Gateway has built a trio of these sustainable, affordable duplexes in Webb City, MO. The firm continues to work on such projects while waiting to hear back on a request for funding to build 110 homes in Joplin, MO, a town destroyed by an EF5 tornado.

history cut a quarter-mile-wide, 7-mile-long path through Joplin, MO. The aftermath: 161 deaths, roughly 8,000 homes destroyed, and an estimated $2.8 billion in damages.

The storm’s severity impacted the entire Joplin population, including 46-year-old long-time resident Mike Williams, who received word that his brother’s home was destroyed and that several of his friends had been killed. “[The tornado] affected me personally,” the

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long-time grant writer and owner of Gateway Building & Restorations, LLC says. “It did a lot more than blow away houses.”

Williams was inspired to take action and help with cleanup by focusing on his craft: new construction. By forming Gateway-Altura Development Company LLC with Dallas-based Altura Homes, Williams has since drafted and submitted three proposals to the Missouri Housing Development Commission (MHDC) for the construction of 110 new residential units. He’s hoping to begin construction soon because of his local knowledge and Altura’s financial stability.

“After the tornado ravaged the community, it made sense to partner with a large company in order to make the most impact,” Williams says. “Without [Altura’s] strength and buying power, it would have been impossible to obtain that many units on my own.” Rather than dictate the rebuilding process, Altura made a point of teaming with Gateway so that the local contractor could “Joplinize” Altura by advising it on where to build and how to build while also detailing what residents would want in their floor plans.

As a volunteer on the community advisory board to the city council, Williams had listened to significant input regarding community rebuilding, and his specialized knowledge of area construction made him the perfect partner for Altura. “The building techniques are different in Texas and Missouri,” he says. “We’re quite a bit further north, and our soil is different.”

According to Williams, the community rebuilding process has been lengthy; removal of debris wasn’t even completed until close to the end of 2011. Gateway-Altura

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industry insights

The Miles Law Firm

2300 Main Street, Suite 900 Kansas City, MO 64108

Phone: 816-448-3740 Fax: 816-448-3101 Email: mileslawfirm@sbcglobal.net

submitted the proposals for 110 new residential units to the MHDC in mid-October, and the joint companies were still waiting, as of publication of this article, to find out whether they would obtain the necessary funding for construction. Once the proposals are approved, Williams anticipates building 50 homes at once, quite a feat for a company of 12–15 employees. “It sounds like [Gateway is] a dinky company, but when you put 30 subs on the ground, you can get a lot done,” he says.

Aside from the 110 proposed units, several investors looking to rebuild whole subdivisions and smaller investors who need two or three rentals rebuilt have also contacted Williams. And a number of single families looking for a local contractor to build them each a new home have reached out as well. “We’ll do anything in our power to rebuild my community,” Williams says.

While Gateway-Altura is helping to rebuild Joplin, Gateway itself continues to make additional contribu-

“[The tornado] affected me personally. It did a lot more than blow away houses.”

Mike Williams, Owner

Architects Building Better Tomorrows Today

HANS THOMAS & ASSOCIATES 222 WEST GREGORY KANSAS CITY, MO 64114 816.333.6657 hans@htaarchtiects.com 48

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tions to the surrounding community. For instance, in early October of 2011, the contractor completed southwest Missouri’s first affordable-housing project certified by the NAHB’s National Green Building Certification Program.

The $1.2 million project involved the construction of six 2,300-square-foot units in Webb City, which neighbors the north side of Joplin. The three-duplex project achieved bronze-level certification thanks to solar-assisted hot-water heaters in each unit and a 3’ x 5’ solar panel on the roof. Also, to increase each unit’s energy efficiency, Gateway brought the heat and air-trunk lines into the conditioned space rather than installing them in the attic.

Whether rebuilding homes in the wake of a devastating tornado or building sustainably sound units, Williams is committed to positively impacting his community. And, likely thanks in part to his firm’s work, Joplin will eventually heal. ABQ

A Message from Miles Law Firm The Miles Law Firm is proud to provide quality legal services for all of its clients to assist them in achieving their goals. We congratulate Gateway and Altura Homes in their work to rebuild Joplin, and we are grateful we can participate in their efforts. We look forward to working with our clients in the future with the same commitment and integrity that has been our practice since the founding of our firm.

American Builders Quarterly

safety.

quality.

integrity.

sustainability.

Congratulations to Columbus Property Management for your recognition in American Builders Quarterly. McDonald Building Company wishes you continued success.

Providing premier construction management services with unwavering leadership and dedication to each project. construction management | general contracting | pre-construction LEED consultation & implementation | project & contract administration

470 norristown road, suite 380 blue bell, pa 19422 610.825.8601 ph | 610.825.1169 fax

mcdonaldbuildingco.com facebook.com/mcdonaldbuildingco

industry insights

Rebuilding Through Red Tape CPM Housing Group has learned how best to navigate the affordable-housing industry to build homes—many of them renovations—for special-needs tenants

by Frederick Jerant

At a Glance

The affordable housing

sector is fraught with a level of bureaucracy likely to induce feelings of defeat and despair. Funding is limited, the grant-application process involves mountains of paperwork, building restrictions inhibit the creativity of designers’ master plans, and sometimes local residents think “it’s a good idea, but …” Fortunately, there are organizations such as CPM Housing Group, which manages to stay upbeat and overcome these challenges by navigating multiple avenues of financing, embracing a problem-solving approach, and establishing a community dialogue.

CPM was founded in 1988 to provide independent housing—via new construction or renovation—for people with behavioral or mental health issues. Since its founding, the organization has leveraged more than $125 million in federal, state, city, and private funding to finance its projects, and today it owns or controls more than 2,000 units and provides housing for at least 3,400 individuals and families in Philadelphia and Washington, DC. “Currently, most of our new-construction funding comes from low-income housing tax credits (LIHTCs) administered through the Pennsylvania Housing Finance Agency and the DC Housing Finance Agency,” executive director Walter Kubiak says. “We also benefit from rental subsidies from HUD through the local Housing Authority.”

Kubiak admits, though, that competition for the LIHTCs is fierce, and rarely do they provide enough money for total funding. So, “when necessary, we make up the difference with grants from the Federal Home Loan Bank, the [City of Philadelphia] Redevelopment Locations Philadelphia and Washington, DC Founded 1988 Employees 78 Specialties Affordable-housing development and property management

Top: Temple II, the second of a pair of historical developments renovated by CPM, is one of the largest gut-rehab projects in the United States to achieve LEED Platinum certification. The improvements raised the value of property in the surrounding community enough that a neighbor was able to apply for a home equity loan he had previously been denied.

Above: Inside Temple I, CPM took extra care to account for its clients with respiratory problems by tightening up building envelopes and using low-VOC paints and finishes.

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industry insights

“Whenever zoning changes or government money is involved, community support is essential.”

Walter Kubiak, Executive Director

Authority, the Enterprise Foundation, and similar organizations,” he says.

Sustainability is a key part of CPM’s mission, and all its projects—many of them overseen by the McDonald Building Company of Plymouth Meeting, Pennsylvania— are built to meet Enterprise Green Communities Criteria and to attain LEED certification. This gets more difficult, though, when CPM has to incorporate new technology into ancient buildings such as Temple 1 and Temple II, a pair of historical developments comprising 51 buildings in North Philadelphia. “[In such cases], we take innovative approaches,” CPM director of construction David Hahn says. “Our tenants tend to have more respiratory issues than most people, so we create tightly sealed buildings and use low-VOC materials and other friendly substances when rehabbing. Also, we can often use new materials to replicate historic appearances. Buildings are brought to current standards while maintaining their original architectural details.”

The results of those efforts? Temple I was one of the largest gut-rehab projects in the United States to achieve LEED Gold certification; Temple II attained the same distinction at the Platinum level. And CPM’s “newest internal criteria for sustainability exceed those of the LEED program,” according to Hahn, so topping out the USGBC’s points system will only get easier..

Sustainable solutions please CPM’s residents, but what about those living next door? “Whenever zoning changes or government money is involved, community support is essential,” Kubiak says. “Our people have plenty of experience in dealing with special-needs populations, and we usually generate support through public hearings, where neighbors can discuss issues with our staff.”

People are often concerned that tenants in wheelchairs or with behavioral issues will simply be dumped into their community’s lap, “and that’s not the case,” Kubiak says. “We have good relationships with many local social-service agencies that give our tenants the support they need.”

“Neighbors often equate affordable housing with old urban-renewal projects that led to high crime rates and drugs,” Hahn adds. “But with rehab projects—the majority of our business right now—most of the current tenants return, so the neighborhood really doesn’t change much.”

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Except in a positive way. Hahn says that CPM’s Temple II project improved its community’s value enough to enable a private owner (a resident for more than 60 years) to obtain a home equity loan after being rejected several times before. Turns out the organization isn’t only cutting through bureaucracy for itself; it’s helping its neighbors forward as well. ABQ

A Message from Insurance Office of America IOA is proud to partner with CPM Housing Group as the organization fulfills its mission of assisting and serving low-income and special-needs individuals by providing quality property-management and development services. We were especially proud when a CPM project recently received LEED Platinum certification and an Enterprise Green Communities award. IOA is committed to providing excellent insurance services to CPM Group by designing and implementing a custom-tailored program to fit the growing organization.

A Message from Environmental Management Group EMG considers it a privilege to have served 1260 Housing Development Corporation over the past 20 years and to have witnessed its growth and recognition within and outside Philadelphia. 1260 is served by loyal employees who manifest service, compassion, and integrity. Congratulations to 1260 for its success in doing good!

A Message from Firstrust Bank Founded in 1934 and currently in its third generation of family ownership, Firstrust is a full-service community bank with assets of $2.4 billion. Safe and sound for more than 78 years, Firstrust is a Small Business Administration-preferred lender and provides retail and commercial services through its banking offices, located in Pennsylvania’s Bucks, Chester, Lehigh, Montgomery, and Philadelphia counties and in New Jersey’s Burlington County.

Firstrust is a member of the FDIC and an Equal Opportunity Lender. Firstrust Bank’s Real Estate Finance Group provides a variety of real estate financing solutions for developers, builders, and investors. For more information, please contact Seth Mackler at Firstrust Bank at 610-238-5022 or visit firstrust.com. Firstrust Bank applauds Columbus Property Management for making a positive impact in the community by creating and maintaining quality housing for those in need.

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Member FDIC

IT’S GROW TIME. IT’S TIME . Time to stop wishing for a better economy and start making one. Time to build.

Time to expand. Time to start hiring again and getting this country back to work. Whether you need a loan, a line of credit, real estate financing or cash flow services, Firstrust is here and ready to help. It’s grow time, people. Let’s start now.

Seth Mackler SVP, Commercial Real Estate Finance 610.238.5022 800.220.BANK

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firstrust.com

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Since 1989, EMG has been serving property owners, property managers, developers, builders, architects, and lenders in the Philadelphia area.

Everything is personal.

Insurance Office of America is honored to have the opportunity to collaborate with Columbus Property Management and Development, Inc. on their various projects.

• Phase I Environmental Site Assessments • Phase II Soil Testing • Mold/Indoor Air Quality Investigations

IOA specializes in all types of insurance required for the building and construction industry

• Asbestos Investigations

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Ron Spencer, President 610-246-1381 • rspencer@emgpa.com • www.emgpa.com

Contact: Joe Davis or Lloyd Humphrey Joe.Davis@ioausa.com • 856-608-1000 • www.ioausa.com

industry insights

At a Glance Location South Salt Lake City, UT Founded 1971 Employees 98 Specialty Development of affordable housing

When discussing the trials and tribulations

Homes that Change Lives The rate of chronically homeless people in Salt Lake City has decreased by 70 percent, and the Housing Authority of the County of Salt Lake is partly to thank

by Tina Vasquez

Above: The HACSL’s Kelly Benson Apartments were built for the chronically homeless and include communal spaces meant to encourage socializing.

They are also energyefficient, and they're designed to blend with the surrounding neighborhood.

americanbuildersquarterly.com

associated with nonprofit work, Kerry Bate likes to joke that public service is about disappointing people at a rate they can absorb. This seems to be a humble way to deflect the important work that he’s doing as the executive director of the Housing Authority of the County of Salt Lake (HACSL). Bate became familiar with the HACSL during his 19 years working for the state, and when he took over in 2003, the organization began focusing on affordable housing for the chronically homeless, a move that would prove to have a major impact on the community.

The chronically homeless are characterized as those who’ve been homeless for a year or more with a disabling condition or those who’ve had three bouts of homelessness in one year. Keeping such individuals housed can be difficult because of the unique challenges they face, the biggest hurdle of which is filling out the paperwork necessary to be a tenant in the affordable housing the HACSL provides.

“Many of the homeless people we service have mental illnesses, and that can make filling out paperwork very challenging,” Bate says. “The key to our success has been offering supportive housing, which means there’s a

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industry insights

“Would working at a for-profit be easier? Sure, but for me the social mission trumps any profit motive.”

Kerry Bate, executive director

supportive network in place that helps our tenants with paperwork, substance-abuse problems, behavioral issues, or any other issues that may arise.”

The HACSL’s Kelly Benson Apartments are experiencing a 90 percent success rate, and as of 2006, the rate of chronically homeless people in Salt Lake City has dropped by 70 percent. And, not only is housing a more humane approach to homelessness; it’s also a cost effective one. According to Bate, a chronically homeless person living on the streets costs $17,000 each year in psych-ward, jail, and hospital visits, but a person who’s housed costs between $6,800 and $7,200.

Despite already having a low rate of homelessness when compared with more urban states, Utah has taken a decidedly aggressive approach to the problem, forming a homeless trust fund and providing grants to those working to alleviate the problem. Utah is also the home of the State Homeless Coordinating Committee, which intends to completely eradicate chronic homelessness by 2014.

These initiatives are a major contributing factor to the success rates experienced by nonprofits such as the HACSL, but Bate says a rather surprising additional source of success has been the actual layout of affordable housing complexes.

“We toured similar housing projects in Seattle and spoke to property managers who told us that the inclusion of social spaces is crucial to success,” Bate says. “If you think about it, it makes a lot of sense. On the

streets there are a lot of people to socialize and interact with; it’s a constant hub of activity. Going from that to retiring to your apartment alone can be really depressing, especially for those with mental illnesses.”

Grace Mary Manor, a joint project by the HACSL and Housing Opportunities, Inc., is composed of small apartments, but the complex also features communal areas, including an exercise room, a conference center, a library, a basketball court, a horseshoe pit, and a community garden. Socializing is also built into tenants’ everyday tasks, such as getting the mail. The mailboxes are located by the front desk, encouraging residents checking their mail to talk with those coming in and out of the building. There’s also a laundry room located on the first floor, giving tenants the opportunity to chat while folding clothes.

Springboarding off its work for the chronically homeless, the HACSL is currently in the early stages of building the Bud Bailey Apartments, which will specifically be for refugees. Utah is home to thousands of refugees from Asia and Africa, and with this new project, Bate hopes to continue helping as many as he can. “So many people need so much help, and it’s impossible to address everyone’s needs,” he says. “That can be very frustrating, but I know we’re helping people, and that’s very gratifying. Would working at a for-profit be easier? Sure, but for me the social mission trumps any profit motive.” ABQ

Development of the Bud Bailey Apartments is the HACSL’s next big project. The 136-unit affordable-housing complex will shelter refugees from Asia and Africa.

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American Builders Quarterly

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industry insights

Maximizing Area Influence Serving a smaller population, the Decatur Housing Authority’s impact easily spans the entire city

by Julie Schaeffer

At a Glance Location Decatur, IL Founded 1939 Employees 33 Specialty Developing affordable public housing Population Served 78,000

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When architect Jim Alpi began working for the

Decatur Housing Authority in 1984, he planned to stay for one project, then leave. After 28 years, he’s still with the organization, which provides quality affordable housing to more than 2,700 low- and moderate-income individuals—including the young, elderly, and disabled— in Macon County, Illinois.

“I joined Decatur Housing Authority because it was a dynamic, growing organization doing some exciting things, but I stayed, in part, because it felt like I was making a public contribution,” says Alpi, who is now director of capital projects. “In the beginning we only served very low-income people, and were often seen as

housing of last resort. Now we are developing desirable affordable housing for people of all income levels and redeveloping our community.”

Alpi also likes the variety of projects he works on at the Decatur Housing Authority, which receives funding from HUD to own and manage public-housing units of all types, from scattered single-family houses to highrise apartments. Its portfolio currently consists of one special-needs apartment building, three senior highrises, 25 single-family townhomes, 50 senior garden apartments, and 131 single-family homes and duplexes.

The organization also offers 1,123 housing vouchers that help low-income families access the private rental market. Voucher holders select a unit from the private rental market within Macon County and pay no more than 30 percent of their gross income for rent, the Decatur Housing Authority subsidizing the balance. These individuals are also eligible for assistance with utilities.

Often, the organization simply completes projects through good financing, as was the case with the Wabash Crossing mixed-income development about three blocks from downtown Decatur. The project, developed by Chicago-based East Lake Management & Development Corp. and constructed by CORE Construction Services of Illinois, consisted of 471 rental apartments (as well as 157 single-family homes) built via a private-public partnership anchored by a $34.8 million Hope VI grant that the Decatur Housing Authority received from HUD.

American Builders Quarterly

industry insights Opposite page: Wabash Crossing near downtown Decatur consists of both single-family homes and apartments. The Decatur Housing Authority worked with the firms building the development to ensure a number of the homes would be available to first-time home buyers earning less than 80 percent of the town's median family income.

Building Forward.

“We provided up-front loans that would allow the developer to construct 203 rentals that would be leased for at least 40 years to folks who would qualify for our public-housing program,” Alpi says. “The remaining units are financed by the developer and are rented to higher-income tenants.”

The Decatur Housing Authority also provided ownership assistance for some of the single-family homes. Applicants had to be first-time home buyers

“We only serve a population of 78,000, but that allows us to really see the difference we make.”

COREconstruct.com

Jim Alpi, Director of Capital Projects earning less than 80 percent of the Decatur area’s median family income. Those who were accepted could choose from among seven three-bedroom designs ranging in size from 1,200 to 1,440 square feet. Single-family homes were also available at a discount, thanks to forgivable loans. Home prices started around $111,000, Alpi says, but with subsidies provided to eligible applicants, the same locations could go for as little as $77,000.

According to Alpi, Wabash Crossing perhaps illustrates best the appeal of working for a smaller publichousing authority. “In a larger city, such as Chicago or even New York, you serve a larger community in a variety of neighborhoods,” he says. “Since we’re bound to do things within city limits, ... we only serve a population of 78,000, but that allows us to really see the difference we make. The Wabash Crossing project, for example, covers about 20 blocks near the heart of the city, so its impact is very positive.” ABQ

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3930 Pender Drive, Suite 175 Fairfax, VA 22030 (703) 890-5000 - Phone (703) 890-5006 - Fax www.beidc.com july/aug/sept 2012

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Master of All Trades

Capable of historical preservation, modular-housing work, waterfront construction, and more, Halpern Architects’ diverse expertise has kept the firm in high demand during difficult times

by Lynn Russo Whylly

At a Glance Location Annapolis, MD Founded 1988 Employees 3 Specialties Historical preservation, sustainable construction, waterfront planning, and structural logistics Above: Located on the grounds of the Gilmore Car Museum in Hickory Corners, MI, Halpern Architects’ 10,000-squarefoot Cadillac-LaSalle Club Museum is an example of the firm’s forays outside the residential-design sector.

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Jeff Halpern, principal architect of Halpern

Architects, says he’s never met an architectural style he didn’t like. “We’re very flexible, and that works in our favor,” he says, “because we can design a building that the owner feels is theirs and not something we pulled out of a cookie jar.” Flexibility is one of many skills that give the 24-year-old Annapolis, Maryland-based Halpern Architects a competitive edge. The company is capable of new construction, renovation, space-planning and interior design work, and it specializes in affordably priced modern and traditional homes and maintains a strong reputation to stay on customers’ radars despite the recession.

Halpern’s credentials in his field are impressive.

He has chaired the Chesapeake Bay Chapter of the AIA Historic Preservation Committee, and he’s currently an architectural consultant for Annapolis’s Historic Preservation Commission (HPC). He’s also spoken at a number of historical-preservation conferences, and in 2002 he received a Community Preservation Award from the HPC and the Historic Annapolis Foundation.

The architect typically designs homes between 2,000 and 3,800 square feet, but he has also done spaces as large as 14,000 square feet and as small as 1,000 square feet. And, he has aligned his company with a builder and several manufacturers offering green, custom modular housing. One of Halpern Architects’ key competitive strengths is waterfront design. “These properties get hammered with wind-driven rain and lots of sun,” Halpern says. “We took the time to understand how water interacts with the building envelope, how to get water out when it’s driven inward, and how to keep the house from flexing so [that] there are no wind-creaks, drywall cracks, or broken glass.” To reach more of the public, Halpern Architects also designed a home for Extreme Makeover: Home Edition.

The firm has sometimes gone beyond residential work, too. For example, it entered and won a competition to design the Cadillac-LaSalle Club Museum and Research Center in Hickory Corners, Michigan. “We also have taken on projects in West Virginia and Florida and designed the French ambassador’s house in Washington,

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DC—all projects we might not have taken on in a boom time, but we enjoyed doing them,” Halpern says. Recently, the firm has gone back to its early roots by taking on smaller remodeling projects.

About 10–15 percent of the company’s business today comes from developing conceptual design drawings, which help developers sell unbuilt projects to potential lenders, buyers, and renters. Additionally, Halpern’s master’s degree in architectural structural theory has brought work in structural forensics, where his firm is asked to solve a property’s structural problems, and this has informed his preservation work and modular

"We can design a building that the owner feels is theirs and not something we pulled out of a cookie jar.”

Jeff Halpern, Principal Architect home building practices. “Understanding structural design in depth allows us to get projects constructed just the way we envision them—architecturally creative, structurally sound, and environmentally friendly—so it’s a win-win,” he says.

The historical-preservation work, in turn, has informed Halpern Architects’ green practices. “Nineteenth-century buildings were completely off the grid, so if you are going to design a modern building that’s energy-efficient, historical preservation can remind us of ideas that have been forgotten from the past,” Halpern says. Working with green modular-home builder Fusion Custom Homes, Halpern and associate architect Alan Cook have designed a series of low-maintenance, smaller homes that produce more electricity than they use so that, over a 10- to 12-year period, they are expected to achieve a negative carbon footprint.

Halpern’s firm has been able to push the structural envelope on projects such as the Cadillac-LaSalle Club Museum thanks to help from tech-savvy partners such as BEI Structural Engineers. “It begins with a dialogue that ends with a creative structural concept to accomplish what we want visually,” he says. “Then BEI computermodels and engineers it to ensure that what we want to do is structurally sound.” Owners and builders love it, he says, because it makes for more interesting projects that are also more efficient to construct.

Despite the difficult times, Halpern Architects’ work still comes primarily from referrals, and the firm can thank its established name for that. “We’re small-town architects, and here people know who we are,” Halpern says. “That’s been a real saving grace.” ABQ

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Top, above: Working with Fusion Custom Homes during moments of downtime in the office, Halpern Architects designed an affordable, energy-efficient, low-maintenance home that would still be compatible with modular construction. The home produces more electricity than it uses, and it is expected to achieve a negative carbon footprint over a 10- to 12-year period.

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Twisting the Traditional Aaron Bornstein & Associates refreshes classic designs with subtle accents, modern geometric styles, and expanded palettes

by Frederick Jerant

Aaron Bornstein & Associates, a full-service

Top: Headquartered in the New York Tri-State area, Aaron Bornstein & Associates is used to working in traditional townhomes with muted color palettes.

Above: When working with bolder colors such as the red in the upholstery of these living room couches, Bornstein's design eye helps him differentiate elegance from cheapness.

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interior design firm in Brooklyn, New York, doesn’t believe in the cookie-cutter approach. “Many big names in this business tend to use repeatedly the same layout and details and adjust the concept to fit a given space,” owner Aaron Bornstein says. “We prefer to be completely original for every project.”

That originality stems from long discussions between Bornstein and his clients about style, colors, materials, and other critical factors. Functionality is a key concern. “I pay a great deal of attention to how each space will be used,” Bornstein says. “Will it be an area for entertaining, for relaxation, or for work? Each one presents its own challenges and opportunities from a design standpoint.”

During these talks, the designer guides his clients toward their goals—so subtly that they often think that they came up with Bornstein’s concepts on their own.

“That’s a real compliment to me,” he says.

Bornstein’s firm works throughout the Tri-State area, At a Glance and its key market—about 70 Location percent of its work— Brooklyn, NY is high-end, single-family Founded custom homes. The rest of its 2000 revenue comes from commerEmployees cial work—such as medical 5 offices and retail spaces—and Specialties Interior and exterior-façade projects for religious institudesign for synagogues and tions. high-end residential, The company comfortably commercial, retail, and works in a multitude of aesthetic healthcare structures genres, and 80–90 percent of its Annual Sales residential clients—particularly $1.5 million in the Tri-State area—opt for

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traditional designs with twists. “Most of the architecture around there is traditional townhouses in a classical style,” Bornstein says, “but owners are starting to look for lines that are a bit cleaner.”

The designer attributes some of this trend to the popularity of lofts. “Lofts are often created by turning an old factory into a living space,” Bornstein says. “Good designers will try to retain much of the old building’s character, and that leads to clean lines throughout the living space.” He adds that this quasi-industrial look has inspired real estate developers to incorporate the less-is-more concept into their own properties.

And sometimes the twists on this slightly more minimal style are subtle, as they were in the detailing Bornstein’s firm completed on wrought-iron railings in a recent, 10,000-square-foot residential project in Brooklyn. “We wanted the traditional railings to be unique, so we added faceted crystal balls to the scrollwork,” Bornstein says. “The solid ornaments were custom-made, and we developed a mounting arrangement that creates the illusion that they’re floating in space.” The months-long effort was worth it, he adds, because the simple crystals create an intense visual impact.

Over the last decade or so, according to Bornstein, his clients have also become more open to non-traditional colors and woods. Palettes are shifting away from the usual browns and pastels. “This is an area where the designer’s eye is important,” Bornstein says. He explains that there’s a fine line between choosing a color and shade that looks extremely elegant and one that simply looks cheap. Often, his clients prefer muted colors, which look more historical and add color without being too bold.

Bornstein has seen more diversity in choices of wood, too. “In my area, cherry, maple, and oak have been very popular for stains and finishes,” he says. “Walnut hasn’t even been an option, but some of my clients are turning to walnut for a more distinctive look.”

The elegance of such exacting material choices emerges in the 10,000-square-foot Brooklyn home’s moldings and other decorative panels. “I work extensively with the J.P. Weaver Co. of Glendale, California,” Bornstein says. “They create intricate fireplaces, rosettes, and other pieces from plaster, wood, and compo resin.

Practically every room in this house includes [the firm’s] products.”

Like all his projects, Bornstein’s 10,000-square-foot Brooklyn home is one-of-a-kind. In his quest for fresh ideas, the designer never reuses his project specs, and he’s even turned down business that would have required him to steal from himself. “If someone wants to copy my work, that’s a big compliment,” he says. “But copying myself?

That’s not being creative.” ABQ

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"I pay a great deal of attention to how each space will be used. Will it be an area for entertaining, for relaxation, or for work? Each one presents its own challenges and opportunities from a design standpoint.”

Aaron Bornstein, Owner

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A Homebuilder’s Customized Plan Dilworth Development builds custom homes while brainstorming creative strategies for growth and greater client satisfaction

by Jennifer Hogeland

At a Glance Locations Auburn, AL Founded 1999 Employees 16 Specialty Custom-home construction Annual Sales $15 million

Above: The White Oaks Home is one of Dilworth Development’s many custom builds, but the firm also does commercial construction, development, and interior design.

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At 19 years old, most college students are still

narrowing down their field of study. But in 1999, while still a student in Auburn University’s building science program, Michael Dilworth began his construction career by building his first home.

Dilworth was expecting to work as a project manager for a local builder, but the builder failed to come through on his offer. So, out of determination, Dilworth set out to build a house of his own. As the years went by, his motivations changed, and he hoped to become one of the best builders in Auburn, Alabama. Now, 10 years after its founding, Dilworth Development, Inc. continues to build client-centered custom homes, but it also has its eye on opportunities for innovation.

Diversification is behind the company’s continued success in the recession. While the core of Dilworth Development is building custom homes, it has also expanded outside that model. Subservices of the business include commercial construction, development, and

interior design. The firm has created desirable neighborhoods by offering all the necessary services within one development company—and it has been able to improve client satisfaction and increase its revenue and profit in the process.

Dilworth Development concentrates on a range of custom-home sizes and price ranges. “We are trying to prevent homebuilding from becoming an assembly line,” Dilworth says. “We don’t fit a mold, and we don’t ask our clients to fit a mold either.”

The company is dedicated to servicing its clients, whether it is satisfying something they need or going above and beyond. Dilworth says the first step of every custom project is having a conversation with the clients—understanding where they want to live, what they want their home to look like, and how long they expect to be there.

“One of our core principles is to evaluate those factors so we can maximize what we do for that client,” Dilworth

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Photo: Sainath A. Kamath

industry insights

Top: The back porch of the White Oaks Home is a picture of rustic living thanks to its irregular stonework.

Above: The elongated master bedroom of the Belcastel Home is made more spacious yet with a raised ceiling.

Right: Dilworth Development has long talks with clients to understand the aesthetic each one is hoping for. Thus, even the smaller spaces in the firm’s designs, such as this guest bathroom in the Belcastel Home, fit in gracefully.

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Photo: FlipFlopFoto

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“We are trying to prevent homebuilding from becoming an assembly line. We don’t fit a mold, and we don’t ask our clients to fit a mold either.”

Michael Dilworth, President

• CUSTOM BUILDERS •

2124 Moores Mill Road, Suite 130A • Auburn, AL 36830 Ph: 334-821-6610 • Fax: 334-821-66176 www.DilworthDevelopment.com

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says. “Along with that comes subprinciples like communication, honesty, and responsiveness. It is good for our longterm business, but it is also a good thing to do.”

Another best practice is to maximize the client’s dollar. Based on a project’s budget, Dilworth Development researches the best materials and allocates building funds to where they will provide the biggest benefit in terms of resale and client satisfaction. “The advantage for us is we are able to service all clients and be diverse,” Dilworth says. “From a business standpoint, we’ve noticed the market is cyclical. If one market is slow for some reason, we have something else to fall back on.”

While many companies strive for continued growth, Dilworth Development is comfortable at the moment, averaging $15 million a year in annual revenue. In 2012, the firm is concentrating on improving internal processes by conducting a detailed analysis to determine which tasks should be regimented or robotic and which need to be flexible to fit the development firm’s vision of servicing its clients better than all others.

Dilworth Development currently focuses on innovation, responsiveness, and efficiency. “We are now measuring ourselves against business innovators like Apple,” Dilworth says. “I don’t want to be as big as Apple, but I want to be innovative, I want to be forward-thinking.” It is by doing this work to perfect its model of building homes that Dilworth Development will make the process run smoother and faster. “From there,” Dilworth says, “if we are able to accomplish this in a unique way, thinking outside the box, then the next step would be to take this small-town builder of 30–40 homes a year and replicate that in a new location.” ABQ

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At a Glance Locations Woodbridge, VA, and Wilmington, NC Founded 1994 Employees 70–100 Specialty Collaborative solutions Growth in 2011 7%

There are many upsides to building in the federal

A ThreePronged Approach Futron Incorporated is an anomaly in the federal contracting sector, offering IT, physical security, and design-build construction services in one place

by Tina Vasquez

Above: Futron went to Iraq to construct the AIT Facility.

The firm finished the machine shop for military Humvees in only four months.

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sector, and Rich Karabin quips that one of the biggest advantages is how quickly he gets paid. As construction division general manager of Futron Incorporated, when Karabin issues an invoice to the US government, there’s a check on his desk 15 days later. A downside, however, is that when the economy hit a rough spot, nearly every company thought it was cut out to pursue contracts backed by federal funding. However, as Karabin points out, government work is a much more demanding animal than most builders think.

“Putting a wall up is putting a wall up, but with commercial work you have the luxury of having outside inspectors and consultants to verify your work to make sure everything has been done correctly,” Karabin says.

“In the federal sector, we are responsible for completing the construction and inspecting our own work. This results in a unique challenge for our project teams. I may be biased, but in the federal sector we have to work harder and work smarter, and those are things that companies in the commercial sector aren’t necessarily used to.”

Futron has little to worry about when it comes to staying ahead of the curve. Most of its competitors are

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strictly construction, but Futron comprises three divisions: design-build construction, IT, and physical security. In 1994, when the company first started with the intention of working in the government sector, it only offered IT services. But a client who appreciated the company’s work requested that it take care of the construction side of a project, too, and things quickly took off from there. In 1995, Futron hired Karabin, who’d been working in Manhattan and getting familiar with different aspects of the construction business. He was brought on with the express goal of growing the design-build side of the company, and by all accounts he’s been incredibly successful.

“The best thing about having a multidiscipline approach is that if I run into a problem in an area I’m not familiar with, I can consult with an expert in our company and get the feedback I need,” Karabin says. “It offers owners a collaborative solution. Construction and

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“Putting a wall up is putting a wall up, but with commercial work you have the luxury of having outside inspectors and consultants to verify your work. … In the federal sector, we are responsible.”

Rich Karabin, Construction Division General Manager

IT installations are usually two separate contracts, but we’re offering both services in one contract, and that minimizes cost by expediting the process.”

Operating as an all-in-one provider has been helpful in getting the company challenging work in Iraq, including Futron’s first ever project in the country in 2005, the Design Build AIT Facility. At the time, IEDs were becoming commonplace, and the US Marine Corps needed an emergency facility where it could upgrade its Humvees. In just four months, Futron constructed two 70’ x 100’ structures that, according to Karabin, operated as “glorified pit stops,” allowing the Marines to upgrade 100 vehicles a week.

Moving forward, Futron is focusing on creating sustainable, energy-efficient structures such as the Fort Bragg Volckmann Training Center, which, as of press time, the firm hoped to complete by April of 2012.

Originally an old Black & Decker factory in Fayetteville, NC, the structure is undergoing a complete overhaul as Futron upgrades the building insulation, installs energy-efficient lighting, and incorporates environmental-control systems to reduce the operational cost of the facility.

“I’d like to think that all of our projects are representative of our best practices,” Karabin says. “No matter what the project entails, we form a true partnership with our clients, and we take as much work off their desk as we can. We try to make their job easier, and that’s what they remember the next time they have a project.” ABQ

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At a Glance Location Grand Forks, ND Founded 1967 Employees 58 Specialties Building and managing affordable-housing units and offering client services to help low-income residents Units Managed 811

Not everyone can brag that their work is improving

Improving Quality of Life The Grand Forks Housing Authority uses thoughtful design practices to keep its homes affordable and sustainable for low-income residents

by Zipporah Porton

Above: The GFHA is always looking for new sources of funding and new ways to make housing affordable so that more families can live in homes such as this.

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the lives of others, but employees of the Grand Forks Housing Authority (GFHA) can proudly say that they have directly helped more than 2,000 low-income families by building them affordable homes. Founded in 1967, the GFHA in Grand Forks, North Dakota, continues to grow year after year. The company recently acquired two more properties to manage, totaling 34 units, and it also added two resident-service coordinators to better provide clients with assistance. The GFHA currently manages 811 units, providing affordable homes to about 1,500 residents, and it’s doing as much as it can to make life easier for those it serves.

Creating homes that are comfortable but still affordable isn’t always an easy task. The GFHA partners with the city of Grand Forks to use HUD Community Development Block Grant (CDBG) and HOME Investment Partnerships funds to subsidize construction costs, and it also applies for assistance from other federal agencies. Most recently, the GFHA’s efforts helped establish the Grand Forks Community Land Trust. “This partnership will provide additional subsidy, allowing Housing Choice Voucher Homeownership families of all sizes to purchase in the Grand Forks area—rather than just [families] large enough to qualify for high payment standards,” GFHA executive director Terry Hanson says.

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“Future burdensome expenses are also a factor when building for low-income families. We always consider maintenance and utility costs when building new homes and lean toward the amenities that are most practical rather than those that are most striking.”

Terry Hanson, Executive Director

In terms of construction, the GFHA keeps its designs simple and high-density so that funding is used more efficiently. “Future burdensome expenses are also a factor when building for low-income families,” Hanson says. “We always consider maintenance and utility costs when building new homes and lean toward the amenities that are most practical rather than those that are most striking.” For example, Hanson notes that high ceilings are attractive but waste heat.

While keeping homes affordable, GFHA is still able to incorporate sustainable features into almost every project. Prior to the early 1990s, the organization’s philosophy was simply to provide a basic, safe, and sanitary living unit. When management changed hands, though, there was a renewed effort to improve the quality of life of the family residing in the unit.

The GFHA also continually seeks new tactics to keep homes affordable, and recently it implemented the Housing Choice Voucher Home Ownership program mentioned above, which allows families to use their monthly monetary assistance toward a mortgage payment rather than a monthly rent payment. “For many families, this was their final step toward self-sufficiency,” Hanson says. Quality of life is about more than a roof over one’s head, though, so the GHFA has resident-service coordinators at eight of its properties, too—and a family self-sufficiency program and four neighborhood network centers improve resident’s lives even further.

The need for affordable housing will never disappear, especially in these difficult economic times. Therefore, the GFHA is constantly building and acquiring new properties. Coming up, it’s assisting in the development of a 30-unit HUD Section 202 elderly property known as Cherrywood Village, which is the first Section 202 project being developed in Grand Forks since the early 1980s. The GFHA will manage the property for the owner, and it’s sure to carry its campaign for better residential care into the new space. ABQ

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A Message from Widseth Smith Nolting Widseth Smith Nolting provides architecture, engineering, land surveying, environmental services, and funding assistance to public and private clients throughout the Upper Midwest. We offer expertise in planning and design; buildings and green spaces; and trails, bridges, and infrastructure while being good stewards of the environment. Widseth Smith Nolting is committed to the notion that vibrant spaces, clean water, and safe travel are central to our quality of life. Offices are located in Grand Forks, ND, and Alexandria, Bemidji, Brainerd/Baxter, Crookston, Red Wing, and Rochester, MN. Learn more at widsethsmithnolting.com.

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Public Housing, Private Funding The Housing Authority of the County of Santa Clara is turning to third-party property managers in order to free up funding for more housing and better services

Photo: Peter S. Carter

by Karen Gentry

There’s only so much funding for US housing

The HACSC has overseen the construction of dozens of quality affordable-housing developments such as Cypress Gardens, but more and more it’s turning to third-party management of its properties in order to free up funds.

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authorities to obtain from federal, state, and local grants, so there’s a movement afoot for the US government to allow those authorities to tap more private equity and private debt for the financing of projects. Alex Sanchez, executive director of the Housing Authority of the County of Santa Clara (HACSC) in California, knows it’s a winning formula because his is one of the few organizations already doing it. The HACSC was selected for Moving to Work, a HUD demonstration program that allows housing authorities to try to reduce the cost of housing through innovative methods, and the HACSC has already managed to save money by allowing private firms to manage its properties.

“It’s going to create the kind of financial capacity that hasn’t existed in the public sector for many years,” Sanchez says. “It’s a method for allowing local ingenuity [to mix] with public money—combined with private funding. We think that’s the next wave.”

The HACSC, the 10th largest housing authority in the country, has tapped $135 million from private and public sources, according to Vanessa Cooper, the organization’s director of real estate services. The authority manages 2,800 units in 28 developments— a mixture of multifamily and senior housing, with one development for the homeless and disabled—in California’s Silicon Valley, and its new partnerships have enabled the housing authority to rehab 555 units, creating at least 400 jobs for tradespeople.

“The bulk of housing is [built with] low-income housing tax credits—the most common way of leveraging private dollars to create low At a Glance income housing,” Cooper says.

Converting to tax-credit housLocation ing freed up funds to allow the San Jose, CA HACSC to do its repairs, and Founded looking to cut costs further and 1967 make things still more efficient, Employees 180 the authority’s board members Specialties decided in 2010 to go with Providing rental subsidies third parties for property and developing affordable management. housing through innovative “Our properties were financing methods running in the negative; energy Units Managed costs are going up,” Cooper says.

2,800 in 28 developments

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“[Turning to private firms for property management] was a hard decision that required a lot of research and negotiation. It was the best solution for the tenant. In the end we need to serve our tenant population.”

Vanessa Cooper, Director of Real Estate Services

a water-irrigation system controlled via satellite, and lawns with more plantings. Also, the organization is putting exercise equipment outdoors to encourage seniors to stay fit while socializing.

Such efforts evidence the valuable services that housing authorities such as the HACSC provide, yet demand will always exceed supply in the Silicon Valley, where thousands are still on the waiting list for homes, Cooper says. And housing costs are expected to rise 15 percent in the area, where the average rent for a two-bedroom apartment and the average price for a home are already, respectively, $1,800 and $650,000.

Staying ahead of the curve, though, the HACSC and its innovative, local financing strategies are serving as a model for what more is possible. ABQ

Top: HACSC's Lucretia Gardens apartments defy the stereotype of dense, run-down public housing.

Above: A social space at the Sunset Gardens development, designed for seniors, keeps residents from staying cooped up and disconnected from one another.

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After a public RFP, the HACSC chose the John Stewart Company, FPI Management Inc., and Charities Housing to improve the performance of properties, and the cost savings enabled the authority to complete $3 million worth of capital needs repairs and add more services such as social workers and after-school programs.

“It was a hard decision that required a lot of research and negotiation,” Cooper says. “It was the best solution for the tenant. In the end we need to serve our tenant population.”

Indeed, HACSC does whatever it can to keep its low-income residents happy and healthy, including outfitting its developments with green elements such as tankless water heaters, environmentally friendly carpets,

A Message from Dillon Design Associates Dillon Design Associates is proud of its working relationship with the Housing Authority of the County of Santa Clara. At Dillon Design Associates, we strive to create environments in which people can develop harmonious connections with their community and with nature. We feel that physical, emotional, and spiritual health result when people live in environments in which they can experience these essential connections. Dillon Design Associates also strives to optimize a project’s relationship to the natural environment by incorporating green-building concepts into all phases of a project. To accomplish this, continuing education has been an important goal of the firm. Michael Dillon is now a USGBC LEED Green Associate, and Berry DeWaele is a Bay-Friendly Landscaping-qualified design professional.

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Dillon Design Associates LANDSCAPE ARCHITECTURE

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Dillon Design Associates, CLN 1910 Contact: 259 Chico Avenue • Santa Cruz, CA 95060 Michael B. Dillon (831) 420-1648 • dillondesignassociates.com Berry J. DeWaele

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GETS A BIG PAT ON THE BACK We know that achieving more in the community begins with the people who belong to it. That’s why we salute Towne Properties and Neil Bortz as they celebrate their 50th anniversary!

Setting goals is one thing.

Reaching them is another.

Dinsmore attorneys offer creative strategies, insight and resources to help builders and developers accomplish more of their business goals.

To learn more about PNC Real Estate, visit pnc.com/realestate.

Dayton, Ohio ACHIEVEMENT is a registered mark of The PNC Financial Services Group, Inc. ©2012 The PNC Financial Services Group, Inc. All rights reserved. PNC Bank, National Association. Member FDIC CIB PDF 0212-043-73205

2/7/12 9:47 AM

Frederick J. Caspar fred.caspar@dinsmore.com 937.449.2818 ©2012 DINSMORE & SHOHL LLP.

industry insights

At a Glance Location Cincinnati Founded 1961 Employees More than 800 Specialties Residential and commercial real estate development and management Annual Sales $100 million

Ask Neil Bortz to explain the success of Towne

Creating a Community Towne Properties looks beyond its ledger and portfolio to make sure its homes and mixed-use developments are aiding neighborhood uplift

by Jeff Hampton

Above: Towne Properties has overseen the revitalization of a number of Cincinnati neighborhoods, including the Backstage.

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Properties, and he’ll tell you it has little to do with being a development company. “I’ve always believed that Towne wasn’t primarily a development or construction or real estate company—but rather a marketing company,” he says. “If we can identify the right market, find out where people want to be, what they want in terms of space and amenities, and what they are able and willing to pay, we can successfully design, finance, and construct the right product.”

For Towne, the right market has been the Cincinnati area, and its best-selling amenity has been a “sense of community.” The firm got its start in Mt. Adams—a hilltop neighborhood with views of the city, the Ohio River, and surrounding hills—which was first inhabited in the 1850s but by 1960 had been drained of people and promise thanks to post-World War II urban flight. “My dream was to lead the renaissance of Mt. Adams,” Bortz says. “[When I was] a single man in my late 20s, despite its decline, Mt. Adams looked like a great San Franciscotype of place to live.”

American Builders Quarterly

industry insights

In 1960 Bortz acquired an 80-year-old building, gutted it, and redesigned it into a state-of-the-art four-family apartment structure. He and partners Marvin Rosenberg and Bert Agin then formed Towne Properties in 1961 and picked up the pace with more apartment conversions. They also opened the city’s first basement bistro—the still popular Blind Lemon—to serve as the village pub. Residents, including Johnny Bench and other members of the Cincinnati Reds and Bengal’s teams, began returning to Mt. Adams. And Bortz not only invested his time and money in the neighborhood but raised his family there, too, in Cincinnati’s first condominium, and he eventually located his business in a renovated hilltop monastery originally built in the 1850s.

“Mt. Adams has become a very desirable, vital, mixed-use village with small shops, bars, restaurants, offices, iconic churches, and everything from renovated shotgun houses on 25-foot-wide lots to new multimillion-dollar homes with river views,” Bortz says.

From Mt. Adams, Towne developed other awardwinning residential communities in Cincinnati; Dayton,

Above: Once the pace of Towne Properties’ renovation business really began to pick up, the firm moved its offices into a 1901 Passionist monastery.

Left: Towne Properties is constantly thinking about where its clientele most want to live. The firm’s award-winning Twain’s Point development is located across Riverside Drive from Cincinnati’s Friendship Park and the Ohio River.

Below: University Square at the Loop, near the University of Cincinnati, is one of the newest of several mixed-use developments Towne Properties has worked on over the years in its hometown.

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industry insights

Above: Mt. Adams is the hilltop neighborhood where Towne Properties got its start. The firm’s renovations there helped lift the area out of urban decay, and it’s now one of Cincinnati’s most popular residential and nightlife districts.

Left: 1111 Saint Gregory Street is a mixed-use building with entertainment space, offices, and parking. The structure helped create a downtown for Mt. Adams.

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industry insights

“I’ve always believed that Towne wasn’t primarily a development or construction or real estate company—but rather a marketing company.”

Neil Bortz, Senior Partner

Ohio; and Lexington, Kentucky. Today the company still owns and manages most of the projects it has developed.

“In every case, these projects were the best in class when built—and we’ve kept them that way ever since,” Bortz says. “We don’t build complexes; we build communities.”

Towne Properties has not been immune to the boom and bust cycles in real estate, but down periods have brought opportunities to diversify. “There were times when new apartments just didn’t pencil out,” Bortz says.

“We had to look for other products to keep us going.” In the mid 1970s, the firm was managing for third parties and land development. In the 1980s it worked on suburban office parks and the Kenwood Towne Center, the region’s foremost fashion mall. In the early 1990s, it tackled low-income rental housing. Towne returned to Class A apartments in the late 1990s and developed condominiums in the 2000s.

“We’ve always been passionate about downtown Cincinnati, too,” Bortz says. The firm has developed and

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renovated office buildings; mixed-use developments such as the Backstage Entertainment District; Fountain Place, a new office and retail building on Fountain Square; and the Garfield Collection, two new and two renovated apartment buildings in Piatt Park. Bortz currently serves on the board of the Cincinnati Center City Development Corporation, a public-private effort to promote further improvements such as the construction of a streetcar line and the redevelopment of Fountain Square and the Over-the-Rhine neighborhood.

Towne Properties’s newest project—and Bortz’s current passion—is University Square, a $68 million mixed-use project bordering the campus of the University of Cincinnati. Four years in the making, it will include apartments, offices, restaurants, and a hotel when completed in the fall of 2012. “University Square is one of the most exciting things we’ve ever been involved with,” Bortz says. “It will anchor the campus and bring new life to the surrounding neighborhood.”

More than 50 years after beginning his Mt. Adams dream, the founder of Towne Properties is still marketing “community.” ABQ

A Message from Rite Rug Whether you’re a custom or production homebuilder, there’s no question: you absolutely must have access to quality flooring in contemporary styles at reasonable prices. That’s why thousands of builders rely on Rite Rug’s Homebuilders Division to get the job done. As a division of one of the largest flooring providers in the nation, our buying power and one-stop shopping solutions ensure you get quality flooring and exclusive service—without compromising value. Your homeowners will get exactly what they want from our selection of thousands of coverings, including environmentally friendly flooring. riterug.com A Message from Fifth Third Bank Fifth Third Bank congratulates Neil Bortz, Marvin Rosenberg, and the entire Towne Properties team on their 50th year in business.

Towne Properties has a long and successful history in Cincinnati and surrounding communities, and the firm has helped make our region a great place to live, work, shop, and play.

A Message from Dinsmore & Shohl Dinsmore & Shohl is proud to have been a part of Towne Properties’ long history of success. Our attorneys have provided assistance with taxation, acquisitions, construction, development, finance, structuring, succession planning, and other matters. Visit Dinsmore.com to learn more about our legal services.

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industry insights

At a Glance Location York, PA Founded 1990 Employees 40 Specialties Design and environmental services for public, private, commercial, and institutional clients Annual Sales $8 million

Making Progress in the Public Sector

In the past decade, LSC Design has taken on projects outside its comfort zone—including one at a state park—to continually expand its capabilities

by Jeff Hampton

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American Builders Quarterly

industry insights

On LSC Design Inc.’s website, two sentences

Opposite page: The Sinnemahoning State Park visitors center’s acoustically sound linear wood ceiling controls noise without disrupting the space’s rustic feel.

Below: Deep overhangs and a decorative pergola control the amount of natural light admitted into the visitors center’s lobby.

stand out in large light-blue letters in the center of the homepage: “Good design makes good sense. Good design makes good cents.” This two-line philosophy drives the full-service design firm’s pursuit of business success in Pennsylvania and throughout the Mid-Atlantic region.

“If you can go to 10 of our projects and see a similarity or a signature style, then we haven’t done our job because each client is unique,” president Rob Kinsley says. “We want to pursue good design, but we want to create designs that serve a purpose. We want to forward our clients goals.” LSC puts clients needs first, but it still works to continually expand the depth of its knowledge and expertise by taking on a diverse array of local projects, including public-sector work.

“We will take on almost any type of project, but we like to stay in the Mid-Atlantic region,” Kinsely says.

“In that area we have done everything from libraries and museums to manufacturing and distribution facilities.

Our clients benefit from the breadth of our experience.

We are learning things from other project types all of the time. As designers, we thrive on project diversity” The full breadth of the firm’s expertise was applied in 2011 for the design and construction of the new visitors center at Sinnemahoning State Park. The park is part of the Pennsylvania Wilds Initiative, which is promoting ecotourism in the northern part of the state.

“Up until the last decade, we had only done private

work,” Kinsley says. “We’d done many privately funded cultural projects, and Sinnemahoning State Park was a chance to do one for the public sector.”

The job involved construction of a 9,296-squarefoot, one-story facility with wildlife-viewing areas, park administrative offices, an educational classroom, an exhibit gallery, and public restrooms. “The project created a higher level of amenities in the park, and it also was one of the first LEED-certified projects for the state parks system,” Kinsley says.

LSC employed a number of strategies to get the structure LEED Silver-certified. The firm positioned the building, drives, and parking areas to minimize green-site disturbance and the diversion of wetlands, and the use of gravel and stabilized grass in place of extensive paving limited the heat-island effect while still accommodating overflow parking and drive areas.

Additionally, light-colored roofing now maximizes the facility’s heat reflection, the building envelope is sealed with high R-value structural insulated roof panels, and LED flagpole downlights and full-cutoff exterior lighting consume minimal energy Inside, the facility’s water-conservation measures include dual-flush toilets, low-flow faucets, and waterless urinals, and electricity usage is kept to a minimum by a geothermal heating and cooling system. LSC finished the interior with low-VOC adhesives, sealants, paints, and carpets.

By the end of the project, LSC had managed to divert 52 percent of its construction waste. Additionally, 53 percent of the wood the firm used was FSC-certified, 16 percent of the building materials had been recycled from previous structures, and 23 percent of the building materials came from regional sources. Kinsley says that multidiscipline projects such as the Sinnemahoning State Park visitors center require the full engagement of the firm from top to bottom—another philosophy that LSC actively adheres to.

“We have a very casual and open work environment,” Kinsley says. “We’re not very hierarchal. We believe in teaming and getting people involved who may have good ideas. Our clients aren’t hiring one person. They’re hiring a firm, so we encourage input from across the firm. It keeps people engaged.” ABQ

“Our clients aren’t hiring one person. They’re hiring a firm, so we encourage input from across the firm. It keeps people engaged.”

Rob Kinsley, President americanbuildersquarterly.com

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industry insights

At a Glance Location Chicago Founded 1912 Employees More than 150 Specialty Distribution of appliance and HVAC parts Outlets 22

Currently celebrating its 100th anniversary, the CE

Streamlining a Senior Supply Company New president Bob Burke and his takeaction staff are leading parts distributor CE Sundberg into the future

by Julie Schaeffer

Above: CE Sundberg’s new distribution center in Chicago is outfitted to maximize energy efficiency, and its ample daylighting helps improve employee morale.

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Sundberg Company has a lot to be proud of. The appliance and HVAC parts distributor has the industry’s highest fill rate, one at more than 95 percent, and that’s thanks in part to its knowledgeable employees and capital investments. “Getting our customers the right part at the right time at the right price is the key to our success,” chairman and CEO Bob Burke says. He bought the business, founded in 1912, just two years ago, and he’s already driving it into the next century.

Burke, who has been in the parts-distribution business for 15 years, saw potential when he looked at CE Sundberg back in 2010: the industry leader had 22 locations, a good business model, and a solid reputation.

But there was room for improvement. “When a company has been around 100 years, there’s always good and bad,” Burke says. “You’ve been doing something right because you have a long operating history, but you need to evolve by upgrading your products, management, and procedures. I wanted to take the company to the next level.”

And that’s just what Burke did, first by making some significant capital improvements. The company just built a 110,000-square-foot, state-of-the-art distribution center in Chicago, much of it fitted for improved performance. Its Thermoplastic Olefin (TPO) white-membrane roof, for example, in addition to being environmentally friendly, is ozone- and algae-resistant.

Also, a Kalwall window system on all the external walls

American Builders Quarterly

industry insights

“We’ve done an extremely good job of order fulfillment: you call us, you place your order, we have it in stock, and it ships to you the next day. ... Now it’s time to take it to the next level and anticipate what the customer needs.”

Bob Burke, Chairman and CEO

fills the space with diffuse natural daylight, the heating and cooling systems are energy-efficient, and the lights are controlled by motion sensors. “Our advanced systems make it easier to find parts, but we also renovated our warehouse to make the space more comfortable for employees,” Burke says. “People tend to work better in sunny environments.”

People, Burke adds, are also key to the company’s ongoing success. He wants salespeople who are “hunters, not gatherers,” in the sense that they seek out orders and find new sectors to serve in an attempt to actively grow the business. “In some ways we’re a quiet company that no one knows a lot about,” Burke says. “We serve a lot of businesses that resell our products, so the end user doesn’t know who we are. Even customers who buy directly from us don’t know about the breadth of our product offerings. We have 75,000 unique products, which people may not fully understand. So we add value by hiring salespeople who have technical knowledge of the machines. They can have a two-minute conversation with a customer and know exactly what part is needed.”

Burke is pleased with his sales staff, but in an attempt to push CE Sundberg ever further, he’s asking them to get specific and proactive. “We sell a lot of things you wouldn’t think a parts distributor would sell, such as paint that fixes scratches and dents on appliances,” he says. “So we’re asking our salespeople to look for the niche markets that might be served by those products—in [the paint] case, for example, moving companies, who often scratch things. We’ve done an extremely good job of order fulfillment: you call us, you place your order, we have it in stock, and it ships to you the next day. You could call us at 4:55 p.m. and still get the part the next day. Now it’s time to take it to the next level and anticipate what the customer needs.” ABQ

americanbuildersquarterly.com

QUALITY PARTS FOR ANY GE APPLIANCE

You can find the GE parts you need at any authorized GE Parts distributor or online at gecustomernet.com.

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industry insights

Surviving in Rough economic times is a tough order,

At a Glance Location Canton, MA Founded 1999 Employees 80 Specialty Construction of commercial, healthcare, institutional, residential, hospitality, retail, and wireless telecommunications facilities Annual Sales $30 million

Above: Timberline’s strategy is to go after clients who are constantly looking for help building or renovating a large number of facilities. A good example is Starbucks and its ever-expanding collection of coffeehouses.

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A Builder Branches Out Timberline Construction Corporation is working in a diverse group of markets, avoiding dependency on a single sector

by Frederick Jerant

and growing is virtually unheard of. However, Timberline Construction Corporation, a multifaceted contractor in Canton, Massachusetts, has done both since president Steven Kelly assumed control 10 years ago. At that time, the company’s annual revenues were about $900,000, and today its gross income is about $30 million. But Kelly continues to set the firm’s sights higher by pushing the diversification of its capabilities and carefully pinpointing strong new clients.

Working throughout New England, Timberline is trying to avoid putting its eggs in one basket. Instead, it continues to extend its varied general-contracting, project-management, construction-management, and design-build services to wildly disparate market niches— including the corporate, retail, healthcare, education, housing, hospitality, restaurant, supermarket, data-center and wireless telecommunications sectors. And the firm works on existing structures, too, offering interiorremodeling, renovation, and LEED-certification expertise.

This broad base reflects Timberline’s staff’s background. “We’ve built a solid team of professionals with a wide range of experience in many industries,” Kelly says.

“Having them on board makes it a bit easier to penetrate new markets. It’s still challenging, though.”

American Builders Quarterly

industry insights

The firm sees its ability to build relationships as another major asset. “We are relationship-driven, and we strive to make that clear in our presentations,” Kelly says. “Acquiring contracts is an inexact science, and the outcome is always subject to the [concerns of the] person on the other side of the table: ‘how much am I willing to risk?’ We want our honesty and integrity to shine through.”

Timberline strategically targets contracting prospects with active programs, which means there are plenty of opportunities for new construction, extensive renovations, cosmetic facelifts, and other projects throughout a given year. An example is Stop & Shop, a Massachusetts-based regional supermarket chain that operates 375 stores, many of which Timberline has worked on. “Once you demonstrate your capabilities with a client like that, you earn repeat business,” Kelly says.

Timberline’s latest project for Stop & Shop was a 70,000-square-foot open-store renovation in Marstons Mills, Massachusetts.

Although the company is not exactly a household name in the contracting field, Timberline can often hold its own against much larger competitors. One way it does this is by self-performing work that would otherwise go to subcontractors. “Having the option to self-perform certain trades provides pricing efficiencies and, more importantly, tighter control of resources,” Kelly says.

“For smaller fast-track projects [for firms] such as Starbucks, for whom we have built approximately 50 locations throughout New England, the ability to selfperform some of the work has enabled us to condense the schedule, at times running a double-shift operation seven days a week.”

Kelly’s not ready to discount the use of subcontractors entirely, though, and there are some he considers critical to his company’s success. “Timberline regularly uses JEM Electrical and HVAC Corp. [from] Manchester, New Hampshire,” he says. “The shop’s expertise in electrical and HVAC installation is valuable to our telecom division. JEM’s owners take client service very seriously, and they always come through for us.”

Such contractors help Timberline with its diverse project load, and Kelly ultimately sees this many-eggsin-many-baskets approach as the key to his firm’s future growth. “I think 2012 will be a challenging year, but then I expect a slow, steady recovery,” he says. “We are well positioned in 10 different sectors, and I expect exponential growth across that platform throughout the recovery.

We could be grossing $75 million within five years.” ABQ

A Message from Jemcorp Jemcorp was established in April 2006. Since then we have succeeded on our reputation alone. We are a company that strives to be the best, and we take great pride in our work. Our employees have been with Jemcorp for years, and we are like one big family.

We care about our customers and each other. Our goal is to be the first choice for general contractors when they take on a project.

We offer competitive pricing with first-class results. We take pride in making general contractors’ jobs easier when they hire us.

—Jason Murphy, President, Jemcorp

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Full Service Electrical & HVAC Service Company JEM Corp has been servicing the Electrical and HVAC since 2006. Licensed in Massachusetts, New Hampshire, Maine, and Vermont. We are a fully licensed, insured, and BBB accepted company ready to meet your every need.

JemElectricalHvacCorp.com

Four Generations of Superior Quality, Craftsmanship and Service Fully Insured • Design • Remodel • Build • Remodeling • New Home Building • Design/Build Residential and Commercial • Kitchens and Baths • Additions and Garages • Finished Basements/Attics • Universal Design/Aging-in-Place • Decks/Fencing • Fireplace/Patios • Interior Decorating/Design Consulting • Roofing/Siding • Doors/Windows • Finishing/Stairways • Skylights/Domes • Cabinets/Custom Wood Working • Closets/Custom Shelving • Soffit/Fascia/Gutters • WI Lead-Safe Company

Paul and Diane Welhouse, Owners 920-766-1345 | info@welhouseconstruction.com | welhouseconstruction.com july/aug/sept 2012

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industry insights through the years

Welhouse Construction Services, LLC Early 1900s Birthed from Barns Brothers Joseph and Anthony Welhouse begin building barns with hand tools and horses. They use wood cut down at each homeowner’s farm, and their timber-frame structures consistently withstand storms and the heavy loads of animal feeds. The barns make the Welhouse family name synonymous with superior quality, craftsmanship, and service.

There’s no reason for homeowners to move or even temporarily relocate when they partner with Welhouse Construction Services, LLC. More than 100 years old, the fourth-generation firm—based in Kaukauna, Wisconsin, in the heart of the Fox Valley, and owned by Paul and Diane Welhouse—is a full-service general-contracting and design-build company that specializes in remodeling homes without displacing residents.

Welhouse helps homeowners expand as their families grow or assists them in renovating aged yet cherished pieces of property, and the company has won numerous awards from its local National Association of the Remodeling Industry (NARI) chapter. But the firm had to undergo a significant evolution to get where it is today, an evolution that began with the building of barns on Midwestern farmland. —Karen Gentry

1932 on to homebuilding Joseph’s son Jerome joins the business, leaving high school to help support the family. As the Welhouses becomes known for their quality woodwork, their company evolves from barns to homebuilding and renovation jobs. And as demand increases, Jerome’s brothers, Harold, James, and Eugene, join the company.

1940s

1960 meeting growing needs Jerome and his son David start creating custom woodwork, including cabinets, built-ins, doors, and finished trim work. Then, Jerome purchases the business from his brothers and names it Jerome Welhouse Construction, Inc.

“We were one of the first builders in the area to build spec homes in the 1960s,” Paul says. The spec homes are mostly smaller ranch homes—typically 1,000 square feet with garages. The paper industry and the growth of the Fox Valley region create a need for housing, according to Paul.

From left to right, Eugene and Jerome Welhouse, a client, and Joseph and Harold Welhouse pose for the camera during the firm's transition into homebuilding.

1960s

From left to right, James, Eugene, Joseph, Jerome, David, and Harold Welhouse stand as three generations of builders.

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1969—1979 A refreshing transition Over the years, the company shifts its focus to renovation and remodeling. “They were really good at working in unconventional building conditions,” Diane says. “They had a feel for it from their experience in barn construction and were able to excel in an area that was new in the trades.”

Jerome and his team find that they enjoy the challenges that remodeling brings. Homeowners typically remain in their homes while Welhouse does its work, and the firm is forced to meet city building codes and interconnect its additions seamlessly with existing structures.

The firm continues tackling such projects into 2012. “We’re also dealing with unknowns behind walls and in ceilings [when] building [in] structures that have been built by others,” Diane says. “We’ve been doing it so long we can sense potential challenges before the project begins.”

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industry insights

2009—2011 the emergence of sustainability The firm completes a premier project: an elegant great room addition for a client whose home overlooks Lake Winnebago. The space includes a blue-stone porch, double patio doors, a full-coffered ceiling, and a full fireplace surround with built-in bookcases.

Additionally, trends in the industry have evolved by this time to include increased use of maintenance-free materials and more sustainable, energy-saving practices. Paul, already a certified remodeler, becomes a green-certified professional when he sees the demand for green renovations. “We’re focused on maintaining healthy and cost-efficient environments through all of our projects,” he says. ABQ

From left to right, David and Paul now work with Paul's son Kevin.

2008 a new generation Diane and Paul take over full ownership of the business.

The company prides itself on honesty and trustworthiness and uses the slogan “Always on the Level.” “We are open and honest all the way through the customer’s project, including not exceeding the price, barring changes from customer requests,” Paul says.

Welhouse offers renovations for life. “As the customer base ages, we’ve become more adept and astute at making things ADA compliant and converting homes so customers can live there as long as possible,” Paul says. “Home is a cherished place for many people.

We have the skills and know-how to keep our customers in their homes while we make their remodeling dreams come true.”

2010

“Home is a cherished place for many people. We have the skills and knowhow to keep our customers in their homes while we make their remodeling dreams come true.”

Paul Welhouse, owner & president

2004

From left to right, Jerome and David stand with Welhouse Construction's soon-to-be president, Paul Welhouse.

1980 joining nari David buys into the business, which is now named Jerome Welhouse & Son Construction Company, LLC. David joins the Fox Valley chapter of NARI and becomes a certified remodeler, and his company goes on to win numerous NARI Chapter awards.

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1981—2007 Gaining experience David’s sons, Mark and Paul, begin working for the family business in high school. Paul goes on to earn bachelor’s and master’s degrees in industrial engineering and engineering management respectively, and he then works in corporate America for the Outboard Marine Corporation and Harley-Davison Motor Company.

Diane earns bachelor’s degrees in mass communications, psychology, and sociology, and later, in 2011, she works to finish an interior design degree. “Our past experience in corporate America has given us different ideas on how a construction business can be run,” Diane says. “We mix elements of our small-business foundation with big-business concepts to come up with the best solutions for our business and customers.”

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project showcase

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Photo: Bill Manginelli

showcase projectproject showcase

Straub Construction

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ALH Home Renovations

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Scott + Reid General Contractors

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CCI Club Design

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Dewson Construction Company, Inc. Abel Design Group, Ltd.

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Norton Healthcare 107 Morning Star Builders, Ltd

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Robert M. Gurney, FAIA Architect

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Watkins Glen International

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Glen Rock Stair Corporation

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PROJECT SHOWCASE

Richard Manion Architecture Inc. 121

Kreizenbeck Constructors

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Breckenridge Grand Vacations

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JHP Architecture / Urban Design

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Straub Construction

By Karen Gentry

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New Century Fieldhouse Pemberton Park for Grandfamilies

Straub Construction is a third-generation general contracting firm celebrating its 92nd year in business, a stability due, ironically, to the business's ability to adapt to constant market shifts and push its services wherever it sees real activity.

The company has worked on, among other things, commercial structures, schools, churches, multifamily housing, and an increasing number of historical renovations, and in the process it has averaged $70–75 million in annual sales in the past four years.

The Shawnee, Kansas-based company prides itself on its quality and its reputation for not overpromising or underdelivering, and president Ernie Straub is particularly proud of the firm’s 64 employees, all of whom are high performers.

Recently, the team worked on a new kind of multifamily housing facility and a project in an emerging construction sector: indoor recreation.

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Photos: Bill Manginelli

project showcase

1 New Century Fieldhouse Gardner, KS Started August 2010 Completed May 2011 Size 88,000 square feet Cost $4.2 million Building Type Renovated warehouse

Before, the Johnson County Parks & Recreation Department’s New Century Fieldhouse was just an 88,000-squarefoot abandoned warehouse.

It took the ingenuity of Straub Construction’s talented staff to turn it into a LEED Goldcertified multisport facilty with exercise rooms, an indoor soccer field, and courts for volleyball and basketball. “It’s the only indoor soccer [space] with a full-size youth field in the area,” Straub says. “It’s unique in Kansas City, the only one of its kind.”

Because it was a low-bid project, Straub says one challenge was having to rely on vendors and subcontractors who could potentially go out of business before the project’s end. According to him, it took 30 days to come up with the best scenario for the customer in a collaborative effort between Straub Construction, the owner, and the architect. “The owner recognized the need to make sure their investment would be something that would last a life

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cycle of 15, 20, or 25 years,” Straub says.

Straub Construction planned on installing the soccer field and courts over the existing concrete flooring but discovered that the floor system had failed.

So, the firm had to compress the construction schedule to finish the project in the same amount of time while still getting the floor fixed. LEED points were garnered by incorporating an

energy-efficient heating and cooling system; reducing water usage through better landscaping and water-efficient building products; reusing existing walls, flooring, and roofing; incorporating low-emitting materials; and employing better waste management.

Now, the massive, onceempty space is sustainably sound, and dozens of patrons and athletic leagues use it daily.

American Builders Quarterly

project showcase

2 Pemberton Park for Grandfamilies Kansas City, MO Started January 2010 Completed July 2011 Size 53,436 square feet Cost $5.8 million Building Type Affordable multifamily housing

Straub Construction president Ernie Straub touts his company’s multifamily division as the best in the region, and he put employees in that division to work for the Pemberton Park for Grandfamilies. It’s a complex for

grandparents raising grandchildren in Kansas City, MO, and it’s the first project of its kind in the country. The $5.8 million development—built with a low-income housing tax credit— was completed in July 2011, and it helped fill a significant childcare gap.

“The need out there for grandparents raising their kids’ kids is staggering, especially in the urban core,” Straub says.

“This project just really hit a niche that hadn’t been addressed.”

Pemberton Park consists of two buildings with 36 two-, three-, and four-bedroom units for families. The buildings are three-story garden-style structures of approximately 1,200 square feet with exteriors of masonry and brick. There’s a playground between them, and social services such as counselling and health are located on-site.

There is a limited number of sites available in the city’s core, and most of the remaining ones offer a significant construction challenge or two. Pemberton Park’s multiacre site on a hillside required rock excavation and blasting as well as the installation of retaining walls to protect neighboring structures, according to Straub. Another challenge was meeting all the regulatory requirements of the city and state.

“It’s challenging to deliver on a fast-paced, tight time frame [and] on a tight budget,” Straub says. “[It’s] absolutely satisfying.”

The project now has a waiting list to get in, one that’s been there since it first opened.

ABQ

A Message from Flack Painting A key component of Flack Painting’s success over the past 15 years has been the relationship we have fostered and maintained with Straub Construction. Straub Construction is an industry leader, and together we provide services to the construction industry that are second to none. Thank you to Straub Construction for all that you do!

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LEAVE THE PAINTING TO THE EXPERTS. ELEVAT ING F LO O RING

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Family owned and operated for over 20 years.

Flack Painting For more information: call 913.915.6346 , fax 913.764.6641 or email flackpainting@msn.com

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mannington.com | 1.800.356.6787 ©Floor Designs Copyrighted by Mannington Mills, Inc. ®©™Mannington Mills, Inc. 2011

55 years in business, distributing and installing garage doors and openers.

We Stay With Your Building New Installation, Service, Repair and Modernization; From Start to Finish and Beyond, ThyssenKrupp Elevator is Your Single Sustainable Solution team MOKAN 7915 Nieman, Lenexa, KS 66214 Tel: (913) 888-8046 Web: www.thyssenkruppelevator.com

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project showcase

ALH Home Renovations

By Lynn Russo Whylly

1. Harrell-Imig Home 2. Crestwood Addition

Allen Harris was introduced to his calling at age 12, when he began helping his father remodel homes. Throughout his adult life, he tried new-home construction, framing and trimming, and home inspection, but he never felt as content as he did in 1999, when he returned to the craft he loved and started ALH Home Renovations. After 13 years, the firm now has seven employees and gets the majority of its business from repeat clients, and in 2011 it captured one of the most prestigious national awards in its

industry, a space on Remodeling Magazine’s BIG50, placing in the “Small and Smart” category.

As the father of twin two-yearold girls, Harris has a strong handle on what’s important in life. “My real passion is to serve the people,” he says, putting customer satisfaction as his top priority and noting that his firm is “most proud of the relationships we’ve built.”

This focus on clients has helped Harris in his remodeling of homes both big and small, including plenty of high-profile projects such as those shown here.

1 Harrell-Imig Home Mission Hills, KS Renovations Started 2006 Renovations Completed 2011 Size 3,000 square feet Cost $257,400 Building Type Residence

Photo: James Maidhof

The relationship with this client began in 2006, when ALH replaced a master bathroom. In 2008, the owner, a collector of antique cars, asked ALH back to build a detached garage with two lifts, making room for six classic vehicles. Relying on a simple design, the firm built a power source to handle movable lifts that would be sturdy but still well designed, and all additional elements, including the wrought-iron fencing on the garage’s exterior, were chosen to blend with the existing home’s aesthetic. Renner Supply Company, which has an eight-year relationship with

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ALH, provided and installed the garage doors on the addition and on the preexisting two car garage. For this project, ALH Home Renovations ended up winning a Gold award in exterior structures from the National Association of the Remodeling Industry.

The firm’s latest work on the house came in 2010, when it turned a small 1980s kitchen into a French country delight.

ALH created a vaulted, coffered ceiling that added a full foot and eight inches to the room’s height, which “allowed us to substantially increase the lighting by adding two skylights,” Harris says. ALH also added five false beams to match the hearth room and tie the two spaces together. LED lighting was hidden inside glass cabinets, and ALH also installed recessed lighting and onyx pendant lights over the windows and island.

One of Harris’s signature design elements is the elimination of all electrical outlets from backsplashes. “We rewired the electrical and placed outlets under the upper cabinets so everything is clean and seamless,” Harris says, “and there are no interruptions or cut-outs in the tile design.”

2 Crestwood Addition Kansas City, MO Renovations Started 2007 Renovations Completed 2008 Space Added 1,452 square feet Cost More than $500,000 Building Type Residence

This colonial revival home hadn’t been updated since the 1980s and required an extensive

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Photo: James Maidhof

project showcase

renovation. So, ALH removed a poorly executed addition on the back of the house and planned out a new rear extension that included a full basement and an expansion of the first and second floors.

ALH first framed out the new addition, ensuring the floors lined up evenly with the existing house. A 30-foot-tall wall of block and brick, 18–20 inches thick with no wood framing, had to be cut to open up the home’s existing space into its new south-facing extension, and the kitchen was enlarged by eliminating a laundry room and relocating a half bath.

Outside, the original brick exterior was connected seamlessly with the new addition’s James Hardi siding. “The siding is impregnated with cement and is made out of recycled material,” Harris says. And the home’s existing gutter system, too, was integrated with new soffits and eves.

Now, the new second-floor master suite includes a bedroom, a bathroom, a laundry room, a walk-in closet, and a small office area. Marvin windows admit a healthy amount of daylighting, the soaring ceiling keeps the space from feeling cramped, and new trim and doors match the home’s original woodwork and architecture.

On the ground level, a hand-applied decorative finish, originally on the ceiling in the foyer, has been extended to the rest of the first floor to create a seamless look. And ALH has wrapped the Knotty Alder kitchen cabinets with a missionstyle door to enhance the clients’

desired southwestern theme.

In 2008, the project won an honorable mention in the Kansas City Homes and Gardens show’s “whole house” category.

So, the firm can claim the home not just as a personal victory but as a professional one as well.

ABQ

A Message from Renner Supply Company We are a family-owned garage-door business that has served the Midwest for the past five decades. We distribute garage doors in seven states, and we have installation companies in St. Louis, Kansas City, Springfield, and Camdenton, MO.

American Builders Quarterly

project showcase

Scott + Reid General Contractors

By Jeff Hampton

1. CB Richard Ellis Shared Services Center of Excellence 2. Dean Foods Headquarters

americanbuildersquarterly.com

Scott + Reid General Contractors started out as a partnership between two men.

Today, though, the company's many employees partner with clients, architects, engineers, and subcontractors to generate more than $70 million in annual sales.

The company was established in 1992 when Brad Reid—just 26 and out of work after leaving another contractor— met Chris Scott through a mutual client.

“We started in a really poor business market, and if you can be successful under those conditions, then you can succeed no matter what,” Reid says. “We

built our business on interiors, but to provide diversity to our clients, we added full construction capabilities.

That is why they keep coming back.”

Employees stay a long time, too.

Scott + Reid is ranked second in The Dallas Morning News’s annual list of the top 100 places to work in the region.

“People in this industry tend to want to go to greener pastures, but our employees feel we are the greenest pasture,” Reid says.

While keeping morale high, the company has managed to complete some fine corporate projects in Dallas.

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project showcase

1 CB Richard Ellis Shared Services Center of Excellence Dallas Started April 2011 Completed July 2011 Size 90,000 square feet Cost $3.3 million Building Type Commercial office building

Working with CB Richard Ellis (CBRE), a company that bills itself as “the global leader in real estate services,” could be daunting for a newcomer, but Scott + Reid has a longstanding relationship with the development and management giant.

“They’re a very good account for

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us,” Reid says. “They’ve been a partner on many renovation projects.”

Most recently, when CBRE purchased Dallas-based Trammell Crow Companies, it found itself with operations scattered in facilities across the Dallas–Fort Worth metroplex.

To bring all its information technology, accounting, and human resources services together under one roof, it created the CBRE Shared Services Center of Excellence on three floors of 2100 Ross Avenue, a 33-story office tower in downtown Dallas.

Scott + Reid partnered with CBRE and the architects at Corgan Associates to design, budget, schedule, and build the project in a short time frame.

Also, because the project was in the middle floors of a busy downtown office building, much

of the demolition, material deliveries, and reconstruction had to be performed after normal business hours.

“The challenges were the timeline—just four months—and going for LEED Gold certification,” Reid says. “We had to manage all of the paperwork required for the LEED process.”

That included green construc-

tion practices, recycling of removed materials, and installation of recycled or sustainable material. “We reused a lot of patterned glass in the space,” Reid adds. “We reused the window frames and changed the direction of the glass and were able to create interesting patterns with those recycled materials.”

American Builders Quarterly

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2 Dean Foods Headquarters Dallas Started June 2009 Completed June 2010 Size 368,000 square feet

Photo: Brian Harness

Building Type Commercial office building

Dean Foods, a leading US food and beverage company, chose Scott + Reid to remodel 10 floors in a high-rise office building that previously housed the corporate headquarters for 7-Eleven. “We had worked with Dean Foods for years in their

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Photos: Brian Harness

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other locations,” Reid says, “and when it came time to consolidate their operations, we worked with them on their budgets and schedules so [that] they knew what they were getting into.”

And what they were getting into was a distinctive project because of the special design of the building: a 42-story tower with seven five-story atrium lobbies stacked from top to bottom through the middle of the structure. Each atrium has glass windows at both ends that provide stunning views of the city but also limit office space.

The new Dean Foods headquarters was to occupy two of these atrium, and though each floor was accessible by elevators and stairwells, more direct access was desired.

The solution, designed by the Chicago-based architecture firm Gensler, was to install a grand staircase in one of the five-story atriums. The atrium already had sky bridges connecting the two sides of office space, and these were connected from one level to the next with a cantilevered staircase.

“We had to structurally modify the building columns to support the stairs,” Reid says.

“We had to do all of the structural work after hours.”

The atriums and office spaces were refreshed with walls, carpet, and tile in shades of gray and white—along with natural wood on portions of the atrium floors. The only deviation from this neutral pallet was in the break rooms, each of which was given a unique color theme. ABQ

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American Builders Quarterly

KTE, Inc. was established in 2002 by James Kevin Thompson, with a goal to provide Owners, Architects, Engineers and General Contractors a quality Electrical Installation Service at competitive rates, understand their needs and go the extra mile to meet their demands.

The staff of KTE Inc. is the foundation of its reputation and we believe it is without peer in our industry. Our professionals assure the quality and integrity of electrical work in any construction environment, no matter how challenging.

Kevin Thompson- President | James Thompson- Vice President www.ktelec.com | P 972.744.0771 | F 972.744.0773

project showcase

CCI Club Design

By Chris Allsop

1. Hillcrest Country Club 2. Royal Oaks Country Club 3. Petroleum Club of Fort Worth

The multi-award winning CCI Club Design was founded in 1978 by its current chairman and CEO, Harry Chris, AIA. A specialized architectural firm based in Irving, Texas, CCI does 95 percent of its work for clubs of all kinds—private, country, city, athletic, etc.—and to date it has designed nearly 600 clubs in 40 states and abroad. CCI also has hands-on experience running clubs, and it offers master planning,

architecture, interior design, furniturepurchasing, and food-service-design services as well. “A club is a home away from home,” Chris says. “It has some residential components and has to have operational efficiency. … You always have to cater to the desires of the members.” The firm recently completed a trio of projects, two of them for high-end golf courses and one for a high-rise Dallas night spot.

1 Hillcrest Country Club Boise, ID Started 2005 Completed 2011 Size 55,000 square feet Cost $7.5 million Building Type Member-owned country club

Hillcrest Country Club selected CCI to design a comprehensive remodel tying the facility’s two separate buildings into a single clubhouse. One building held the dining and banquet space, and the other included the golf pro shop, the locker room, a casual grill, and a golf cart parking lot beneath. Between the two buildings stretched a 40-square-foot open patio, which CCI enclosed to create

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American Builders Quarterly

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2 an indoor-outdoor space for Hillcrest’s membership.

A major challenge for the firm was the project’s schedule; construction had to be done around the annual Boise Open tournament in order to keep the club open and the members happy. “Because we were completing the work in two phases,” project manager Patrick Hazard, AIA, says, “we kept one of the buildings open while the other was under construction.”

The covered patio acts as a swing space: during the day it’s a casual dining area, and at night it becomes the social hub of the clubhouse. The company also designed a 10’ x 37’ NanaWall System across the opening of the patio so that Hillcrest can close and heat the space during winter, and the air-conditioning system allows for nuanced environmental control in the summer.

americanbuildersquarterly.com

Royal Oaks Country Club Dallas Started 2007 Completed 2010 Size 80,000 square feet Cost $18 million Building Type Member-owned country club

The Royal Oaks Country Club had previously benefitted from CCI’s expertise back in 1985, when it called on the firm to double the size of its original clubhouse. The second time around, the club asked CCI to improve the long, narrow building’s “flow” while creating more casual dining and barlounge spaces and adding 4,000 square feet of covered patio

overlooking the golf course itself.

“The club previously had very minimal outdoor dining space,” Ryan Yakel, AIA, says. The covered patio was built with high-end finishes, Texas limestone, a number of fireplaces, slate-tiled roof, and heavywood timbers.

The members also asked for an improved fitness facility, so as part of the addition, CCI created a 10,000-square-foot fitness

center (split equally between two floors) featuring locker rooms, massage rooms, two fitness studios with wood floors, a babysitting area, and a fitness floor with full cardio-strength and conditioning circuits.

CCI also created a wine room (which doubles as a private dining room) for the club. It includes conditioned wine storage where wine lockers can be rented by the members.

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3 Petroleum Club of Fort Worth Fort Worth, TX Started 2008 Completed 2011 Size 40,000 square feet Cost $6.5 million Building Type High-rise city club

After CCI designed the Petroleum Club of Fort Worth atop a 40-floor downtown high-rise 30 years ago, the firm was brought

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back for extensive renovations, including a downsizing of the club from two floors to one and the addition of an outdoor patio. “[The club has] a number of industry functions with around 600 people attending,” Chris says. “The challenge was to switch to one level and still have the ability to accommodate that size a gathering.”

CCI designed a temporary kitchen on the 39th floor so that the club could stay open while the upper floor was renovated.

“One of the biggest challenges was keeping that kitchen compliant with city ordinances— and finding a place for a 4,000gallon grease trap on [the] street

level, piping down 40 floors,” Hazard says.

When CCI originally designed the club, it had a traditional feel, but the owners wanted an update. They needed something not quite contemporary but still high-end, part of an effort to attract younger members. CCI created an upscale restaurant-hotel feel by installing new finishes, furniture, custom lighting, and chandeliers.

The firm also included a $275,000 AV system that has multiple drop-down projector screens, projectors, large-screen TVs, sophisticated speaker and lighting systems, and a dance floor with LED spotlights. ABQ

American Builders Quarterly

project showcase

Dewson Construction Company, Inc.

By Laura Williams-Tracy

current director of operations John McMahon. “We like to have full control over quality.”

Focusing on fine artisanship, Dewson Construction has taken on 60 employees and opened offices in four distinct markets: Delaware and Southern Pennsylvania, the Delaware beaches, the Chesapeake Bay, and the Jersey Shore. The firm builds or renovates about 12 homes a year—ranging from $500,000 to more than $7 million— and American Builders Quarterly got a look at three of its recent works.

Photos: John Jenkins

1. Bethany Beach Residence 2. Pennsylvania Farm House 3. Shingle-Style House

Tim Dewson, president of Dewson Construction Company, Inc., believes that the beauty of a home is ultimately derived from its finely crafted finishes.

So, to ensure full control over the quality of such elements, Dewson Construction employs a team of 30 artisans, mainly finish carpenters, who execute the details of each luxury home.

“Most general contractors or custom home builders don’t carry a staff of craftspeople,” says Dewson, who started his homebuilding business in 1993 in Wilmington, Deleware, with

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project showcase

1 Bethany Beach Residence Bethany Beach, DE Started 2009 Completed 2011 Size 9,000 square feet Building Type Custom home

Dewson Construction worked at the client’s primary home before being selected to complete this Nantucket-style home on the Delaware shore. “This home is one of the best examples of our exterior and interior finish work,” Dewson says.

An intricate circular four-story staircase is the architectural focal point of the home. Made of reclaimed oak and incorporating a mahogany

rail system and wavy spindles in bleached oak, the elegant stairway looks as if it’s floating as it ascends through the light-filled home.

The residence’s main gathering room overlooks the ocean and is enhanced by a coffered ceiling of bleached oak that matches the staircase railing. And the space extends into a screened exterior porch area via exterior pocket doors that slide directly into the wall on either side. There’s also a hot tub on the third floor, and an outside shower off the master bath allows the owners to privately shower outside while viewing the ocean through a porthole.

The biggest challenge was constructing the large home on a small lot on the ocean, Dewson says. Because of the environmental sensitivities of the area, the firm had to coordinate work with federal agencies, be considerate in its storage of materials, and physically control traffic in and out of the project.

Photos: Jessica Fogle; John Jenkins

project showcase

2 Pennsylvania Farm House Chester County, PA Started 2009 Completed 2010 Size 4,500 square feet Building Type Custom home

Hanging near the front door of this Pennsylvania Farm House, a gas lantern burns perpetually, inviting family and friends warmly into the estate. It’s in keeping with the rest of the home’s design, which borrows much of its aesthetic from the architecture of 1800s Pennsylvania.

“This home is special to us because it’s a totally different style and very authentic,” Dewson says. Designed by

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acclaimed firm Archer & Buchanan Architecture, Ltd., the stone-sided home is comfortable and informal but still elegant.

One notable feature is a large screened porch, supported by stone columns and covered by reclaimed barn beams supporting a copper roof. Other rustic yet fine elements in the space include reclaimed brickwork above the doorways and a two-story stone fireplace with a raised granite-curbstone hearth.

The porch floor is concrete terrazzo with sea shell accents, a nod to the owner’s concrete business and his wife’s love of the ocean.

“The beautiful, open kitchen is by Paradise Custom Kitchens in Lancaster and includes an acid-etched granite island and marble countertops,” Dewson says. All the trim work inside and out was completed by Dewson’s stable of artisans, who worked largely with reclaimed materials to create a comfortable and sustainably sound home.

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3 Shingle-Style House Chesapeake City, MD Started 2005 Completed 2006 Size 4,000 square feet Building Type Custom home

A builder’s own home can sometimes be his or her best sales tool, and such is the case with this shingle-style residence on the Bohemia River. The home makes use of reclaimed materials, extensive millwork, and distinctive interior brickwork to put Dewson Construction’s talents on display.

“That’s our personal home,” Dewson says. “That home has brought a lot of clients to us.

Each room is different, so it offers tons of ideas of what you can do.”

The home’s open floor plan includes a rear side built almost entirely of windowing, allowing views of the Chesapeake Bay from almost every room. And inside, those views are counterbalanced by a unique stone and brick wall, which runs through the middle of the home and separates more formal areas in the front from the casual, rustic areas in the back. The stone and brick wall is supported by the home’s foundation and a system of structural steel, and it includes a 14-foot-wide, threefoot-deep brick barrel arch that separates the eating area from the kitchen.

The home’s extensive brickwork also includes five masonry fireplaces, each of a different style and one with a granite curbstone hearth eight feet long. ABQ

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A Message from Saienni Stairs The art of fine stair building—with its timeless distinctive beauty and Old World charm—is prevalent at Saienni Stairs LLC. Our company specializes in using today's technology and engineering—along with the values of fine craftsmanship—to create distinctive stairs by design.

A Message from Vixen Hill “Windows without shutters are like eyes without eyebrows.” Traditional wooden shutters and screen doors make the first impression when showing your home. Make the impression last with Vixen Hill’s shutters and screen doors. Vixen Hill, founded in 1980, has reinvented these products from cedar cants milled and dried on its premises. Visit VixenHill.com to interactively design and price shutters, screen doors, and hardware.

American Builders Quarterly

Finish by Franklin Rebalsky. Woodwork by Knudsen Design Associates.

Franklin J. Rebalsky Since 1992 Traditional and contemporary wood finishes. Restoration of old finishes on architectural woodwork, cabinets, furniture, and floors.

Devon, Pennsylvania 610-329-3851 franklinrebalsky@yahoo.com | www.franklinrebalsky.com

Paradise Custom Kitchens

A kitchen for every taste.

The perfect kitchen begins with your vision. We listen to your input to understand your needs and desires and working with you design, manufacture and install a tailored kitchen that is a reflection of your personality and lifestyle.

If you’re remodeling or building a new home, include a touch of Paradise.

3333 Lincoln Highway East Paradise, PA 17562 (717) 768-7733

ParadiseCustomKitchens.com

Design for corporate buildings requires the knowledge of the corporate work environment and the technical systems that end users rely upon. Owners expect quality services, responsiveness to corporate goals, and added value for the complete project.

E/B/E, Inc. and Abel Design have created that successful team many times.

Services include, but are not limited to: • Plans and Specifications • Electrical Engineering • HVAC Engineering • Plumbing Engineering • Fire Protection Engineering • Energy Modeling • LEED Services • Investigative Reports

24 Greenway Plaza, Suite 601 Tel. 713.840.0177 Houston, TX 77046 Fax 713.840.8677 Website: www.ebeemce.com

project showcase

Abel Design Group, Ltd.

By Julie Edwards

1. Avison Young 2. Beusa Energy

Founded in 2001 in the Lone Star State by principal Jeffrey Abel, Abel Design Group, Ltd. began as a firm specializing in the niche field of tenant-improvement design for commercial clients. Since then, the boutique design company has expanded to become an award-winning full-service architectural firm with 18 employees versed in myriad specialties, including space planning, interior design, and construction administration. In 2007, Abel Design successfully complet-

ed its first LEED project, which was certified LEED-CI Gold and which set the firm in a new direction toward customdesign projects featuring high-end finishes. “By offering a high level of expertise and diversity,” Abel says, “our firm can successfully coordinate projects from start to finish, ensuring the best possible outcome for each space we design.” Recently, the firm employed its diverse talents to complete a pair of commercial projects in the state of Texas.

1 Avison Young Houston Started 2010 Completed 2011 Size 12,000 square feet Cost $45 per square foot Building Type Commercial office space

A newcomer to the commercial real estate industry in the United States, Canadian-owned Avison Young needed its Houston-based office finalized, and it approached Abel Design for the job.

“We wanted to highlight the company’s unique identity by incorporating branding elements directly into the physical design of the space,” Abel says. The design team achieved this by playfully inserting the Canadian flag and the US-Canada geographical border into

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aesthetic elements throughout the office.

“We integrated precise detailing and a rich color scheme to create the most visual impact while maintaining a budget,” Abel says. The design theme begins in the reception area, which centers on a white desk featuring a painted Canadian flag-red line drawing of the US-Canada border. Throughout the space, Abel Design installed

demountable walls with glass insets to accommodate future company growth while still capitalizing on daylighting and the building’s impressive views.

Fashioned from reconstituted wood provided by Tree Frog Veneers, the zebrawood ceiling and wall paneling create a richness in the space, too.

Mechanical, electrical, and plumbing services were provided

by EBE Inc., whose “understand-

ing of the accutherm HVAC system and design requirements was critical to assure the thermal comfort of the space,” Abel says.

Lighting design in the space was difficult because of lowhanging structural beams, but Abel Design used sconces and other creative lighting products to overcome the challenge. The final outcome? A simple, clean, modern office well suited to a young, fast-growing firm.

American Builders Quarterly

project showcase

2 Beusa Energy The Woodlands, TX Started 2010 Completed 2011 Size 25,000 square feet Cost $100 per square foot Building Type Commercial office space

An international natural gas exploration company, Beusa Energy wanted a showcase office space—with accommodating public areas and luxurious executive quarters—that would still target LEED certification.

“Beusa was determined to create

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Photos: Geoffrey Lyon

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a space that demonstrated the company’s commitment to sustainability, energy efficiency, and the environment,” Abel says.

The full-floor office space features floor-to-ceiling windows along its entire perimeter, so Abel Design incorporated interior glass walls to allow a maximum number of occupants to have an exterior view. Additionally, the firm played with the combination of open and private offices, allowing daylight to enter deep into the space, which reduced the necessary number of light fixtures.

“Though the project includes extensive high-end millwork throughout, materials with a high recycled content were specified where possible,” Abel says.

Nationally renowned millwork specialist Brochsteins was selected to create custom woodwork, and FSC-certified walnut veneer flown in from Germany was book-matched and end-matched when mounted.

There’s also a railroad- or ladder-like pattern that repeats throughout the space—on the glass panels, on the ceiling, and in the millwork and veneer— that was inspired by Beusa’s own work: it’s meant to mimic a crosssection view of boring tubes tunneling deep into layers of earth. Adding to this theme, the stratified limestone in the executive corridor is studded with fossils.

Through careful lighting choices, restroom upgrades, and sustainable material choices, the project ultimately attained LEED Gold status. “Achieving LEED at first seemed unlikely,” Abel says.

“However, we aggressively pursued LEED because it was the client’s request, and we both were extremely pleased with the outcome.” ABQ

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American Builders Quarterly

project showcase

Norton Healthcare

By Laura M. Browning

1. Kosair Children’s Medical Center 2. Norton Cancer Institute

The word “hospital” is related, by way of its Latin roots, to “hospitality,” an idea that Norton Healthcare has stayed close to in two of its recent Louisville, Kentucky-area facilities: the Kosair Children’s Medical Center and the Norton Cancer Institute, both of which have allowed their parent company’s philosophies on mediation and environmentally friendly practices to guide their designs. Norton, a nonprofit

organization, oversees five hospitals, a dozen immediate-care facilities, and nearly 100 physicians’ practice locations, and its two most recent facilities were planned out with whimsical architecture, spaces designed to allow family support during treatment, and meditation areas. Here, two of Norton’s construction and engineering experts break down the specifics of the two recent projects in more detail.

1 Kosair Children's Medical Center Brownsboro, KY Started March 2009 Completed May 2010 Size 71,300 square feet Cost $50.3 million Building Type Hospital

At the Kosair Children’s Medical Center, even the building itself is a positive diversion. “We really had the opportunity to think about [whom] we were serving,” system director of facility planning and construction management David Boome says.

“We turned the architects loose.”

Some ideas—such as putting a roller coaster on the building’s exterior—were obvious no-gos, but the designers still incorporated curving shapes and bright colors around the building envelope to create a more fanciful impression. The facility also includes a dedicated play

americanbuildersquarterly.com

space for siblings in the emergency-department family area, and there’s original artwork in the hallways, some of which was created by young adults.

But with these whimsical details came a particular set of challenges: every unusual shape required the same hospitalgrade mechanical systems and high standards of energy efficiency that you’d find in any other medical facility. A significant sustainable feature is the collection of 120 geothermal wells under the parking lot, which rid the building of excess heat or cold while preventing the need for inefficient mechanical air condensers and motors.

This approach was suggested by CMTA Consulting Engineers, a company with extensive geothermal experience in Kentucky educational facilities.

“They were able to describe the system and predict the energy use,” system director of engineering and facility operations Wayne Ramsey says.

“We’re in healthcare, and it’s important to focus on the operational aspects like heating and cooling because we keep our buildings for a long time.”

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Above all, thanks to childspecific elements and equipment such as specially calibrated radiation machines, the twoyear-old outpatient-surgery center combines the best in pediatric medicine with positive diversions for its patients and their families.

2 Norton Cancer Institute Louisville, KY Started Janurary 2010 Completed August 2011 Size 65,000 square feet Cost $27.7 million Building Type Hospital

When Norton Healthcare designed and built the Norton Cancer Institute (NCI) in Louisville, Kentucky, the organization pushed the idea that the hospital itself needed to be a source of healing.

Chemotherapy patients spend significant time—usually 30 minutes a day for 30 days— receiving treatment, so it was important to Norton that its cancer facility shed the cold, sterile atmosphere typical of hospitals.

To build a positive experience for patients and their families, a gently curved hallway with positive architectural distractions—such as warm wood-grain walls—leads patients to the radiation center.

And NCI also has, despite its location in a dense urban environment, a healing garden with native plantings, a stone water feature, and blown-glass

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art. “Although we had to fit a very large program into a very small site,” Boome says, “we wanted to be able to provide a refuge for our patients.”

The facility’s state-of-theart medical technology includes a linear accelerator, which allows for extremely targeted radiation therapy but also required additional design accommodations during construction. The linear accelerator sits in a vault with concrete walls that are between six and 12 feet thick, and it was no small challenge to fit the device into the relatively small building site.

Another infrastructural challenge was the design and installation of hospital-appropriate wireless systems. “The system is a little different from a regular office building,” Ramsey says, “because we’re dealing with e-medical records and secure data systems. You can’t land wires in rooms that are not secure.” Warren Technology, a full-service voice-, data-, and video-communications company based in Louisville, was able to successfully navigate these challenges for NCI. ABQ

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project showcase

By Kelli Lawrence

Unlike many custom-home builders who were influenced by a parent or grandparent in the industry, Morning Star Builders, Ltd. CCO Ted Cummins came to the field after a career in law enforcement. But it didn’t take him long to find an important parallel between the two tracks: the need for a forthright, direct nature.

“I used to testify in front of grand juries and criminal cases,” Cummins says. “Upon transitioning into home-

building, it was part of my DNA to be upfront and honest with people concerning cost of construction.”

In business for about a dozen years now, Morning Star was just last year named the Custom Home Builder of the Year by the Greater Houston Building Association. And a recent project gave the business a chance to reach out directly to potential clients and gain exposure in the real estate industry in whole new ways.

1 Southern Living Showcase Home Cypress, TX Started 2010 Completed 2011 Size 5,000 square feet Cost Sold for $1.1 million Building Type Residential

It’s rare, as a builder, to be part of a project that offers not only valuable publicity but also a chance to incorporate state-ofthe-art features likely to be seen by thousands at once. However, such was the case when Morning Star got the chance to work on the Southern Living Showcase Home in Cypress, Texas (near Houston), last year—a residence designed and built by DWP Architects and Morning Star, with Southern

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Photos: Kim Kolanowski

Morning Star Builders, Ltd.

project showcase

Living magazine’s custom builder group endorsing the project.

Encompassing 5,000 square feet on a half-acre lot, the four-bedroom, Tuscan-style residence is flush with stylized flourishes, including a barrelvaulted brick ceiling in the kitchen. But, the home is also outfitted with modern amenities such as, most notably, iPad controls for lighting, HVAC, and security cameras. Energy efficiency was paramount, too, as far as Cummins was concerned, but he didn’t want it to be at the expense of great design. “There’s a belief out there that to build a very efficient home, it’s got to be very simple and it’s got to be [designed as] a box,” he says.

“But my clientele spend upwards of a million dollars on their homes—they don’t want to live in a box!”

When all was said and done, Cummins was delighted to see the showcase home earn a HERS rating of just 57—about half the score of an average new home (which rates around 100) and beating Energy Star homes as well by more than 20 points.

“I was eager to demonstrate that this was a good-looking house with award-winning style and design,” Cummins says. “And the HERS rating was a reinforcement that it didn’t have to look like a box in order to be efficient.”

Once the home was finished, decorated, and staged for a multipage photo shoot as part of the showcase, the only remaining question was how many visitors to expect. The event proved to be a tremendous success, pulling in some 3,900 visitors and raising almost $30,000 dollars for two charities that Cummins and his wife, Yvonne, selected.

Prior to the opening, Morning Star hosted a realtor day where more than 125 realtors viewed the home, giving valuable exposure to the realtor community. Also, the showcase supplied Cummins with countless leads for the renovation side of his business, hundreds of potential customers coming away from the home with a wealth of ideas about new kitchen, bathroom, and outdoor elements to build into their existing homes.

What Cummins really hopes

people notice is Morning Star’s attention to the physical needs of older homebuyers, something his wife, a former nursing administrator, focuses on—and something that’s often overlooked by other builders.

“Every house that we do, my wife does a plan review with an eye to universal design,” Cummins says. “We do blocking for future grabber bars, stacking two-story houses for a possible elevator, creating wider doorways, wider hallways—we do it so our homes are fully accessible.” ABQ

A Message from dwp architects The firm of dwp is an award-winning, one-stop, integrated design service with global reach. Even in challenging locations, more than 450 multicultural professionals work together to deliver architecture, interior design, planning consultancy, and project management across borders to the highest international standards. Divided into three distinct dwp portfolios—namely lifestyle, community, and work—dwp integrated design services are managed and driven by the different dwp studios across the globe, ensuring dwp delivers each project with the qualities of a highly focused and specialized service while offering diversity, flexibility, and creativity over a broad spectrum. With 12 offices in 10 countries, dwp presents its fine iconic designs time and again.

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project showcase

Robert M. Gurney, FAIA Architect

By Jennifer Hogeland

1. Wissioming2 2. 308 Mulberry 3. Nevis Pool and Garden Pavilion

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Robert Gurney founded his architectural firm, Robert M. Gurney, FAIA Architect, in 1990, and he’s since kept it small and diversified. “We specialize in well-designed projects of varying sizes and budgets,” Gurney says. Based in Washington, DC, the firm now supports a team of five architects who mostly work on residential designs for renovations, additions, or entirely new houses; commercial projects account for only 15 percent of the firm’s work.

Robert M. Gurney, FAIA Architect has thrived for more than 20 years thanks to the power of word of mouth,

winning more than 160 local, regional, and national design awards and earning publication in more than 170 local, national, and international periodicals and books. Though it’s done work across the country, the firm has constructed the majority of its homes in the Northeast, and its architects focus on modern designs with clean lines and open, light-filled spaces. The firm's residences are also fitted to their sites and to clients’ personal spatial needs, however, so no two projects are alike. This continual ability to create distinctive work is evident in three recent homes.

American Builders Quarterly

project showcase

1 Wissioming2 Glen Echo, MD Started 2008 Completed 2011 Size 8,255 square feet

Photo: Maxwell MacKenzie

Building Type Residence

Located just outside Washington, DC, Wissioming2 is situated on a sloping, wooded lot with distant views of the Potomac River.

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Robert M. Gurney, FAIA Architect positioned the house to preserve a majority of mature trees on the property, and the home’s design is meant to blend naturally with the landscape.

The residence was designed with two volumes, which are connected by a glass bridge that spans a reflecting pool separating the structures. The homeowner wanted to separate formal and informal living spaces, so the master bedroom suite and informal living and dining spaces are isolated from the rest of the rooms.

“The house combines open, light-filled spaces and intimate areas that are defined by the use

of a rich and diverse material palette,” Gurney says.

Walls constructed with slender steel window frames combine with white oak and lava stone finishes to define and enrich the interior. Additionally, for the flooring, Gurney’s firm used prefab concrete planks for ease of construction and then installed radiant heat below to keep the building’s operating costs low.

“The radiant floor, concrete slabs, and large overhangs on the south and west side,” Gurney says, “are part of a responsible, sustainable, and energy-conscious design.”

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2 308 Mulberry Lewes, DE Started 2009 Completed 2011 Size 2,388 square feet Building Type Residence

When Robert M. Gurney, FAIA Architect was tasked with restoring an early 19th-century house at 308 Mulberry in Lewes, Delaware, the firm researched the home’s original materials, window sizes, and window patterns so that it could meticulously restore the exterior of the home to its original condition.

The homeowner wanted to add a substantial amount of living space to the house, but the structure needed to retain its original shape and precise detailing. So, Gurney’s firm nearly doubled the footprint of

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the original building by adding a series of pavilions that appear to be detached from the house. “We have a transparent glass link that connects the main house to the main living pavilion,” Gurney says. This pavilion contains a living space, a dining space, a kitchen, and a laundry room.

Separate pavilions contain a screened porch, an exercise room, and a bathroom.

“The interior is modern— crisp and clean,” Gurney says.

“There is an intended juxtaposition between the historical exterior and modern interior.”

The modern white walls of the original home are now void of trim, casings, molding, and baseboards, and an open, floating staircase and a material palette of glass, aluminum, and stainless steel also contribute to its contemporary style. The new living pavilion is rich with materials as well, including mahogany walls and ceilings, basalt flooring, white marble countertops, a white marble fireplace surround, and stainless-steel cabinetry.

American Builders Quarterly

Photos: Maxwell MacKenzie

project showcase

3 Nevis Pool and Garden Pavilion Bethesda, MD Started 2010 Completed 2011 Size Less than 500 square feet Building Type Pool house

Located in a suburban neighborhood bordering Washington, DC, the Nevis Pool and Garden Pavilion is a contemporary-style home surrounded by mature trees, manicured gardens, and a new swimming pool. The homeowners wanted a new space that would allow them to enjoy the property year-round, so Robert M. Gurney, FAIA Architect added a pool house.

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“The use of natural stone in conjunction with transparent glass helps tie the pool and garden pavilion into the landscape, making it feel like an outdoor room,” Gurney says.

“We designed the space so the clients can be engaged in their surroundings.”

The pool house itself is strategically placed on the property between the structured

landscape and the adjacent woodlands. Its low-pitched, terne-coated stainless-steel roof floats above a dry-stacked wall and a mahogany volume, and steel-framed glass doors and frameless glass walls enclose the structure while still keeping it connected intimately with the outdoors.

Inside, doors pivot open to bring in fresh air during warmer

months, and heated floors and a large Rumford fireplace keep the space cozy in the winter. The interior also contains a stainlesssteel kitchen component and a fireplace that anchors the living space. “We used all-natural materials—including bluestone flooring, stone and mahogany walls, and a glass exterior—to create a rich composition,” Gurney says. ABQ

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project showcase

Watkins Glen International

By Kelly O'Brien

americanbuildersquarterly.com

Michael Printup may be president of one of America's preeminent raceways, but that doesn't mean his bailiwick ends at the edge of the track itself. Since Printup came to Watkins Glen International (referred to familiarly as the Glen) in 2009, another of his major responsibilities has been to oversee millions of dollars in capital-improvement projects happening at the 64-year-old road course.

One thing that makes the Glen’s parent company, the International

Speedway Corporation (ISC), stand out from other large sports corporations is that it has in-house design and construction teams employed for each of its properties. Between that and the company's sizable coffers, Printup says ISC is easily meeting its goal “to make things bigger and better.” And three of the Glen’s recent improvement projects—a media-center renovation, seven grandstand installations, and a brand new Glen Club clubhouse—are excellent examples of ISC’s mission in action.

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Photo: Kristian S. Reynolds

project showcase

1 Watkins Glen International Watkins Glen, NY Started 2008 Completed 2011 Size 26,600 square feet and nearly 50,000 seats Cost $10.4 million Building Type Road-race track

“When you garner press from seven countries,” Printup says, “you really need to supply a classy, first-rate, five-star [media] facility.” So, in 2008, when the Glen’s design and construction team considered how to take the track’s media center to the next level, they started with some intensive focus groups taken from the venue’s sizable press corps, and they used that data as a basis for the remodel.

Less than 6 months and $4.1 million later, the ground floor of the new media center boasts not only a fully equipped beat room— replete with dozens of flat-screen TVs and space for 225 reporters—but also a photographers’ room with studio space, workstations, and high-speed Internet.

The upper floors round out the facility with breakout rooms for interviews or meetings, a radio station for live broadcasting, a 125-person cafeteria, and a 6,100-square-foot great room where drivers hold prerace meetings. One of the advantages to having a large in-house construction team, Printup says, is that for some specialty installations—such as the media

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center’s cutting-edge data and tech elements—ISC doesn’t have to worry about sourcing an outside subcontractor.

For another of the Glen’s recent projects, though, working with an outside contractor became necessary.

Based a few counties over from Watkins Glen, E&D Specialty Stands, Inc. oversaw more than $4 million worth of top-notch bleacher construction for the Glen from 2010 to 2011. Not only were the renovations timely—the original stands were getting long in the tooth— but they were also a good opportunity for ISC to do some large-scale recycling.

At Michigan International Speedway (MIS), which ISC purchased several years ago, the previous owners had “massively overbuilt” their seating, Printup says. So, rather than decommission the venue’s excess seating entirely, Printup, who had spent several years as the cochair of ISC’s green initiative group, suggested that ISC instead repurpose it at the Glen. E&D traveled to Michigan, carefully deconstructed several sections of the MIS’s bleachers, and subsequently reassembled them at the Glen, replacing nearly 50,000 seats’ worth of the

racetrack’s aging stands.

Perhaps the highest-profile project of the Glen’s recent improvements was the brand new Glen Club building, home to the track’s iconic membersonly club. Six years ago, the previous Glen Club building burned down, so ISC had a blank slate for the redesign, Printup says. When you’re looking to impress your most exclusive clientele, he adds, “you don’t come up with a dollar figure and then design—it’s other way around.” According to Printup, the Glen got almost everything it was after in the final clubhouse design.

Inside, the 5,100-squarefoot Glen Club has an open floor plan with cathedral ceilings and three solid walls of windows, and it’s surrounded by a multitiered outdoor patio that Printup says is designed to be as comfortable and pleasant as the luxury space’s interiors. No matter where in the club you sit, the design guarantees an exceptional view of the track.

So, whether completed for the venue’s press, its fans, or its most loyal customers, Watkins Glen International’s capital improvements are all about one thing—making sure everyone has a great day at the races. ABQ

American Builders Quarterly

project showcase

Glen Rock Stair Corporation

By Seth Putnam

1. Montclair Home 2. East Hill Synagogue

If there’s truth to the idea of a company being a family, Glen Rock Stair Corporation is the gospel. It’s not just that the wooden-stair manufacturer has been owned and operated by the same family for three generations; it’s also that the business has collected other families along the way. Over the past several decades, it hasn’t been uncommon for employees to bring their own sons into the business, who in turn have brought theirs.

“My grandfather and his father-inlaw actually purchased the company in 1950,” co-owner Nick Veenstra Jr says.

“It’s been in our family ever since.” The company still hand-fabricates stairs and railings and works in both new construction and renovations, and recently it had the opportunity to install two different kinds of staircases in two different kinds of historical renovation projects, each of which presented distinctive challenges.

1 Montclair Home Montclair, NJ Started 2011 Completed 2011 Building Type Residential Staircase Type Straight

Completed in July 2011, this project involved a century-old black-walnut staircase in a personal residence. “The owner wanted to duplicate the exact original stair design, so everything had to be matched as far as the banisters and the handrail profile,” Veenstra says.

The process was so complex that Glen Rock had to have special knives made simply so it could shape wood into the same profile as the rail. It’s actually not uncommon, though, for the firm to make its own tools: “We tend to pride ourselves on being able to make whatever the customer wants,” Veenstra says.

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What Glen Rock encounters most often is a demand for individuality. People want their houses to stick out, and usually this is done by incorporating distinctive accents. In the case of the Montclair home’s staircase, Glen Rock’s renovations included lengthening the shims from 8 feet to 9.5 feet, which required the contractors to bottle-jack each floor 1.5 feet upward to accommodate the new ceiling height.

The owners wanted the staircase to have its own personality as well, and this desire came with its own set of challenges. “On the main staircase, the railing profile had these square newels, and they wanted the railing to wrap around them, which was difficult,” Veenstra says.

Elsewhere in the house, there was another staircase the owners wanted to have a nautical theme, complete with a large saltwater fish tank at the bottom.

So, Glen Rock crafted the stairs out of teakwood to evoke images of old ships. Again, it’s all about the accents.

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2 East Hill Synagogue Englewood, NJ Started 2011 Completed 2011 Building Type Religious Staircase Type Spiral

Another of Glen Rock’s major recent accomplishments was this magnificent spiral staircase in a New Jersey synagogue.

“They did a major renovation, part of which involved this castle-like turret they had,” Veenstra says. “The client decided to put two circular staircases climbing up two stories. It’s rare that a commercial project decides to install curved stairs; they were looking for an accent piece.”

The biggest challenge was the sheer size of the staircases.

They were so big that they had

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to be built in place—even though stairs are normally built in Glen Rock’s warehouse and then shipped to the site for installation.

“There was no way we were going to be able to get them in place fully assembled,” Veenstra says. “So we had to mock them up in the shop, dry-fit everything, and then break it all down and truck it to the synagogue.

There are factors that can make building the stairs on-site much more difficult.”

One such factor at the synagogue was the fact that its turret was old, with walls that weren’t plumb. The curve of the spiral, therefore, could not be perfectly smooth, but that just provided an opportunity for Glen Rock’s artisans to demonstrate their custom-building prowess.

“In some circumstances,” Veenstra says with a laugh, “you just can’t beat the old-school way.” ABQ

American Builders Quarterly

project showcase

Richard Manion Architecture Inc.

By Lynn Russo Whylly

Richard Manion has only been in business by himself for two years, but having his own shingle on the door is simply the pièce de résistance, for he actually has more than 20 years experience. The opportunity to open his own shop came about as a result of his partner’s semiretirement. “He was quite a bit older than me and wanted to pull back and spend more time in Texas, where he was originally based,” Manion says. “It was a natural transition for both of us.”

Richard Manion Architecture Inc. already has 18 employees, and it specializes in contemporary interpretations of traditional architectural styles, including Mediterranean and classical.

It focuses on high-end (read: more than $10 million) homes across the United States and Mexico and in parts of Europe, the Middle East, and Asia. Villa Fatio, a 15,000-square-foot Italian-style mansion modeled after the Palm Beach estates of Maurice Fatio, is the firm’s most significant project to date.

1 Villa Fatio Beverly Hills, CA Started 2005 Completed 2009 Bedrooms 5 Building Type Italian villa

Villa Fatio was designed as a retirement dream house. Built

by Geoff Stevenson’s team at McCoy Construction, the home almost makes an artistic statement with its Renaissance theme and custom detailing.

The front entrance beautifully announces the home with its wall murals—Italian villa landscape scenes done in the style of Paolo Veronese and painted by Garth Benton. “They are little vignettes of garden views and architectural elements, and the owners and interior designers are actually depicted in one of the murals,”

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Photos: Frank Javier; Erhard Pfeiffer

project showcase

Manion says. “That’s something you might have seen in the Renaissance era.”

The second-floor balcony wraps around the front stairwell to provide a dramatic view, and the stair hall is covered in stuc pierre, a plaster that imitates limestone. The hall also includes Doric and Ionic columns, hand-forged railings, and a skylight ceiling with an ironwork grill.

To the entryway’s right is the library, done in paneled wood. The design of its paneling and bookcases was adapted from cabinetry found in a book on antique furniture from the Umbria section of Italy, and the ceiling is painted with symbols of the Zodiac. Opposite the library is the formal dining room, a red-lacquered Venetian room with a gold ceiling, inspired by the colors of a Marc Chagall painting on the wall.

“That space is meant to be seen

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in the evening; it’s highly reflective and very detailed,” Manion says.

The home’s atrium, which, during the Renaissance, would have been an open courtyard, is closed in but designed to look open. Skylighting adds to the outdoor atmosphere. “The atrium is centrally located so that you always know where you are in the house,” Manion says.

“The owners wanted the home easily and comfortably navigated, and the atrium achieves that goal.”

The formal living room is inspired by a room in Paris. It includes gold-leaf molding; an antique fireplace; and dramatic golds, blacks, and beiges drawn out of a painting from the owner’s personal collection.

Next to the living room is the kitchen, the cabinetry of which was inspired by a single piece of antique Umbrian furniture.

French doors lead from the

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kitchen to the private family room, where the owners spend most of their time. “It has a nice southern exposure and is light and airy, and there’s a great view of the pool area,” Manion says.

Period lattice work details the wall, and on the floor is an elaborate mosaic, custom made to look like an antique rug.

Between the family room and living room is a transition space featuring three arches, and in the center arch is a saltwater aquarium. Built by Fish Art Aquariums, this is the husband’s favorite feature of the house.

Upstairs, his and hers bathrooms are designed to each owner’s tastes, with mahogany,

dark-green stone, and gold-leaf millwork for him and a creamy pink French style for her. And the master bedroom is simple and light, with a focus on window views.

Outside, tiered gardens lead to an elaborate mosaic pool with corner fountains, a sitting area, a bar, and a small cabana. “This was a great project,” Manion says. “Everyone involved—from the owners to the architect, interior designer, contractor, and craftsmen, etc.—worked as a team to create the owners’ vision and put in their best effort at every level. The owners brought that out in everyone.”

ABQ

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project showcase

Kreizenbeck Constructors

By Lynn Russo Whylly

1. Boise State University Student Union 2. Hillcrest Country Club

Kreizenbeck Constructors is a privately held, Boise, Idaho-based company that provides construction-management, design-build, and general-contracting services throughout its home state and Oregon. Founded in 1982, the firm, which celebrates its 30th anniversary this year, was purchased in 2005 by three partners: Michael J. Berard, president and field operations manager; David B. Maloney, vice president and general manager; and Joseph A. Saucerman, vice president and corporate

secretary. The firm prides itself on addressing tough challenges and attributes its success largely to its constant communication throughout projects. Boise State University, Saint Alphonsus Regional Medical Center, and the city of Meridian are all clients of Kreizenbeck, which primarily caters to the commercial, healthcare, public safety, and education sectors. The firm relied on its versatility for two disparate recent projects, one on a college campus and the other at a golf course.

1 Boise State University Student Union Boise, ID Started 2007 Completed 2010 Size 177,000 square feet Cost $29.3 million Building Type College student union

Seeing that it had become cramped, Boise State University asked Kreizenbeck to build an addition onto the school’s student union building, an extension that would house the Boise River Café and kitchen facilities on the first floor and a new ballroom and administrative and student-affairs offices on the second floor. The school also asked the firm to remodel the existing structure, which already comprised a host of facilities, including conference

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rooms; a bookstore; the Bronco Shop; a women’s counseling service; administrative offices; and a recreational area with a bowling alley, a video arcade, and a snack bar.

School was in session while Kreizenbeck worked, so the firm had to maintain safety for itself and others without interrupting the 12,000 people flowing through the building each day.

“Most of what they do there is revenue-generating, so those areas needed to stay up and

running, or it costs them money,” Saucerman says.

“We spent quite a bit of time discussing windows of opportunity—such as when they could shut down the book store and how long they could leave it down—and built a schedule around that.” The firm also looked at previous traffic and usage patterns to inform its work on the building’s meeting rooms.

Kreizenbeck enveloped the café with a glass curtain wall

and accented the interior walls with wood finishes, and it connected lighting and a new HVAC system to a direct digital control system. The firm finished the building’s exterior with metapanels, and Hobson Fabricating provided all the roofing and wall-panel systems.

In the end, Kreizenbeck completed the project under budget, which allowed the university to add a 4,000square-foot addition to the transportation center, too.

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2 Hillcrest Country Club Boise, ID Started 2009 Completed 2010 Size 36,000 square feet Cost $6.6 million Building Type Clubhouse

The Hillcrest Country Club sits on the Boise Bench, a ridge that affords great views of the city in the Boise River Valley below and the mountains in the distance.

“Because of the premiere location, [the owners] wanted to get as much visible area as possible, with a limited amount of frontage,” Berard says.

When Kreizenbeck stepped in, the club’s west side consisted of an athletic building with a clubhouse space, locker rooms, and a lower-level golf-cart storage area. The east side, used for socializing, included the 19th

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Hole restaurant, a main kitchen, administrative offices, and a ballroom. “They wanted to expand the athletic building further west and capture frontage there,” Berard says.

This meant increasing the size

of the athletic building and locker rooms, upgrading the kitchen, and adding an informal patio dining area.

“We used very decorative wood trims that were much richer than the old white-

washed trim and consisted of a dark, natural alder or birch with a walnut finish—with lots of granite, wood paneling, and crown molding,” Berard says.

Kreizenbeck also created an indoor-outdoor covered terrace connecting the east and west buildings, and it enclosed this with a Nana Wall, which has 80 feet of removable sliding doors to open up or close down the space, depending on the season.

The reconstruction also increased ceiling height from 8 to 16 feet in some areas.

“This was a substantial project for the Boise Valley,” Berard says. “It was a very complex addition and remodel, but I think it turned out really well. The final result was a significant enhancement to the club.” ABQ

American Builders Quarterly

project showcase

Breckenridge Grand Vacations

By Karen Gentry

americanbuildersquarterly.com

In 1984, Breckenridge Grand Vacations set to work building Gold Point Resorts, a lodge-style condo development meant to house vacationing skiers and golfers passing through the town of Breckenridge, Colorado. In the 28 years since, the resort manager and developer has been providing a luxury experience to other vacationers through time-share ownership while running a a subsidiary construction company that has served as the general contractor of its developments.

Breckenridge Grand Vacations now has 300–350 employees, depending on

the season, who work in all aspects of resort operations, construction, marketing, and sales—and it strives to provide upscale amenities while promoting recycling programs, energy efficiency, and environmental stewardship. In addition to Gold Point, the firm serves as the owner and operator of two other resorts in the area: one is the Grand Timber Lodge, completed in 2006, and the other is Grand Lodge on Peak 7, an open but ongoing project that’s putting Breckenridge Grand Vacations through its sustainability paces, partly because of a nearby nature reserve.

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project showcase

1 Grand Lodge on Peak 7 Breckenridge, CO Started 2007 Expected Year of Completion 2013 Size of Units 1,250 square feet, on average Building Type Ski lodge

Grand Lodge on Peak 7 is yet another example of a Breckenridge Grand Vacation project that provides top-tier amenities coupled with high energy efficiency.

The development is being constructed in a ski-in, ski-out location, just steps away from the Independence SuperChair ski lift at the base of Breckenridge Ski Resort’s Peak 7, along the BreckConnect gondola route. The five-star, time-share resort includes a restaurant; a day spa and salon; a lobby bar;

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movie theaters; a family fun center; a grotto for adults only; and a large aquatics area with an indoor-outdoor pool, hot tubs, a plunge pool with a slide, and a zero-entry kiddie pool.

According to executive director of resort operations Kit Armour, the construction plan for Grand Lodge on Peak 7 includes five phases—with expected completion of the entire project by the end of 2013—and the first building is already complete and includes 68 one- and two-bedroom condominiums, each about 1,250 square feet. The master bedrooms can be locked off from the secondary bedrooms so that two parties can use one unit, and each lock-off suite also includes an efficiency kitchen.

Because area building codes restrict wood-burning stoves, there is a gas-burning fireplace in each master suite.

The resort is designed in a mountain-lodge style, with

moss-rock stone and wood siding. “We’ve designed it to melt in with our environment,” Armour says. Fitting the building to the terrain and topography of the building site was challenging, though, particularly since Grand Lodge on Peak 7 is located above Cucumber Gulch, a small nature reserve that Breckenridge Grand Vacations couldn’t disturb. The firm therefore put in additional work to ensure that its new facility would not

pollute water going into nearby holding ponds.

Breckenridge Grand Vacations is incorporating a number of other green initiatives into Grand Lodge on Peak 7, and to do so it is using the services of trusted, like-minded companies such as Commercial Design Engineering Ltd., an HVAC and plumbing company with LEED expertise. Breckenridge’s green team has worked to develop programs for composting, carpooling and

American Builders Quarterly

project showcase

CDE is honored to be the Mechanical Contractor.

We appreciate the Developer and General Contractor team’s strong commitment to a relationship focused on safety, trust, fairness, and integrity all resulting in a high quality finished product. Congratulations and Thanks Grand Lodge Development and General Contractor Team “YOU ARE THE BEST.”

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2710 Delta Place, Colorado Springs, CO 80910 PO Box 2440, Colorado Springs, CO 80901 Office Phone: (719) 390-0555 Fax: (719) 390-9448 Email: marycde@aol.com Website: cdeltd.com

shuttling, and reducing light pollution—and already, Armour says, an elaborate computer system has been incorporated into the development to efficiently manage lighting and other energy-consumptive elements in each residence.

Motion detectors monitor when a room is vacant, and the computer system adjusts thermostats, lights, and other electronics accordingly.

Colorado’s cold climate means that the construction season is typically short.

“There’s a limited amount of time where the weather actually cooperates,” Armour says.

“Having guys out on scaffolding in zero-degree weather doesn’t work.” However, this year’s mild winter helped Breckenridge Grand Vacations get a jump on its schedule: by February 2012, workers were busy completing plumbing, mechanical, and electrical work for the second building at Grand Lodge on Peak 7.

On any given day upwards of 30 workers are working to complete the luxury timeshare resort, and their finished product is sure to strengthen Breckenridge Grand Vacation’s tourism toehold in the surrounding area. ABQ

americanbuildersquarterly.com

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project showcase

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American Builders Quarterly

project showcase

JHP Architecture / Urban Design

By Erik Pisor

Photo: Mark Olsen

1. 5th Street Crossing 2. Desoto Town Center

Sprawling suburbs bordering metropolitan cities are often sizeable in population and area, yet they typically don’t have definable town centers that residents can identify with. Such was the case with the Texas communities of Garland and Desoto—both located just outside Dallas—before JHP Architecture / Urban Design teamed up with the municipalities to design the 5th Street Crossing and the Desoto Town Center respectively.

The two projects have served as catalysts in delineating both cities’ downtown areas. “Both projects happened around the same time and have very similar stories,” principal and director of urban design/planning Brian Keith says. “Both were private-public partnerships where the cities were willing to put all their resources into one basket.” Here, Keith takes American Builders Quarterly through the details of both developments.

1 5th Street Crossing Garland, TX Started 2006 Completed 2009 Residential Units 189 Project Site 2.75 acres Project Type Mixed-use development

Located in Garland (population: 226,876), 5th Street Crossing is a transit-oriented mixed-use development located on a high-profile site adjacent to a Dallas Area Rapid Transit (DART) line connected to the city’s downtown district.

“Garland is one of the top 10

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Photos: Jennifer McNeil Baker, Mark Olsen

project showcase

cities in the Dallas region in terms of area and population, but there’s not a definable Garland,” Keith says. “This project was designed to be something that nestled into the community.”

The development features 189 residential units and 11,700 square feet of retail space situated on a 2.75-acre site, and the residential and retail spaces screen a rear-located 440-stall parking structure from the street. The ground-floor retail spaces are meant to accommodate different types of stores, and they look toward the city’s Performing Arts Center to the east. They are also, on average, 30 feet deep, as opposed to the traditional 60 feet found in most mixed-use projects.

The residential units face the adjacent DART line, and live-work units—dubbed “incubator units”—line the south side of the development.

These flexible units are currently leased out as residences, but they can be used as professional offices or small retail spaces, too.

2 Desoto Town Center Desoto, TX Started 2006 Completed 2009 Residential Units 136 Retail Space 25,000 square feet Project Site 2.46 acres Project Type Mixed-use development

Located adjacent to the city’s civic center—which includes the newly constructed city hall, a library, and a community

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center—Desoto Town Center is a grey-field redevelopment built on a 2.46-acre site that previously served as a parking lot for an underused strip mall.

“Because it was a municipal redevelopment project, we had to create an affordable urbanity,” Keith says. “These aren’t high-end units, so we had to be creative with the design. We couldn’t do four stories of brick.” According to Keith, this meant the firm had to use simple, clean materials and

inexpensive exteriors.

Along with residential units and retail space, the development includes 11,500 square feet of office space and structured parking. The site plan is meant to maximize daytime customer traffic—to the retail establishments, the library, and the community center—and evening traffic as residents return home to patronize restaurants and shops located near each other in the walkable town center.

JHP—along with the city of

Desoto—recently received a 2011 Celebrating Leadership in Design Excellence (CLIDE) award from the North Central Texas Council of Governments (NCTCOG) for the project. According to the NCTCOG, the award is bestowed on endeavors that serve as examples of quality development in North Central Texas.

“We see our work as a functional asset to a community,” JHP associate principal and project manager Jonathan Brown says. ABQ

American Builders Quarterly

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project showcase through the years

Thompson Management, LLC 1956 The first property purchase Before starting his own company, Thompson gets a taste of the industry by purchasing his first property.

Now one of the largest land owners in Princeton, New Jersey, Bryce Thompson IV purchased his first property more than 50 years ago. Though he originally focused on the renovation and sale of homes, Thompson soon realized that buying and selling land was much more lucrative, so he began shifting his company, Thompson Management, where the money was. He formed a new division of the firm, Thompson Land, which currently specializes in the acquisition and sale of property, buying and selling land for residential and commercial development; for churches, schools, and counties; and for preservation. Thompson—known himself as the “land man”—has purchased more than 20,000 acres of property throughout his career, and Thompson Land now manages more than 6,500 acres, in New Jersey, Pennsylvania, New York, Florida, North Carolina, and Puerto Rico. However, the firm wasn’t always a giant, and it in fact start as a two-person house-flipping operation. —Zipporah Porton 1957 Thompson Realty founded Thompson first opens the doors to his own company, which is originally named Thompson Realty, in 1957. In the beginning, the firm consists of a just a secretary and Thompson himself, who buys homes, renovates them, and puts them back on the market to sell to interested buyers at a higher price.

1959

1975 another major land grab Thompson purchases 2,700 acres of land in Hunterdon and Somerset counties in New Jersey from Round Valley Inc. Round Valley had been considering building a new airport on some of that land before selling it. “This was an important milestone because it was one of the first bigger purchases of land that I had made,” Thompson says.

1959 A New office Once the firm begins to grow, Thompson realizes his company needs a central office. Family being important to Thompson, it makes perfect sense to him to move his headquarters to the house (above) that his grandfather built in 1895. “Four generations have lived in the house, and my great-grandparents and grandchildren have visited, making it six generations,” Thompson says.

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American Builders Quarterly

project showcase

2011 Closing a long-term sell At the end of a period of roughly 40 years, Thompson Land sells the last of 3,470 acres of land for preservation (right)—as well as 300 acres for a golf course. This large sale totals more than 3,770 acres, resulting in one of the firm’s largest sales ever. “The land-preservation purchase was extremely important because that’s what my company does: buy, sell, and maintain land,” Thompson says. The reason this purchase takes so long is because Thompson is always willing to hold land until he is able to receive the asking price—a philosophy which has no doubt contributed to the land manager’s success over the years. ABQ

2011

“I’m glad my son joined the company, but I didn’t push or force him to do so. It was a path he always wanted to take.”

Bryce Thompson IV, Founder and Owner

2001 another thompson joins Furthering the notion of Thompson Management as a family business, Thompson’s son joins the firm, specializing in running the company’s commercial department, which consists of a total of 40 buildings, including office buildings and warehouses in 25 different locations. “I’m glad my son joined the company, but I didn’t push or force him to do so,” Thompson says. “It was a path he always wanted to take.”

1960 Switching gears After buying a 130-acre farm in Princeton Township, New Jersey, Thompson realizes that land is the market where money is truly to be made. “I purchased my first land deal in 1960 with two older partners,” Thompson says. “Dr. Henry Abrams purchased 50 percent, and then Tom Stern and I both purchased 25 percent each. It was a large farm on Mt. Lucas Road, Poor Farm Road, Bunn Drive, and Herrontown Road.” After this, Thompson officially shifts his focus from flipping homes to working strictly with land, and he creates a new division under Thompson Management called Thompson Land.

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Features/2012 vol.6,NO. 46

kentucky speedway /// giambrone companies /// Louisiana Superdome /// metlife Stadium ///////

Photo: Kent Miller

The new MetLife Stadium is one of several NFL arenas built recently to draw larger crowds by offering myriad creature comforts.

////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////////// americanbuildersquarterly.com

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a race to the finish

A Race

When the CEO of Speedway Motorsports made announcements that the Sprint Cup would be held at the Kentucky Speedway, construction manager Steve Swift and his team went into action to complete renovations to the facility in less than a year

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American Builders Quarterly

a race to the finish

to the Finish

by Lindsey Howald Patton

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S

teve Swift, senior construction manager for Speedway Motorsports, Inc., first heard about the massive renovation planned for the Kentucky Speedway at the same time everyone else did. That is, at a press conference—11 months before the renovation had to be complete.

The Sprint Cup, CEO Bruton Smith declared at the August press conference in 2010, was coming to Kentucky for the first time. And it was coming to his track.

Kentucky Speedway, which Speedway Motorsports had acquired in 2008, had a capacity of 69,000 and an acreage of 820 at the time—nothing even close to what it would need to contain the 120,000 fans who would flood in to attend the popular NASCAR race. The raceway had to be overhauled to match the quality of Speedway Motorsports’s other facilities, including those in Bristol, Tennessee; Atlanta; Charlotte, North Carolina; Sonoma, California; Las Vegas; Loudon, New Hampshire; and Ft. Worth, Texas.

Swift was standing in the back of the room at the press conference as Smith, an octogenarian famous for

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unapologetic self-assurance and colorful sound bites, started ticking off the objectives. Sixty thousand new seats in the grandstands, he said. More ticket entry points. The pit road more visible to the fans. Swift, hearing these goals for the first time, immediately whipped out a scrap piece of paper and started taking notes. “I was like, ‘OK, we know what we’re building now,’” he says, laughing.

The Sprint Cup was set for July 2011, and with less than a year to go, he says, “we had zero plans, zero engineering, zero permits—you name it. Anything you need to do to get started construction-wise, we had none of. … We literally went into planning mode ASAP.” Swift sat down for an interview to map out what went into the project from start to finish.

American Builders Quarterly

a race to the finish

1

Expand for higher capacity and begin grade work This would be the largest event held at Kentucky Speedway to date, so the land surrounding the track was dedicated to more parking and camping. Once all the geotech and permits were in place and the contractors were on board (including Choate Construction; Southern Bleacher Company; Baker Concrete Construction Contractors; Musco Sports Lighting, LLC; and seven others), the team began grade work on the campgrounds, the infield, and the pit road.

To ensure the Kentucky Speedway would be able to handle a Sprint Cup-size crowd, Speedway Motorsports expanded the amenities and restrooms level.

2

Begin construction on two new grandstands The construction team broke ground in October, and with winter coming it was essential to get concrete foundations for two new grandstands—which would increase capacity by 20,000—completed before the ground froze. “The winters in Kentucky,” Swift says, putting it mildly, considering the 2010–2011 winter pummeled the state with more snowy storms than usual, “aren’t always conducive to construction.” The foundations consisted of more than 500 caissons at a depth of 80 feet, which would support an eight-million-pound steel and aluminum package. “We had three drill rigs drilling basically nonstop, and we were pouring concrete nonstop [to finish it before winter],” Swift says. The grandstands, once completed, would have 40 rows, stand 85 feet high, and include 10 attached elevators.

3

Provide more restrooms, ticket entry points, and concessions for fans Speedway Motorsports uses a ratio to determine how many restrooms and concessions areas a raceway needs to prevent long lines. Kentucky Speedway only had 60–70 percent of what was necessary for the number of fans who would attend the Sprint Cup. So, restroom and shower buildings were constructed in campground areas; ticket entry points (small, basic buildings with canopies) went in; and once construction began on the grandstands, amenity buildings (restrooms, souvenir stands, and first-aid and concession areas) were constructed on the mezzanine level.

4

Construct grandstand elevators The 10 elevators were constructed in conjunction with the amenity buildings and grandstands, with “five on each side … at the back rear portion, attached at the grandstand but only at certain levels,” Swift says. “We made the attachments toward the end of the process.” Safety dictated a rotating schedule between the grandstands to ensure workers weren’t hanging steel while amenity buildings were being constructed below.

Construction of two new grandstands at the racetrack added 20,000 seats.

The firm poured the concrete for the stands quickly to beat the winter chill.

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a race to the finish

5

Battle Mother Nature The storms didn’t stop when spring of 2011 came to Kentucky; they just changed form. The season brought a few tornadoes, record wind gusts, hailstorms, and major flooding to the state. “It turned our dirt into a mud pit,” Swift says.

“We actually did a lot of cement stabilization on the subgrade, where you come and mix the dry cement with your soil. It worked great up there, and we used a lot of it … to be able to continue the work and still meet our final goal.” This battle against nature wasn’t the first fought by Swift, whose first job after Speedway Motorsports hired him in 2005 was to rebuild the Atlanta Motor Speedway in 117 days after a tornado hit it.

We had three drill rigs drilling basically nonstop, and we were pouring concrete nonstop [to finish before winter set in].”

Steve Swift, Senior Construction Manager

6

Move the pit road and relocate the crash wall To bring the action closer to fans, Speedway Motorsports moved the pit road—where the race cars stop to refuel and receive tire or mechanical adjustments, if necessary—140 feet closer to the grandstands. Then, “70 days out, we decided to move the inside crash wall closer to the track,” Swift says.

This increased camping space on the 1.5-mile track’s 100-acre infield. Even with this last-minute project, the construction team completed the Kentucky Speedway nearly a month early and within the $50 million budget.

Tickets to the race sold out.

Always working to improve the fan experience, Speedway Motorsports moved the pit road closer to the stands and added more camping space inside the track.

7

After the race, reevaluate Parking and highway expansion leapt to the top priority on everyone’s list— Swift’s, Bruton Smith’s, even the governor of Kentucky’s—after the 2011 Sprint Cup. The Kentucky Speedway is located in Galliton County, and its massive footprint dwarfs that of the nearest town, Sparta (population: 235). There are roughly 8,000 people in the entire county, and on race day last July nearly 150,000 NASCAR fans flooded the area to attend. The infrastructure simply wasn’t there. Traffic backed up on Interstate 71 for about 30 miles, and many fans never even made it to the speedway in time for the race.

The race “was a huge success in one aspect,” Swift says—Sports Illustrated, noting the high-energy atmo-

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sphere, published an article declaring that “the buzz was back in NASCAR”—but on the other hand, it was a logistical debacle. Just days after the race, however, plans were already in motion to acquire 143 additional acres to provide parking for 10,000 cars. And at the end of the summer, Governor Steve Beshear pledged $3.6 million for expansions on Interstate 71. ABQ

American Builders Quarterly

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“I’m thrilled that Giambrone gets to be involved in projects that the public will see and enjoy for decades; it means a lot to all of us,” says David Giambrone, who co-owns Giambrone Co. along with his wife, Pat.

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American Builders Quarterly

By Chris Allsop

David and Pat Giambrone, owners of Giambrone Co., have built a reputation based on integrity and quality work of all sizes, and it has incidentally earned them winning bids on many high-profile projects in Ohio, including several Cleveland stadiums and arenas

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a sporting chance

avid Giambrone, a third-generation bricklayer from Ohio, had an intense desire for independence that drove him to launch Giambrone Masonry, Inc. (GMI), a firm that specializes in masonry and stone installation. The venture was successful enough that, along with his wife, Pat, David has expanded operations to include Giambrone Construction, Inc. (GCI), a full service general-contracting firm; Universal Scaffolding; Certified Supply; and Spray Foam Technologies of Ohio. Together, the companies have earned the clout to win work on Cleveland sporting venues, including Progressive Field, the Wolstein Center, and Cleveland Browns Stadium. With its headquarters in Hudson, Ohio, Giambrone Companies attributes its success (GMI’s annual sales growth over the past four years has been 26 percent) to its trained staff and its commitment to excellence. Here, David details how his combined companies work together on larger projects.

What made you create these particular businesses under the Giambrone Co. umbrella?

The long and the short of it is that it was a matter a synergy, as all of the companies are interrelated. They were also created to provide opportunity to Giambrone’s employees, supply a greater service to our clients, and make us more competitive and consistent by [allowing us to self-perform] more work with our established in-house workforce.

You’ve worked on a number of Cleveland-area sports facilities, including Progressive Field, the Wolstein Center, and Cleveland Browns Stadium.

What makes Giambrone Companies such a good fit for this type of project?

These projects were large, high-profile union projects. As a third-generation bricklayer, I’m a firm believer and active participant in

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all things union. It’s that intimate knowledge of how the local unions operate that separates us from competitors. It may be cliché, but I’m not afraid of a challenge: instead of fear, I feel excitement. I’m thrilled that Giambrone gets to be involved in projects that the public will see and enjoy for decades—it means a lot to all of us.

Did you actively pursue high-profile projects?

Any tips on how to win tenders for such work?

While we do pursue high-profile projects, it’s never been our business model to go after them exclusively. We treat each and every project with the same attention to detail as we would Cleveland Browns Stadium. GCI and GMI mostly target public work, which is considerably different from private work.

In the private sector you build a relationship with the owner and/or architect. Whereas

with public work the taxpayers’ dollars and/ or the federal and/or state government fund the projects. Therefore, public bidding is extremely competitive, with bids awarded to the lowest and most responsible bidders.

Your hard work and reputation go a long way.

A reputation is easy to build but hard to maintain. The best tip I can give—and one I’ve lived by my whole life—is live within your means. Case in point, our companies don’t have lines of credit. We pay cash for everything and keep our bills paid.

Can you detail with an example how the various elements of Giambrone Co. work together on a larger-scale project?

Maple Heights High School [MHHS]. We worked together from the absolute beginning—from estimate to closeout. Doing so provided [the] owners a single point of

American Builders Quarterly

Photo: Reprinted with permission from Properties Magazine

a sporting chance

Top: Cleveland Browns Stadium, built in 1999 for the team’s return to the NFL, cost nearly $300 million. GMI conducted the masonry work for the entire facility.

Above: The home of multiple Cleveland State University athletic programs, the Burt L. & Iris S. Wolstein Center also frequently hosts rock, pop, and country music concerts.

GMI did the structure’s masonry and provided scaffolding for the project.

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a sporting chance

GMI begins with David Giambrone and his motorcycle, which is his “work truck.” He sells his beloved motorcycle for the company’s first forklift, a Skytrack, which is still operational today. David and his first employee—his father, Frank Giambrone—perform small masonry projects, consistently building the company. According to David, they focus on quality craftsmanship and integrity, business practices in short supply in Cleveland’s 1970s construction market.

At Progressive Field, GMI worked on many of the concession stands as a subcontractor for the Albert M. Higley Company.

The stadium opened in 1994 and went on to host the World Series in 1995 and 1997.

David meets his wife, Patricia (who goes

by Pat), while leasing a vehicle from the dealership where she is employed. Pat soon joins David and manages the company’s accounting and office operations. Around this time, GMI performs multiple projects for Panzica Construction Company, David’s cousins’ commercial construction company. As GMI’s reputation grows, so does the profile of David’s project list.

GMI’s first landmark project opens, the $55 million state-of-the-art, full-service, multipurpose Cleveland State Convocation Center (now known as the Wolestein Center). In addition to accommodating Cleveland State University’s sports teams, the 315,000-square-foot venue has since hosted numerous rock, pop, and country music shows—and traveling performances of American Idol, High School Musical, Barney, The Wiggles, and Cirque du Soleil.

GMI completes work on Jacob’s Field (now known as Progressive Field), the 43,400-capacity home of the Cleveland Indians baseball team. As a subcontractor for the Albert M. Higley Company, the firm helps build the arena's concession stands.

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contact for anything they needed. On bid day for MHHS, GMI supplied critical information that allowed GCI to reduce select costs before submitting the final bid, and [this] likely [made] the difference in winning the project. Unlike typical projects, where there is little collaboration and more directions, during early planning stages of the project at MHHS, it allowed the construction company to get their subcontractors under contract early to develop a real schedule [that becomes a working tool within the project]. It felt like a team effort from the beginning.

What sort of work have you done on stadiums?

On Cleveland Browns Stadium, for example?

GMI was the masonry and stone contractor, 1 of 26 prime contractors. We provided all of the masonry and granite for the entire project. We were the only prime contractor to complete all its work on schedule ... and, most importantly, we did not have any claims against us from any other prime contractors.

What’s unique about working on a stadium?

It has to be the sheer size and number of workers on one site. I remember during the Cleveland Browns Stadium project there

American Builders Quarterly

a sporting chance

With the formation of the Ohio School Facilities Commission (OSFC)—which helps school districts fund, plan, design, and build or renovate schools—educational construction takes off. The spike prompts formation of Giambrone Construction, with Pat and David serving respectively as president and vice president. From 1999–2012, Giambrone Construction completes more than $80 million in OSFC contracts.

GMI assists with construction of Canal Park—a baseball stadium in Akron, Ohio, where the AA Akron Aeros play—and Cleveland Browns Stadium. David witnesses 2,200 workers tackling the latter project while his firm completes the facility's masonry.

were 2,200 construction workers on-site at one time. It’s not just design teams and contractors; it’s the entire community. It’s a privilege and an honor to be a part of a project that normally only happens once in a lifetime.

What are your plans for the future?

First and foremost, continue to live within our means. Then it’s just a matter of taking it day by day, continuing to look for new opportunities and areas of improvement.

The simple goal is to be better tomorrow than we are today. ABQ

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A Message from the Fedeli Group I have known the Giambrones for almost 20 years. What started as a business relationship has blossomed into a deep friendship. Dave and Pat deal with their businesses, family, and friends in a very consistent way.

They convey passion, dedication, and integrity in everything they do, be it hosting a charitable event for the less fortunate or constructing a building. The Giambrones only know one way to do it: first-class!

Loyalty is one of the most important characteristics in life; Dave and Pat exude loyalty to their vendors as well as their clients. It is a true pleasure to conduct business with people that share the same values. The Fedeli Group recognizes that it is an honor and a joy to be associated with the Giambrones, both professionally and personally! —Danny Fedeli

After 25 years of steady growth, Giambrone Companies begins construction of its current corporate headquarters in Hudson, Ohio. David opts to never display a company sign on the impressive structure, saying, “I don’t find it necessary.” He remains intimately involved in day-to-day office functions and still opens all the company mail, insisting that it “keeps [him] in the loop.”

Giambrone Companies also restores the Akron Civic Theatre this year.

GCI and GMI begin construction of the new Maple Heights High School, David’s alma mater. A year later, 40 years after graduating, David watches as construction of the new high school is completed. july/aug/sept 2012

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Game On Game On

Sports teams and arenas are spending millions to attract more fans and revenue, and two recent projects—the renovation of the Mercedes-Benz Superdome and the new construction of MetLife Stadium—exemplify the trend at opposite ends of the financial spectrum b y je ff h a m p ton

rofessional sports is huge business, and the stadiums and arenas where the games are played are the “retail” centers where revenue is collected— from fans, concessions, and sponsors. The better the fan experience, the greater the sales at all levels, so it’s no wonder that 12 NFL stadiums were replaced and others were renovated between 2000 and 2011.

Two of the most recent examples of this building boom— the $336 million redesign of the Mercedes-Benz Superdome in New Orleans and the $1.6 billion construction of MetLife Stadium in New Jersey—demonstrate two financially and philosophically different drives toward the same goals. Both facilities sought more seats with better views; more concessions with upscale brands; luxury suites and club seats; wider concourses; more restrooms; gee-whiz light-and-sound shows; and robust sponsorship opportunities. In New Orleans, though, the name of the game was preservation and modernization, whereas in New Jersey the aim to was to take a new design as far as it could go.

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game on

Restoring Hope, Restoring Community

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American Builders Quarterly

game on

Technology that wasn’t available when the Superdome was built is now creating a sensation on the New Orleans skyline. With the installation of 288 LED fixtures, the 27-story dome can be painted any color, and moving light shows can play across its surface.

n the fall of 2005, when city planners and sports franchises around the nation were tearing down old stadiums and building new ones, New Orleans’s Superdome looked to some to be ripe for demolition. However, though battered by Hurricane Katrina, the 30-year-old stadium’s mammoth size and iconic status saved it and made it a prime candidate for transformation instead.

“We didn’t have the time or money to tear down and replace the Superdome after Katrina,” says Doug Thornton, senior vice president for SMG, which operates and manages the dome. “We’re in a hospitality-driven economy, and this building is a demand generator. The

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sooner we could get the Superdome open and operating, the sooner it could be the source of jobs and revenue for the community.”

Though time and funds were short, the Superdome had something that other domed stadiums lack: room to grow.

“The Superdome has double the square footage under [its] roof as the other domes in Seattle, Houston, and Indianapolis,” Thornton says. “Those domes have maybe 1.1 million square feet while the Superdome has 2 million square feet. That footprint allows ... flexibility to expand certain spaces and repurpose the facility.”

That flexibility enabled $360 million in renovations that began after Katrina and continued in two major

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“The Superdome is an iconic structure, and seeing its beaten and battered roof restored gave the citizens of this community great hope and confidence that the city would be rebuilt.”

Doug Thornton, Senior Vice President, SMG

Above: The Mercedes-Benz Superdome’s versatility and expanded capacity help the venue generate hundreds of millions of dollars in revenue from larger crowds that attend with greater frequency.

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phases after the 2009 and 2010 football seasons. Leading the project was the Tobler Company, the Superdome’s program-management firm.

“The renovation was the result of negotiations between the state of Louisiana and the New Orleans Saints for an extension of their lease,” CEO Pat Tobler says. “The state agreed to make improvements to increase revenue and reduce their subsidy.”

In the 2009 phase, the press box was moved up to the terrace level, which created space for new luxury suites, and new elevators and escalators were installed to serve those areas. Also, the team retail store was increased from 1,400 to 6,000 square feet, the Saints locker room was enlarged and remodeled, and the Gate A Plaza was enlarged.

In 2010, the lower bowl was torn out and rebuilt, creating a net gain of 3,100 seats. Other renovations aimed at improving fan experience were incorporated as well: two new event-level clubs were created, concessions on the Plaza Level were upgraded, and all restrooms were upgraded—and they were doubled on the 100 Level. Some 100 Level concourses were also widened from 18 to 64 feet, and the Gate C Plaza was widened to 90 feet to handle larger crowds coming from Champions Square, a 120,000-square-foot outdoor festival venue.

All of the construction took place within the existing building envelope. “We used all of the existing structure and columns,” Tobler says. “Four additional foundations

American Builders Quarterly

game on Right: Among the upgraded amenities in the Superdome are a pair of bunker club lounges with adjustable lighting and high-end audio systems.

Below: By reworking the stadium’s lower bowl, the construction team was able to increase capacity by 3,100 seats.

Bottom: Nearly every portion of the venue has been expanded, including many of its concourses, which were widened to keep foot traffic from becoming congested.

had to be poured within the corners of the existing building, but no additional piles had to be driven.”

The renovation project also presented opportunities to improve the energy efficiency of the stadium. This began with replacement of the aluminum-skin roof that was badly damaged by Katrina. It was originally insulated with standard batt material, but a new skin was placed over four inches of closed-cell foam insulation that increased the R value from 4 to 20. “The building takes less time to cool and remains cooler longer,” Tobler says.

“We also redesigned the chilled-water pumping system to increase efficiency and lower costs. And we replaced the old fluorescent lamps with LED lights that use 30 percent less energy. We’re working with major energy players on further improvements,” he says.

Technology that wasn’t available when the Superdome was built is now creating a sensation on the New Orleans skyline. With the installation of 288 LED fixtures, the 27-story dome can be painted any color, and moving light shows can play across its surface.

Thornton says the renovation of the Superdome, starting with the restoration of the roof after Hurricane Katrina, had a positive psychological impact on the community. For an extended period after the hurricane, the population of New Orleans was reduced to 40,000 because of forced evacuations. “The Superdome is an iconic structure, and seeing its beaten and battered roof restored gave the citizens of this community great hope and confidence that the city would be rebuilt,” he says.

Rebranded in late 2011 as the Mercedes-Benz Superdome, the stadium’s economic impact was brought into sharp focus during a 14-day span in early 2012 when it hosted nine events—including four football games in eight days. Thornton says the New Orleans Convention & Visitors Bureau estimates those events helped generate $400 to $500 million in revenue for the city and state.

“I could argue that the Superdome has more than paid for itself in tax dollars over the last five years,” Thornton says.

With more big events coming—including the SEC men’s basketball championship in March, the NCAA men’s Final Four basketball tournament in April, Kenny Chesney in concert in August, and the Super Bowl in February 2013—the Superdome is still living up to its name. And all it took was a good, fan- and revenue-focused polish.

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Superdome - New Orleans, LA

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Design with a Dual Focus

t 2.1 million square feet and a cost of $1.6 billion, MetLife Stadium in East Rutherford, New Jersey, is an engineering and architectural marvel.

And as the home field for two NFL teams with different personalities, it is a cultural phenomenon. The way it came about—and the way it was completed on budget and five months early—is a case study in ingenuity and cooperation.

Early in the new millennium the New York Giants faced much-needed upgrades at Giants Stadium in the Meadowlands, which had been their home since 1976.

At the same time, the New York Jets, which had shared Giants Stadium since 1984, were pursuing a new stadium in Manhattan. “When it became evident that plans for a Manhattan stadium would not go forward, and when both teams looked at the costs of building new stadiums, a partnership was formed,” CEO of MetLife Stadium Mark Lamping says.

That decision kicked off a process that began in 2005 and concluded with the stadium’s opening in 2010.

The project was led by EwingCole, a Philadelphia-based architecture and engineering firm with a long history of stadium planning and design, including the original master plan for the Meadowlands sports and entertainment complex in the 1970s. Key project team members included Thornton Tomasetti, Inc. for structural engineering; Skanska USA for general contracting; and 360 Architecture.

“The obvious challenge was to design for two teams,” EwingCole project manager Craig Schmitt says. “We had to find common ground for teams with two different cultures, fan bases, and ownerships and make it feel like their home field on their respective Sundays.”

Meetings with team owners produced a list of requirements. They wanted artificial turf, more than 200 suites, and an 82,500-person seating capacity. They

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American Builders Quarterly

game on

“[For the exterior], the Giants wanted gothic, rusticated masonry while the Jets wanted modern aluminum and glass. The result is that the upper façade is aluminum and glass with fins while the bottom has heavy, rusticated masonry.”

Craig Schmitt, Project Manager, EwingCole

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MetLife Stadium has more than 220 suites on four levels, and each suite comes with amenities such as multiple HD flat-screen TVs, private restrooms, wet bars, and refrigerators.

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wanted the best possible site lines with no deep overhangs to obstruct the full view of a punt. “And both teams were adamant that football should be played outdoors, no matter how extreme the conditions,” Schmitt says.

Another requirement was that all the suites be on the sidelines. That drove the shape and size of the stadium: a closed bowl with sideline suites on four levels and end-zone seats that are close to the field.

Where to locate the stadium was not in question.

“Fans of both teams have traveled to the Meadowlands f or years,” Lamping says. “It was a large site with sufficient surface parking that could serve as the location for the new stadium, and … they could continue using the old stadium while the new stadium was being built.” Because the Meadowlands is an old landfill site, the structural design called for a deep foundation system with approximately 5,000 piles and threaded bars embedded 25 feet into bedrock.

“A key design challenge was the use of span lengths of over 50 feet at the sidelines and over 55 [as opposed to the typical 40–45] feet at the end zones,” Thornton Tomasetti project manager Anjana Kadakia says. “These increased span lengths helped to reduce the number of columns in the structure and greatly reduced the number of steel pieces, thus reducing erection time.”

Perhaps the biggest aesthetic challenge was to create dual identities for the Giants and Jets without either being dominant. “Permanent building colors couldn’t be the Jets’ green and white or the Giants’ blue and red, but with LED there’s a lot of colored lighting to bring out the team colors on game day,” Schmitt says.

Team logos in the end zones are predyed on removable turf trays. And though there’s just one team store, flipping cabinets and turnable merchandise racks allow the space to highlight whichever team is playing.

While the stadium exterior does not bear the name of either team, both ownerships had opinions about the

architecture, too. “The Giants wanted gothic, rusticated masonry while the Jets wanted modern aluminum and glass,” Schmitt says. “The result is that the upper façade is aluminum and glass with fins while the bottom has heavy, rusticated masonry.”

Inside, MetLife Stadium contains amenities expected in a modern stadium, including 10,000 club seats on four levels. Additionally, a field-level Coach’s Club puts fans 15 feet behind the benches—“as close as anyone can get to a team during a game,” Schmitt says.

“The concourses are twice as wide as at the old stadium,” Lamping adds. “Concessions have been increased fourfold. Restrooms, escalators, and elevators have increased, too.”

Both teams also desired energy efficiency and green elements, and accounting for this began with the site itself. “We had to be sensitive about keeping existing soil on the site because it’s not clean,” says Pradeep Patel, the project principal in charge for EwingCole. “Also, the water table is just 3–4 feet down, so we also had to keep the existing grade intact.” The floor of the old stadium was built 20 feet below grade and surrounded by a steellined dike to keep the water out. After demolition, the concrete was crushed and put back into the hole, and the steel was recycled.

The stadium’s completed systems include stateof-the-art programmable lighting and more than 600 waterless urinals. And xeriscaping will save approximately 11 million gallons of H2O per year. “Both teams wanted the most technologically advanced stadium,” Schmitt says, including video scoreboards measuring 30’ x 118’ in each corner of the stands and video displays throughout the concourses and throughout the building. “The stadium has more HD LED display by square footage than Cowboys Stadium.”

The stadium’s clean look presented opportunities for a streamlined sponsorship program, which was a key

American Builders Quarterly

element in this new era of stadium financing. “The previous generation’s stadiums were owned and operated by municipalities,” Patel says. “Now revenue generation comes first. MetLife Stadium is 100 percent privately financed between the two teams.”

So, despite its hefty price tag, MetLife Stadium is sure to end up back in the black as it continues to entertain generations of football fans. ABQ

“The obvious challenge was to design for two teams. We had to find common ground for teams with two different cultures, fan bases, and ownerships and make it feel like their home field on their respective Sundays.”

Craig Schmitt, Project Manager, EwingCole

A Message from EwingCole MetLife Stadium is one of the NFL’s largest and most technologically advanced stadiums with more than 82,500 seats and more than 2.1 million square of space. It is the only professional sports venue in the United States that is home to two teams— the New York Jets and the New York Giants—in the same sport.

The venue can be transformed in less than 48 hours to reflect the colors and logos of either home team. The seating bowl has the same exceptional sight lines that the old venue had, only now with no overhanging balconies to obstruct the view of a full 90-foot punt. Four massive “cornerstone” LED displays, each 30’ x 118’, offer every fan an intimate view to at least two video boards. EwingCole was the architect and engineer and also served as the design-build partner.

Both the Jets and Giants’ predyed turf trays can be installed in either end zone. The entirety of MetLife Stadium had to be built without any favoritism to either team.

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The cohosts of The Money Pit radio call-in show are qualified experts who speak with authority on home improvement, but they also learn a few things from their DIY audience along the way.

Interview by Russ Klettke

At a Glance Location New York City Founded 1995 Employees 20 Specialties Call-in advice on the nation’s largest syndicated home-improvement radio program and management of a multimedia content-production company

Each weekend, as millions of homeowners pick up hammers, saws, and paintbrushes to take on home-improvement projects—or even pick up a phone to call in a pro—there’s one more tool they grab to help get their projects done: a radio tuned to The Money Pit. Hosted by home-improvement, remodeling, and repair professionals Tom Kraeutler and Leslie Segrete, the nationally syndicated (on 300 radio stations—plus XM satellite) home-improvement radio show helps homeowners with questions on everything from floorboards to shingles. American Builders Quarterly spoke to the duo about what’s on the minds of homeowners in the midst of a stalled housing market and a blossoming green revolution.

How are you qualified to host a widely syndicated radio show on home improvement and repair?

Tom Kraeutler: I’m a former high school industrial arts teacher and general contractor. Later, I founded a professional homeinspection firm and completed thousands of inspections for those purchasing homes.

Former New Jersey Governor Christine Todd Whitman asked me to serve—and

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eventually chair—the state’s first-ever licensing authority for home inspection. In an effort to promote my home-inspection business, I frequently participated in radio, TV, [and] print interviews, which eventually led to doing a local weekend radio show in the mid-1990s.

Leslie Segrete: My father was an architect, but my first career interest was theater. I

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In Profile

The Money Pit

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Purchasing Management International

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United-Bilt Homes LLC

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Progressive Pipeline Management

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Alpine Painting and Sandblasting Contractors

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BBFM Engineers Inc.

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Environmental Compliance Services, Inc. 182 Homer Tree Service Inc.

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Law Office of Carol Coplan Babbitt

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Photos: Philip Friedman

Creative Countertops, Inc.

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“Years ago we saw a lot of 'greenwashing,' packaging that misrepresented the ecovalue of products.

Today, labeling is clearer and consumers are more educated about how to evaluate sustainability benefits.”

Leslie Segrete, Cohost

soon discovered I had a flair for set design and creating beautiful in-store displays, skills that translated to opportunities in television set design, including working on The Ricki Lake Show, Good Morning America, and the Oxygen Network. Then, TLC Network, which was launching While You Were Out, asked me to fill in as the female carpenter while they interviewed actresses for the show. They decided to hire me for the role. We filmed 400 episodes over seven years.

You are talking to homeowners for two hours every week. Do you hear different questions today than you did, say, four or five years ago?

TK: Our audience is reflective of the economy.

When times are good, they ask questions about building or buying new homes. When times are tough, they remodel. Return on investment is very important; consumers want to know the smartest places to spend their money.

LS: With consumers staying in homes longer than they expected, many are trying to reorganize existing space to accommodate present needs. It’s about how to use all of the home’s nooks and crannies. They want to take advantage of the space they have as efficiently as possible.

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Which part of the house is getting the most attention these days?

LS: Basements are popular projects. They offer phenomenal untapped spaces, and there’s so much you can do with them. One big obstacle is water [because] consumers may wrongly believe their basement cannot be finished due to a water problem. That’s just not true. We help listeners get to the bottom of problems like that and solve it— and without a lot of expense.

TK: Energy efficiency is also key. Consumers not only consider aesthetics but the operating cost of any improvements they make.

This drives the conversation and helps homeowners identify and prioritize the best improvements for their homes.

How are homeowners responding to other sustainable strategies?

TK: Green has truly gone mainstream.

Consumers are more interested than ever in green, sustainable building and remodeling practices. Not only do consumers consider product quality, appearance, and price; they also consider its impact on the environment.

Which group is driving the development and marketing of green products: consumers or manufacturers?

LS: Consumer demand is driving many changes, like better labeling and packaging to present a product’s green features and benefits. Years ago we saw a lot of “greenwashing,” packaging that misrepresented the ecovalue of products. Today, labeling is clearer and consumers are more educated about how to evaluate sustainability benefits.

What does the near future hold for home products, particularly in the green sector?

TK: I think it’s in green connectivity, where smart meters will tell the homeowners the best times to use various appliances. The more consumers have information, the better choices they make.

Is there a neat way to summarize what you do for your listeners?

LS: We’re in the solutions business.

Seventy-two percent of all those that call our show do so because they need a home-related solution, be it repair, remodeling, or décor advice or a specific product recommendation.

TK: In essence, we’re home-improvement coaches, helping consumers sort through the overwhelming amount of information coming at them so they can make the best decisions for their home. ABQ

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When you think of Las Vegas and Native American casinos, green might be a color you associate with winnings. But a Dallas-based purchasing enterprise is working to win with a different kind of green, dealing a better hand to everyone in the house.

Interview by Russ Klettke

At a Glance Location Dallas Founded 1993 Employees 38 Specialties Global sourcing, purchasing, and installation of furnishings, operating equipment, systems, and construction materials for the hospitality industry Annual Purchasing $250 million

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Architects, designers, builders, and building owners and managers have made great strides in environmentally conscious construction and building operations, and this is now evident in hospitality and gaming-industry facilities as well. However, the components that guests touch, including carpeting, wallcoverings, beds, seating, linens, terry cloth, room amenities, and food-service ware—collectively known as FF&E (furniture, fixtures, and equipment)—have lagged behind in going green. That’s why Bill Langmade, who founded the Dallas-based materials-procurement firm Purchasing Management International (PMI), earned a LEED AP. He’s endeavoring to find new ways to make green environments even greener for guests and employees, and here he explains how.

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Above: PMI’s focus on sustainability hasn’t hindered its ability to source the finest products for luxury facilities such as the Trump Hotel Las Vegas.

Left: Ground broke on the Loews New Orleans hotel in 2002. PMI helped secure custom furnishings for the 285 guest rooms.

Opposite: PMI came on board for the expansion of the gaming area and the addition of new guest rooms at the Borgata Hotel Casino & Spa in Atlantic City, NJ.

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What drives sustainability in the hospitality sector?

Bill Langmade: The architects, interior designers, and builders came first. For FF&E, initially it was [about] the “feel good” [element], but as designers started demanding sustainable products, vendors responded to their demands in order to compete. In the hospitality industry much of the LEEDgreen push is on the operations and building side, not the FF&E purchase.

“Old carpets that used to end up in a landfill are now recycled as raw material in new carpets—for auto interiors and even casket linings.”

Bill Langmade, President and Founder

Sounds like there has been a lag in how FF&E is factored into sustainability. Why is that?

BL: There are some points for FF&E within LEED-accreditation standards, but about 90 percent of products in this category are replaced in three to five years. It’s not an easy category in which to be green.

OK, so what are the small victories, if you will, of FF&E becoming more Earth-friendly?

BL: One by one, manufacturers are coming up with their own green products and manufacturing methods. The carpeting industry is doing it best and biggest. The product lasts between 5 and 10 years, but now sales contracts are written such that the vendor is also responsible for recycling the product at the end of its use cycle. Old carpets that used to end up in a landfill are now recycled as raw material in new carpets—for auto interiors and even casket linings.

What about the other industries—such as those that aren't yet able to supply green products?

BL: A lot of FF&E is manufactured in Asia, so it’s hard to be green when there is that much transportation involved. But many products we buy are short-run specialty items, and some manufacturers are coming back to the US—to better control quality, to reduce shipping costs, and to allow shorter lead times. And they are working on such things as recycled materials in furniture fabrics and organically grown cotton in linens.

In a project for a Dallas hotel, we were getting bids from vendors in China and Oklahoma. Factoring in freight costs—which domestically can be around six percent of product costs—the Oklahoma supplier was faster, less expensive overall, and we were able to manage the process better. There also was less cardboard carton waste.

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When you sat for the LEED AP exam, you were the only purchasing agent to do so. Do you know of anyone else in your business who is doing this?

BL: Yes, I’ve heard of a few other purchasing people who are getting accredited. But almost everyone is working on recycling. For me, getting accredited as a LEED AP provided a frame of reference. It’s also a way for our company to come out in front in that area.

From the customer side, what factors are driving an eco-consciousness?

BL: The boutique hotels are certainly a big driver. But across the board the hospitality industry is striving for cleaner environments. Research [from the USGBC] shows that both employees and guests at hotels feel better and are more productive when there is no toxic off-gassing from furniture and carpeting.

You work between the vendors and building owners and architects. Who is educating whom about green elements and practices when you work on a project?

BL: When we are working on a LEED project, we help designers buy in a smart way. With vendors, we educate them on how they can be green from a competitive standpoint.

A desire for elegance

You write about how your own father called you a tree hugger many years ago. Does the fact that this has become a business advantage vindicate you today?

Your ideas welcome!

From simple aesthetic engineering design to comcom plete product development, Aspects has the ability to enhance production methods and deliver better products. We pride ourselves on simplifying and streamlining the manufacturing process across all range of the hospitality trade. Our knowledge of the latest production techniques and software allow us to reduce complexities and increase your company’s demand.

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BL: [Laughs] My father was a bit of a tree hugger himself.

The industry has gotten very interesting now, and there absolutely is a spirit of innovation out there. Not only are suppliers competing on color, style, and price, but sustainability is part of the conversation. It’s amazing what the building industry has done in terms of becoming more energy-efficient and providing healthier environments. ABQ

A Message from the T-Y GROUP After working with PMI on various projects, PMI recommends our exclusive towels, linens, bathrobes, and guest amenities. Our most current project is with Revel Entertainment, supplying the company with custom towels, bathrobes, and linens. We have gained PMI’s respect and trust through our years of reliability and by surpassing client expectations for quality. In T-Y GROUP, customer satisfaction is our priority, and we understand that every hotel, resort, and spa has its own needs.

A Message from Lily Jack Continuing the third generation at Lily Jack, we have focused our efforts on becoming one of the leading furniture designers and manufacturers in the industry. By collaborating with the world’s premier interior designers, hoteliers, and procurement firms, Lily Jack continues to watch for emerging demands in the market. We take pride in our hands-on approach, working closely with our clients on the design intent, scale, and comfort of each and every piece. Our multifaceted strengths, combined with a commitment toward social responsibility, exemplify our Lily Jack values.

American Builders Quarterly

The

ON Y X

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in profile

Rural homes can be difficult to find funding for.

So, United-Bilt Homes has made itself the all-in-one source for building and financially planning such homes in five Southern states.

Interview by Karen Gentry

At a Glance Locations Springdale, AR, and Shreveport, LA Founded 1958 Employees 175 Specialties Residential homebuilding and financing Annual Sales $60 million

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With a long tradition of building homes in rural areas, United-Bilt Homes LLC now also offers everything from initial financing to site planning to make itself a full-service firm for homebuyers. The company was founded in 1958 as a spin-off of a lumberyard, and it now has corporate offices in Springdale, Arkansas, and Shreveport, Louisiana—with additional satellite offices in Texas, Oklahoma, and Missouri. The company caters primarily to entry-level and first-time move-up buyers, but it also works on second homes and step-down homes for retirees.

Because it’s a family-owned company, president and CEO Don Pitts (top) has the pleasure of working with his sons Darrin and Donnie, who work in sales, financing, underwriting, and lumberyard management. Here, Pitts and executive vice president Craig Young discuss their successful business strategy and the homebuilding market in their five-state region.

American Builders Quarterly

in profile

Can you explain why you chose to focus on rural areas?

Don Pitts: Over the years it’s been difficult for the rural market to obtain financing. Most lenders did not want to go to rural areas. We have always built in rural areas as well as in the city. Americans have a dream of owning their own home, and we make it easy for them with in-house financing—without having to go through a lot of red tape. Most people will have their own land, and we’ll build on their property.

Can you explain the operations of your business?

DP: We have 22 sales locations, each with a build radius of 75 miles. All the construction materials come from our distribution center in Shreveport. We own our own lumberyard and a large warehouse, which allows us to control the quality of the materials. We build

One of United-Bilt Homes’ most popular home designs, the Aspen with Loft, can accommodate a two- or three-bedroom floor plan. The firm not only builds such residences; it also helps find financing options for them.

our own trusses. We’re able to keep costs down on the trucking of materials, too.

Whenever there’s a house sold and paperwork completed, we order materials to the warehouse, assemble all the materials needed, and deliver [them] with 18-wheelers to the job site.

We describe ourselves as a residential builder and finance company. It works well and we can control the underwriting better.

By having our own financing, we can get our customers into a home they can afford. If we didn’t have the financing, we would be restricted to whatever the secondary market dictated.

How has business been for United-Bilt Homes in a down economy?

Craig Young: This fiscal year we’ve had around 460 closings. Sales will be north of $60 million for the year. In addition, our

financing and insurance programs have pushed sales up to $70 million. We’ve been increasing despite the down economy. The rural-homebuilders market has not been hit nearly as hard as some of the tract homes in subdivisions. We’ve been actually seeing uplift every year during the recession.

How have you been able to increase business?

CY: We continue to be a one-stop shop for the customer. We want to help homebuyers with their plan designs. We’ve got our own CAD department. We’ve built homes for over 35,000 customers, so we have an extensive selection of floor-plan designs. They can go through our catalog or even bring their ideas sketched on a napkin. We can help them with their financing and homeowner insurance and manage the construction so [that] there’s no need for them to deal with the bank or architect.

Having a diverse footprint over five states certainly helps. We’re in enough markets to help insulate us from the ups and downs of the economy.

DP: We try to make a good friend out of our customers. We’ve built a solid reputation so that people know that if they want a home built, they come to United-Bilt Homes.

Much of our business comes from referrals.

We attribute this to our focus on customer satisfaction and building relationships with our buyers.

What products and vendors do you use for the building of your homes?

DP: We buy our lumber from Temple Inland, a large company with their own forest and government-inspected mills. We use quality name brands such as James Hardie HardiPlank fiber-cement siding, Advantech flooring systems, and TAMKO roofing. We also use low-e HR Windows and Sherwin Williams paint. We chose these vendors for quality and accessibility; they have plants in more than one location, and they keep our inventories to the levels we need.

What's ahead for United-Bilt Homes in 2012?

Photos: Beth Hall

CY: It is shaping up to be a good year. We were able to acquire seven new offices in Texas and Oklahoma from a competitor in 2009. We’re continuing to build our brand in each of those new markets, and we expect that we will hit our stride with our new locations. ABQ

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Pressure Pipeline Rehabilitation & Renewal

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Lou Sandor, WS+B Partner and Construction Industry Specialist, knows it takes commitment to leadership, innovation and strong relationship building to be in a position of strength. For over 20 years, Lou and his team have been laying the groundwork that gives construction businesses the competitive edge. At WithumSmith+Brown, we celebrate in raising the standard of business.

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in profile

Replacing extensive sections of piping is a costly, disruptive business, so David Wickersham and Progressive Pipeline Management are working with new technologies to give old pipes second lives.

Interview by Julie Edwards

Ask successful business owners the secret to their success, and undoubtedly you will hear at least a few say something along the lines of “don’t be afraid to take chances.” That’s what David Wickersham, owner of Progressive Pipeline Management (PPM), did nine years ago when he capitalized on his decade of experience in the natural gas and petrochemical industries and seized an opportunity to corner the market on an evolving pipeline-rehabilitation technology. Here Wickersham explains how he turned his pipe dreams into a multimillion-dollar reality.

Your business occupies a specialty niche. Can you explain a little about PPM's focus?

At a Glance Location West Deptford, NJ Founded August 2002 Employees 25 Specialty Rehabilitation of natural gas and pressure pipelines Annual Revenue More than $5 million

americanbuildersquarterly.com

David Wickersham: PPM’s goal is to become the nation’s largest pipeline-rehabilitation contractor—with a focus on natural gas and pressure pipelines. With the increasing importance of rebuilding the nation’s deteriorating underground infrastructure, the use of trenchless—or, no-dig—technologies has evolved into a multibillion-dollar industry. We utilize Starline, a patented cured-in-place-lining [CIPL] technology focused on natural gas and pressure pipelines, a process that uniquely positions us to be the industry leader.

instantly impressed with the process and end result. At the time, the technology was licensed to Exelon, but later that year Exelon decided to bow out of the rehabilitation business.

Their exit opened an opportunity, so I polled some existing users of the process to ensure there was growth potential, and the overwhelming answer was “Yes.” From there, I formed PPM in August 2002 and negotiated a new license agreement with Karl Weiss, a subsurface-engineering firm located in Berlin and the patent holder of the Starline technology.

How did you start in this field?

Were you concerned about taking a chance with an evolving technology?

DW: In 2001 I was contacted by Exelon Infrastructure to assist them on a pipeline decontamination project in Philadelphia, which is where I witnessed the Starline CIPL technology for the first time and was

DW: Actually, by the time we formally started PPM, we had projects waiting in the pipeline, to use a pun. We also had an instant bond [with] and excellent cooperation from our friends and partners at Karl Weiss, which

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in profile

“Actually, by the time we formally started PPM, we had projects waiting in the pipeline, to use a pun. We also had an instant bond and excellent cooperation from our friends and partners at Karl Weiss, which allowed us to hit the ground running.”

David Wickersham, Owner

allowed us to hit the ground running.

The technology also had been put through stringent and significant testing from the US natural gas industry, so I felt very comfortable with the merits of the process.

Your clients are in critical industries such as nuclear power. How does PPM's work keep these clients up and running?

DW: Aging infrastructure in industries such as nuclear plants and municipal gas companies requires, in most cases, expensive repair or replacement costs when a leak is detected. Excavating and replacing these aging pipelines is difficult at best because of where the pipeline may have been installed originally.

The practice of “replace rather than rehabilitate” is not only more costly but also very intrusive, especially when miles of underground piping crisscross, leaving no additional room for a new pipeline. By contrast, lining old pipes [already] in place does not disturb the surrounding substructure, making the process of rehabilitation very attractive.

How do PPM's techniques make the industries you work for safer?

DW: Safety related to the practice of leak repair is handled in two primary ways: spot repair that addresses only a specific leak— leaving an old pipeline behind, ready to leak

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again—or a complete rehabilitation that addresses the entire pipeline, which means it will never leak again. Once the pipeline is rehabilitated, it has the same life span [more than 50 years] as a newly installed pipeline— without the cost, time, disruption, and environmental impact associated with full replacement and excavation.

What gives PPM its competitive edge?

DW: PPM looks at each project as an individual challenge. We do not—and cannot—have a cookie-cutter methodology to rehabilitation. For example, a recent project involved the trenchless renewal of approximately 700 feet of a leaking 16-inchdiameter cast-iron gas main installed in the early 1900s and operating in a complicated schematic that included an active railroad and excessive depths. Due to emergency circumstances, the project also started in winter 2011, which was plagued with severe weather conditions. The gas main was totally inaccessible using normal construction

repair [and] replace methods, so PPM had to design, develop, and test entirely new methods for solving the multiple complicated challenges encountered at each step of the project.

What is PPM working on now that is particularly exciting?

DW: PPM is currently working with Cornell University to test the Starliner’s ability to withstand seismic movement. The importance of this testing is to illustrate the flexibility of the liner and showcase its resilience to ground movement. We all remember the issues at the Fukushima Daiichi nuclear plant after the devastating earthquake hit Japan’s east coast in 2011.

Earthquakes cause extensive damage to underground infrastructure, [and this is particularly dangerous at] nuclear plants, so lining pipelines can help avoid the catastrophic disaster associated with damaged pipelines and broken firesuppression systems. ABQ

A Message from WithumSmith+Brown, PC WithumSmith+Brown, PC (WS+B) is a premier name among accounting firms serving the construction industry. Founded in 1974, this New Jersey-based regional firm services some of the top construction businesses in the region, largely due to its renowned construction-industry expertise, a team-based service approach, and a commitment to driving results. WS+B’s Construction Services Team consists of specialized professionals with a passion for the construction business, and it is spearheaded by two Certified Construction Industry Financial Professionals.

American Builders Quarterly

in profile

What do a 65-foot-tall elephant, a waste-treatment facility, and an airport monorail have in common?

It sounds like the start of a joke, but all have been projects of Alpine.

Interview by Julie Edwards

Alpine Painting and Sandblasting Contractors is a northern New Jersey commercial and industrial painting, sandblasting, and construction company that was founded humbly in a garage in 1975. The family-owned business was started by owner Ben Scaturro (pictured left) and his brother, Steve. It has grown from completing odd jobs to taking on more than 300 projects each year. Here, Ben and his son, Dave, Alpine’s sales and marketing director, share the firm’s proactive approach to success—and how it tackled that elephant.

At a Glance Location Paterson, NJ

Founded 1975

Employees 45 full time; 75 seasonal

Specialties Commercial and industrial painting, sandblasting, and construction

Annual Sales More than $8 million

Dave Scaturro: We’re a very close family and, from early on, my brothers and I wanted to work with Dad. However, he didn’t cut us any slack for being family. We started out doing grunt work, helping out on school breaks, and worked our way up while learning all aspects of the company.

Later, we each found our niche that focused on our strengths. My brother Ben Jr. works with our project-management team while my brother Sam serves in our operations and industrial-sales departments, and my uncle Steve serves as vice president and CFO. We recently had my uncle Chet join the project-management ranks, and my cousin Andrew is working to grow our shop division.

With so many family members working for your company, how do you maintain personal and professional harmony?

DS: First, we all have the same drive and work ethic, so we all put in 110 percent. We

americanbuildersquarterly.com

also maintain a corporate-like environment, with a clear organizational chart that assigns measurable goals to everyone’s performance.

As a result, we each know specifically what we have to do to be part of the company’s success, which greatly reduces issues resulting from lack of professional focus or understanding of your role in the business.

Alpine has tripled in size while others have gone under. How did you achieve such aggressive expansion?

DS: We consistently and strategically examine our employee talent, available resources, and markets. As a result, we’ve added more than 50 different services and currently work in 50 markets across five states.

Ben Scaturro Sr.: We have a highly skilled, specialized work force, which, combined with our specialty equipment, allows us to perform work many contractors cannot. For example, we have specialty crews certified by different paint and equipment manufactur-

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Photo: Kenneth McIntyre

What roles do each of your family members play in Alpine's success?

Photo: Bill Cramer

in profile

ers as approved applicators. There’s a big difference between maintaining a commercial office building and a municipal water tank, but both require specific training and experience, and our clients can find that expertise at Alpine.

What about Alpine's construction services?

BS: Construction has always been a part of Alpine, but we’ve had to move with the market, so in the last five years we’ve focused more on painting and other niche services.

Moving forward, we hope to focus on the construction division, especially renovation and restoration work. Our goal is to be a turnkey, one-stop shop for our clients.

Alpine helmed the historical restoration of 130-year-old Lucy the Elephant, a staple of the New Jersey coastline. The job involved several special considerations, including the paint that could be used and the financial burden the project would put on the community.

So tell us about that elephant.

DS: One of our niche services is historical restoration, and we’d heard about how Lucy the Elephant, a national historic landmark on the New Jersey coast, was in great need of repair. We offered our help and wound up completing the full restoration. More than 130 years old, Lucy required many special considerations, from the type of paint used to the financial impact on the community during the restoration. The end result was a huge success, and the community support was phenomenal.

Ultra performance and application for professional results every time.

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With the continuing sustainability trend, what has Alpine done to make itself a green business?

tinting, best-in-class durability,

DS: We consistently promote environmentally friendly options to our customers, educate them about alternate coatings, and promote our crews specially trained in the application of low- and no-VOC products.

We also are proactive within our business to be green. For example, we have a special solvent-recycling system that allows us to reuse solvents and eliminates the need for disposal.

MPI approved and much more.

Learn more about ULTRA SPEC 500 at ®

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Tell us about your relationship with Benjamin Moore.

BS: A strategic partner since Alpine’s conception, Benjamin Moore goes out of its way to support us. We test new products from them, and they work with us on pricing so we can remain competitive. Most of all, they offer phenomenal products that make our work easier. ABQ

© 2011 Benjamin Moore & Co. Printed in USA. Benjamin Moore, Gennex, Green Promise, ULTRA Spec and the triangle “M” symbol are registered trademarks licensed to Benjamin Moore & Co.12/11

11-6569_Ultra Spec 500 Ad_American Builders 1 178 july/aug/sept 2012

12/21/11 1:54 PM

American Builders Quarterly

in profile

Think building an ice-fishing hut takes care? Try constructing atop two miles of snow and ice, as BBFM Engineers did for the AmundsenScott South Pole Station.

Interview by Lynn Russo Whylly

To the folks at BBFM Engineers Inc., cold wouldn’t even begin to describe the type of conditions they design under. From Alaska—where it works at sites that have no roads, frozen ground, and relatively little sunlight for half the year—to Antarctica—where the average temperature is -50oC and the ice is two miles thick—the firm takes on temperature extremes unknown to most of the world’s population.

BBFM was established in 1996 by four partners—Dennis Berry, Forrest Braun, Troy Feller, and Colin Maynard—who came together after working in other companies for 20 years. Today, they have a fifth partner, Scott Gruhn, and after 16 years BBFM has become the largest structuralengineering firm in Alaska and is known for specializing in arctic engineering and unique northern construction challenges. Two of the firm’s engineers—Dennis Berry in 1998 and Scott Gruhn in 2008—have even received Engineer of the Year awards from Anchorage-based engineering societies.

American Builders Quarterly sat with Berry to discuss the challenges of working under extreme conditions.

At a Glance Location Anchorage, AK Founded 1996 Employees 16 Specialty Engineering for extremely cold climates Annual Sales $2.9 million

americanbuildersquarterly.com

You face some pretty harsh temperatures and climates in Alaska. How do you account for that in your designs?

Dennis Berry: We do a lot of detailing for thermal breaks between the structure and the outside environment within the thermal envelope of the building. Where we have permafrost, we have to make sure the ground doesn’t thaw underneath the structure. If it does, the building will start to sink. One of the options we consider is elevating the building so [that] the heat from the building isn’t getting into the ground. In cases where the permafrost is marginal, we might use a passive thermal pile, which will freeze the ground during the winter months but not conduct heat during the summer months.

For the Amundsen-Scott South Pole Station Replacement Project in Antarctica, what was involved in designing a building that needed to sit above 10,000 feet of snow?

DB: Well, it never gets above freezing there, so snow continually accumulates. They only get about eight inches a year, but it adds up. A big challenge is that there is no ground to put your foundations on. The South Pole is on a two-mile-thick glacier. Because of the snow accumulation and the settlement of the snow over time, we designed this building to be jacked hydraulically a full story twice in its lifetime. The foundation is a grid of steel box-grade beams that the columns sit on, and the building frame sits on the columns.

When it’s ready to be jacked, they disconnect the superstructure from the columns, place

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in profile

“Because of the snow accumulation and the settlement of the snow over time, we designed this building to be jacked hydraulically a full story twice in its lifetime.”

Photo: Ken Graham

Dennis Berry, Cofounder

column extensions, jack up the superstructure, and reconnect it to the columns when it is up in position.

Was that the most challenging project you've ever done?

DB: Absolutely. And the knowledge we gleaned from this project helped us in similar work we did at Summit Camp in Greenland for the National Science Foundation. They had the same concerns, being on a glacier where it never gets above freezing, but the snow accumulates at a greater rate there—30 inches per year.

The Anchorage Museum, where you designed and constructed a 70,000-square-foot addition, renovated the existing museum, and built a planetarium over the course of six years (2004– 2010), was designed with materials not typical of structures in Alaska. What was the decision behind that?

DB: For the museum, we used a cast-in-place concrete flat slab with concrete sheer walls.

Most of the structures in Alaska tend to be steel-frame because of the impacts of weather [on] casting concrete and the higher cost of labor in Alaska. The architects wanted

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Top: The main structure of the Amundsen-Scott South Pole Station rests on steel columns. BBFM designed it so that, as snow accumulates, the superstructure can be disconnected and jacked above new drifts.

Above: BBFM used cast-in-place concrete to create a strong foundation with little vibration for the Anchorage Museum.

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in profile

Since 1996 a very specific column-style layout, and they also wanted a very stable structure with limited vibration, so the cast-in-place concrete gave us what they were looking for.

Were there any particular challenges with this project?

DB: Two. First, the architect wanted concrete columns with sharp corners, which was very challenging. To make that happen, this project [involved] the first extensive use of self-consolidating concrete (SCC) in Anchorage. Normally, you vibrate concrete to make sure it fully fills out the forms. SCC uses a special set of admixtures so that it flows freely to fill the forms. Also, the skin of the building was a glass-panel system specifically designed for our project, which went through full thermal environmental testing down in Florida. It was by far the most sophisticated skin on any project I’ve ever been involved in. Some of the panels were opaque, others were translucent or transparent, and the transparent panels had motorized shades within them to give two degrees of shading if the items on exhibit were sensitive to sunlight.

© Ken Graham Photography.com

BBFM Engineers Inc. -- Structural Engineers designing buildings from the Arctic to the Antarctic.

From concepts to completion, we are creative, thorough and dedicated to improving our community.

Dennis Berry, PE | Forest Braun, PE | Troy J. Feller, PE Colin Maynard, PE | Scott Gruhn, PE 510 L Street, Suite 200 | Anchorage, Alaska 99501 Phone: (907) 274-2236

|

Fax: (907) 274-2520

|

www.bbfm.com

Alaska is at high risk for earthquakes. How do you engineer a building for earthquake safety?

DB: It’s all about understanding the force levels you have to design for and how the building performs during a seismic event.

Detailing for earthquakes is critical because you have to design the building to remain ductile. Even though we’re designing for a certain force level, that can be exceeded by the maximum credible seismic event, so we have to design members and their connections to absorb and dissipate energy from the earthquake while maintaining the building’s integrity.

Is your work affected by global warming?

DB: To a certain extent, we can be impacted.

[We would be most affected] in marginal permafrost areas, which are found throughout Alaska. In the western parts of Alaska, the ground temperature can be close to 31 degrees with permafrost. With a slight warming of the ground, the permafrost starts to melt and we lose the structure. We don’t look at it as we design structures for today’s conditions, but I think, in the future, in places where the permafrost is marginal, it’s going to be a problem. ABQ

americanbuildersquarterly.com

CHEMICAL INJECTION, ROCK CORING, DRIVE AND WASH CASING, AIR HAMMER AND VACUUM EXTRACTION Crawford Drilling Services has been providing quality environmental drilling services from our office in Westminster, Massachusetts since August 2009. Safety is the Number 1 goal for both our employees and clients. We have completed a variety of environmental and geotechnical drilling projects. Our fleet consists of truck mounted drill rigs, an ATV drill rig, Geoprobes and vacuum trucks which are equipped with a variety of tooling to enable us to complete our projects on time and in the safest manner possible.

While we may be small in size, our knowledge and commitment to this industry had made us one of New England’s most reputable environmental drilling firms.

There is no job too large or small for Crawford Drilling to accomplish. Our drillers approach every job with a ‘Can Do- Will Do’ attitude.

David Crawford 978-401-5765

Jennifer Henault 978-874-0830

WWW.CRAWFORDDRILLINGSERVICES.COM july/aug/sept 2012

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in profile

The US Government Accountability Office estimates that there are roughly 425,000 brownfield sites in the United States. Determining whether dangers lurk below their surfaces takes the skills of a 21st century Sherlock Holmes.

Interview by Russ Klettke

The unattractively named “brownfield” sites that dot the land—areas blighted by abandoned properties such as factories, refineries, drycleaning plants, and gas stations—come with an unfortunate legacy of soil- and building-contamination problems. But such sites often represent opportunities for businesses and communities, their remediation typically contributing to higher property values and improved quality of life in surrounding neighborhoods. Environmental Compliance Services, Inc.’s (ECS) Mark Hellstein (pictured right), the firm’s president and CEO, and Doug McVey, CFO, spoke with American Builders Quarterly about how they turn brown to green.

At a Glance Location Agawarm, MA Founded 1982 Employees 200 Specialties Environmental compliance, remediation, and risk management Annual Sales $25.5 million

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Through your many services, you basically help businesses and properties come into compliance with environmental regulations. Are we to assume that conflict is inherent in your work?

and residual heating oil in buildings. Closed gas stations might have benzene, tolulene, or MTBE leachate.

Doug McVey: That’s exactly it.

DM: The presence of toxic chemicals is extraordinarily common. Post-World War II, industry didn’t know how to manage chemicals. It dumped them into pits or thought we were allowing them to evaporate when in fact they were going into the ground.

Mark Hellstein: Yes, absolutely. Conflict is a part of every day. It’s a tug of war between environmental and economic considerations.

We treat every situation with integrity and consistency.

Why are there so many contaminated sites on so many valuable parcels of real estate?

MH: We are the product of a highly industrialized society. There are by-products everywhere of things like perchloroethylene—used in the dry cleaning process—or asbestos, polychlorinated biphenyl [PCB],

As I understand it, there is some gumshoe sleuthing as well as physical investigation involved in environmental site assessment. How does that work?

DM: After physically inspecting a building and site, we look into archived records to find out what activities happened in and around the property. Keep in mind, most Environ-

American Builders Quarterly

in profile

mental Protection Agency [EPA] records were not required until 1985, so information before that can be sketchy. Some sources are insurance company and fire department documents, when they exist, because that is where the presence of such things as fuel tanks and fuel lines were recorded. That tells us a lot about where and what to look for, including where to do test borings.

To buy or build on a brownfield site, what needs to be considered?

MH: There are many variables, but much of it depends on the future use of the site. You have to know if there will be a demolition— or significant excavation and regrading of the land.

Do you have any special strategies for making this a smoother process?

MH: It’s about establishing the objective of the deliverable. To know how the building or site will be used, gather together the players in this process: the design firm, contractors, and subcontractors. Should any of them run into contaminants by surprise, it can result in a six- or seven-figure change order. It often makes sense to require the seller of a property to purchase environmental insurance to cover cost overages due to undiscovered contaminants.

“It’s a tug of war between environmental and economic considerations.”

Mark Hellstein, President and CEO

to the net dollars, weighing those costs against market rents. [80 percent of the space is leased, and ECS houses its terraclime geothermal division alongside some other offices there.] It is also a great demonstration of three different groundsource heat-pump systems, providing geothermal energy for heating and cooling.

You provide LEED services and have a LEEDcertified building?

MH: Our Tampa office provides indoor-

environment-quality testing to support LEED certifications. So, it made sense that our building achieve LEED Silver for commercial interiors, with vinyl and carpet flooring containing post-consumer recycled products, VOC-free paints and adhesives, refurbished furniture systems, natural lighting, and low-wattage light fixtures.

Note that green doesn’t end inside—the roof and parking lot are sunlight reflective while plumbing and irrigation systems use low-water technologies. ABQ

ECS led the charge in the purchase and remediation of Nonotuck Mill for $3.9 million. The project involved $500,000 of environmental cleanup work.

You remediated a 150,000-square-foot historical site, Nonotuck Mill in Northampton, Massachusetts, that was contaminated. Why did you take on that challenge, and how has it turned out?

DM: Built in the 1830s, it was originally a silk-processing plant operating off hydropower, then later [it] housed a utopian society and [was] a stop on the Underground Railway. Subsequent use involved substantial amounts of waste oils and toxins on the property that we had to clean up.

Purchase and renovation of the property, including the $500,000 cost to clean up the site, came to $3.9 million.

[Crawford Drilling Services, LLC installed monitoring and recovery wells associated with the remediation.] It always comes down

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in profile

One might think of tree care and land-clearing as wholly distinct operations, but Homer Tree Service’s three divisions are showing how to combine a host of arboreal capabilities.

Interview by Mark Pechenik

At a Glance Location Lockport, IL Founded 1985 Employees More than 120 Specialties Land clearing, mulch supply, and tree healthcare and maintenance Number of Divisions 3

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With its industry-leading equipment and expertise providing a distinctive competitive edge, Homer Tree Service Inc. has become the full-service tree specialist of choice for a growing number of residential, municipal, and construction customers in the Midwest and beyond.

Started in the 1950s by Joseph Reposh and incorporated in 1985, the Lockport, Illinois-based business now comprises more than 120 employees working in three operating divisions. Homer Tree Service has provided unrivaled land-clearing capabilities throughout the Midwest for more than 25 years. Homer Industries, LLC recycles logs and wood chips from land clearing into several varieties of mulch, and it has become the largest producer of playground material and hardwood landscape mulch in the Midwest. And Homer Tree Care, Inc. provides plant healthcare and tree maintenance or removal for residential and municipal clients. American Builders Quarterly spoke with three members of Homer Tree Service’s management team, COO Mike Fitzpatrick (top), sales manager Dan Reposh (middle), and CEO Shane Green, about the firm’s winning approach to tree care and services.

American Builders Quarterly

in profile

Why is tree care important?

Mike Fitzpatrick: Homer Tree has shown a strong passion for trees since the 1950s, when the company was started by Joseph Reposh, the father of owner Ron Reposh and the family patriarch. Aside from a tree’s beauty, they have real economic and ecological significance. A residential property’s value can increase by 20–30 percent with well-maintained trees. Trees providing shade for homes or office buildings generate summer cooling, which helps reduce energy costs. And the role of trees in creating oxygen for life on earth is well documented.

What are your current major projects?

Shane Green: Right now, Homer Tree Service, Inc. is clearing land for new roadways across the Midwest, [conducting] right-of-way brush mowing throughout the state of Illinois, and [performing] selective clearing for local forest preserve districts. Meanwhile, Homer Tree Care, Inc. is working alongside several local municipalities to combat the Emerald Ash Borer, an invasive insect species, which has hit the Midwest especially hard over the last several years.

What other services do you typically provide?

Dan Reposh: As a certified producer of playground mulch, Homer Industries supplies [its] product for both residential and municipal playgrounds. We’re also a leading supplier of mulch for landscapers and gardening businesses. Meanwhile, Homer Tree Care trims and cares for trees owned by private homeowners, office parks, and shopping centers—as well as cities and towns. We also remove trees downed by summer wind storms, tornadoes, or similar weather events.

Homer Tree Service is frequently called upon to remove trees from utility right-ofways or as part of highway or street constructions. We also remove potentially damaging invasive trees from forest preserves.

“[Trees] have real economic and ecological significance. A residential property’s value can increase by 20–30 percent with well-maintained trees.”

Mike Fitzpatrick, COO

What does Homer Tree Services offer over its competition?

SG: Quite simply, because we strive to be the best at what we do, we have a very high standard for our employees, which results in unparalleled service. Our equipment is top-of-the-line and covers the entire spectrum of tree service, from bucket trucks for trimming to specialty forestry equipment for land clearing to high-production chippers and grinders for mulching. One of our suppliers is Bandit Industries, which has one of the best industrial wood chippers in the business.

Our staff is highly knowledgeable and very customer-service-focused. Many of our employees have more than 25 years in the tree industry. With every job, our goal is to do the work quickly, efficiently, correctly, and safely, and we have an impeccable reputation for meeting these objectives.

What are your company’s greatest challenges?

SG: We strive to strike the right balance between growth and being able to service our customer base. Like every business, we are very aware of the opportunities that exist for expansion. For example, while much of our work takes place in the Midwest, we continue to do projects throughout the country no matter the size or terrain.

At the same time, we know that growth at the expense of meeting customer needs is counterproductive. For this reason, while we continue to look for more opportunities, Homer Tree Service will always seek to exceed client expectations for service and quality. ABQ

Homer Tree Service takes on many full-scale land-clearing projects, but it also has the tools to perform precision tree removals near homes and office parks.

Do your divisions ever work together?

MF: We often work together on land-clearing projects. For instance, property may be inaccessible to Homer Tree Service’s large land-clearing equipment. Consequently, the smaller residential-type machinery used

by Homer Tree Care is utilized. Afterward, Homer Industries turns the trees that have been removed into marketable mulch.

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in profile

Tract homebuilding reached historic peaks in Las Vegas in the mid-2000s. The market has since plummeted, though, forcing Creative Countertops to alter its business model.

Interview by Erik Pisor

About five years ago almost 70 percent of Creative Countertops, Inc.’s clients were production homebuilders, but today this group represents only 10 percent of the company’s business. It’s a sign that “production homebuilding work fell off the face of the earth in Las Vegas,” president and owner Sid Mackay says. This market shift has been a challenging and often frustrating adjustment for the company, so its management has had to start thinking outside the box of residential construction, a process Mackay discussed recently with American Builders Quarterly.

How has the decline in Las Vegas homebuilding impacted your company’s countertop installation work?

At a Glance Location Las Vegas Founded 1985 Employees 43 Specialties Fabricating and installing custom countertops

Sid Mackay: We went from 30–35 kitchen installations a day five years ago to 8–10 kitchens a day now. In the past, most of the installations were for new residential construction, however today residential installations are part of remodeling jobs. Las Vegas is a very isolated market where there’s not [another] large city or metro area within at least two hours.

You mentioned August 2006 was the company’s first down month. What adjustments has the company made since?

SM: We do things today that we wouldn’t have done five years ago, like going into a project at 10 p.m. to install countertops.

Because of our current margins, we won’t go down on prices. As a result, we only get about

americanbuildersquarterly.com

25 percent of the commercial work we bid.

We also have to walk away from a lot of jobs because of the margins, which is frustrating.

What sets Creative Countertops apart from similar companies?

SM: Our ability to produce high volume with a quick turnaround. We’re also the only fabricator of granite in Las Vegas that offers a lifetime warranty.

In 2008 the company expanded its product offerings to include laminates. How has that worked out?

SM: At the time of the move, builders wanted laminate, and in some situations we couldn’t bid on projects unless we had a laminate countertop offering. Today this part of the company is barely profitable, and it’s not a market we’re currently pursuing. I swore I’d never get into laminate.

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in profile With the decline in the Las Vegas housing market, Creative Countertops is working to land more commercial and medical work, including this VA clinic, where the firm installed Cambria, Corian, and Zodiac counter space.

With residential activity down, who are your current clients?

SM: Commercial [work] has picked up significantly, and it’s a big part of what we’re doing—in addition to a lot of medical work.

Our largest segment of work is for home centers like Home Depot and Lowe’s.

Can you talk about recent medical projects?

“Sales in 2011 were up for the first time since 2006. ... The sales figures are definitely a positive.”

Sid Mackay, Owner and President

SM: We finished our third Veterans Affairs clinic at the end of October. It was a two-week project where we installed quartz and solid surfaces. Each of the three VA projects was $70,000 a piece and used a lot of quartz products. A medical project we work on typically includes 20 slabs of material.

The VA projects probably included 80 or 70 slabs of material. Nearly all healthcare work involves solid surfaces with no stone.

Can you describe a recent commercial job?

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SM: In October we completed the finishing of a jewelry storefront at Tivoli Village shopping center. We used Gibraltar Corian for the project and completed wrapping and glazing work What marketing efforts has the company recently pursued?

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SM: We took part in the filming of an episode of Yard Crashers for the DIY network during late November. We installed a countertop that used a material called paperstone.

We inlaid a second color in the shape of a surfboard within an outside countertop for the [home’s] surfing [and] beach theme.

Involvement with the show was strictly a marketing effort.

What does the future hold for Creative Countertops?

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SM: We don’t know what to plan for and it’s frustrating. We can’t predict things as we used to and can’t rely on specific months being good for work based on historical yearly totals. If you look at tracking charts they overlap. However sales in 2011 were up for the first time since 2006. While not up much, the sales figures are definitely a positive. ABQ

American Builders Quarterly

in profile

The recession hit construction firms hard, and by association their specially trained legal counsel have struggled, too. For lawyer Carol Coplan Babbitt, though, a second focus on employment law has been a saving grace.

Interview by Erin Brereton

At a Glance Location Chicago Founded 1997 Employees 1 Specialty General commercial litigation with a focus on construction litigation and employment law

americanbuildersquarterly.com

Carol Coplan Babbitt had eight years’ worth of construction-litigation experience when she decided to start her own firm, the Law Office of Carol Coplan Babbitt, in April 1997. And after the attorney she rented office space from offered her some overflow work, Babbitt also began handling employment cases.

Construction and employment law may not immediately seem to have much in common, but Babbitt’s dual focus has helped her build a successful Chicagobased legal practice that’s earned collections ranging from $5,000 to $1.4 million for construction clients, and it also won a consumer class claim settlement of $3.1 million. Babbitt spoke with American Builders Quarterly about the recession’s effect on construction, when builders should hire a lawyer, and the advantages of hiring a solo practitioner.

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in profile

“Call an attorney before you think you need one.”

Carol Coplan Babbitt, owner

The construction industry has often been thought of as a traditionally male-dominated field. Do you find that to be true?

Carol Coplan Babbitt: Twenty years ago, I was definitely an odd duck. I was often the only woman sitting at a table of all men.

Many of the men believed that as a woman, I couldn’t figure out what to do. As it turns out, women can. But there are so many more women in the construction field [now]. I’m very pleased that I rode it out.

From a legal perspective, how has the construction industry fared in recent years?

CCB: A couple years ago, when the economy went through its lowest point, the construction trade really suffered. New projects didn’t really crop up. Having the diversity of knowing employment law has made me secure in a time of uncertainty, and [it] allowed me to continue assisting the clients I already had.

Has your job changed because of the economy?

CCB: My role as an attorney has changed tremendously with the economic downturn.

If there’s nothing left, it makes it very difficult for you to collect.

Are things improving?

CCB: It’s getting better. I’m seeing more activity, and that’s a good sign, but you have to adapt. If you don’t pay attention to the environment you’re in, you’re not going to be successful.

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How have you weathered the storm?

CCB: Building relationships is key. Many construction companies are still very much mom-and-pop-type companies, and many of the bigger ones are [led by] very loyal people who like a long-term relationship instead of a short-term one.

Are there advantages to a construction company using the same attorney for many years?

CCB: Absolutely. Different companies invoice in different ways: there’s 30-day billing, per-piece billing, all kinds of variations. And once I learn that, I can argue negotiations with people that somebody new cannot do.

Are you finding that large companies are considering smaller firms because such firms are a more reasonably priced option?

CCB: There are so many benefits to [using] a solo practitioner. I’m going to work on your file; I’m not going to pass it to an associate. I can keep rates down, and people have negotiated rates with me.

How have you helped construction-industry employees use legislation such as the Mechanics Lien Act to get paid for their work?

CCB: The Mechanics Lien Act is a way for a subcontractor to assert an interest against an owner of a property when the subcontractor didn’t have a contract with the owner but had it with the general contractor. In the business world, you can’t go after the owner

of a building, so it gives you a way to collect for work you’ve done. It’s an excellent tool for any contractor.

Do companies contact you more often to prevent conflicts, or do they tend to wait for an issue to arise?

CCB: That’s one of the biggest problems I see. There are organizations that, by nature, just aren’t proactive. My advice is, call an attorney before you think you need one. It’s certainly cheaper to pay me to advise you than to draft the lien, file the complaint, and there you are in the middle of a lawsuit—which is draining and uncertain from the get-go.

What tips would you give attorneys starting out in the field?

CCB: Be open to learning about as many areas [of the law] as you can. Because I know employment and construction law, I can do more than just a client’s mechanics lien or collections work; I can also help with their discrimination investigations, for example.

Just like with any entrepreneur, it’s about building relationships. It’s not just about doing work—it’s about learning their business. ABQ

American Builders Quarterly

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in profile through the years

Lawless Roofing In more than six decades of business, Grants Pass, Oregonbased Lawless Roofing has never defaulted on a single project. The company takes on 10–15 larger commercial jobs annually, working primarily with schools, governments, and municipalities in southern Oregon and northern California, and it maintains an in-house sheet-metal department. Of its seven- to 10-person crew, at least three have been with the team for more than 15 years, and that depth of experience ensures work gets done correctly on the first try.

According to Doug Witt, vice president and project manager— who built his career 250 miles north, in Portland—the work ethic and standard of quality implemented by founder Lewis Lawless is virtually unmatched in the region. “We’re not just locally acknowledged as a premier company,” Witt says. “I’d been hearing about Lawless Roofing for years.” Here’s a look at how the firm got its name out there. —Annie Fischer

1951 Lawless Roofing is founded After working with other roofing companies as a young man, Lewis Lawless strikes out on his own. In 2012, more than 60 years later, Lawless Roofing remains the oldest single-owner roofing company in southern Oregon and northern California.

“Lew decided it’s what he had to do if he was ever going to get anywhere,” Witt says. “He’s a very entrepreneurial man.”

1972 Pioneering the 20-year, No-Dollar-Limit roof According to Witt, Lewis is instrumental in putting together a plan for schools that includes this roofing guarantee. “If it’s been 19 years, 10 months, and 5 days, and one of our roofs fail,” Witt says, “we’ll still replace it at manufacturer’s cost.” As a result, schools remain one of Lawless Roofing’s largest sources of revenue even into 2012, but the firm still takes time restraints into account when approaching new projects.

“There was one recent summer when some 12 school projects were available,” Witt says, “and we only bid six or seven. … We’ll only ever bid the number of projects we know we can complete.”

1995 A new facility Just over the hill from its original home, Lawless Roofing purchases a large acreage and constructs a 15,000-square-foot warehouse (below) where the company can store materials. Top-of-the-line equipment—scissor-bed trucks and cranes, hot tar kettles, trailers, forklifts, etc.—is kept in a paved, secured yard.

1995

“If it’s been 19 years, 10 months, and 5 days, and one of our roofs fail, we’ll still replace it at manufacturer’s cost.”

Doug Witt, Vice President and Project Manager

1972 Donald joins the company Donald Lawless, who grew up learning the roofing trade from his father, accepts a position during a time of great growth. Lawless Roofing at this time is employing 40–45 people and is considered one of the largest crews in the area.

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in profile

1998 More schools and A Fort from 1855 The company continues to work on commercial, industrial, and school projects, including the Grants Pass High School (left), but the company also performs work on historic buildings. At Fort Briggs, originally built in 1855 in Josephine County, Oregon, Lawless Roofing constructs special shingles to match the original roof.

1998

2000 Strengthening relationships Lawless Roofing subcontracts for retail projects, including Walmart and K-Mart stores in California. “Because we’re one of the oldest roofing companies in the region, the amount of work we can do is quite a bit more than most around here,” Witt says. “General contractors on large jobs like this are confident of our labor and materials capabilities.”

2003 Sheet-metal fabrication When a Portland-based sheet-metal-fabrication company closes down, Lawless Roofing expands its capabilities by purchasing some of the equipment and hiring the Portland firm’s former co-owner, Witt, as its new vice president.

2011 A Historical Challenge Lawless Roofing tackles the Bend Amateur Athletic Club, listed on the National Register of Historic Places. The firm is required to pay special attention to historical guidelines during the project, which includes new insulation, resheeting, reshingling, and the installation of a built-up water system. “The challenge here was the radius coping metal,” Witt says. “We had very specific criteria, and we built prototypes to be approved by the historical society before the work even began.”

2012 Still specializing in schools In January, the company completes work on a country school near Days Creek, Oregon. Because elementary, junior high, and high school students are housed in a single building, the structure is fairly large, so Lawless Roofing has to install a 20,000-square-foot, built-up roof with a four-ply system and shingling.

2012 Looking for the next Generation Witt acknowledges a degree of decreased interest in learning such a physically difficult trade. “Roofing’s not a very glamorous job, by any means,” he says. “Some days guys come down from the roof for lunch and just keep walking. But when you possess the kind of trade knowledge that Lawless Roofing does, you want to pass it on.” ABQ

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Photo: Aero Photo

the specialists

The Solid-Steel Framers

With an economically grounded philosophy and work spread over a number of industry sectors, structural-steel contractor Suncor continues to stand the test of time To hear Doug Kuiper tell it, there isn’t much to the At a Glance Location Hialeah, FL Founded 1992 Employees 25 Specialty Structural-steel work for buildings and renovations

Above: Suncor often does work on larger structuralsteel projects such as the Camp Lejeune Physical Fitness Center.

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story of his founding of Suncor, Inc. Fabricators in 1992: he’d been in the steel fabrication business for nearly two decades, and he’d worked for three different businesses before deciding to make an entrepreneurial move of his own. However, since Suncor is still going strong another 20 years later, there’s clearly a lot more to be discussed than Kuiper’s letting on, including a focus on customer care and considerate financial planning.

One of the bigger factors in Suncor’s success is its repeat customer base, which Kuiper sees as a clear consequence of his company’s focus on client satisfaction.

Suncor continues to serve most of its original early-1990s clientele, save for those who have been forced to close in recent years, and it’s this kind of loyalty that has kept the company afloat during the rough economic waters of late.

Suncor is capable of providing steel for projects in just about any sector—and it continues to broadens its

abilities—but the majority of its work comes from renovation, education, and government projects, the latter of which it tackles with particular enthusiasm because of the construction companies it gets to work with. “In my opinion, there’s a higher caliber of contractor that works on government-related projects,” Kuiper says. “When you’re dealing with paperwork and bonding requirements, you’re dealing with a higher-level contractor.”

One such contractor is the southeast regional office of Suffolk Construction Company Inc., with whom Suncor has done dozens of projects—from movie theaters to medical buildings, from schools to assisted-living facilities—since the mid-1990s. So, when Suffolk recently needed design assistance with a major sports facility, Suncor was quickly brought on board with a $2.5 million contract to provide structural steel and miscellaneous metals services. The result is the Camp Lejeune Physical Fitness Center, built on a military base in Jacksonville,

American Builders Quarterly

the specialists the specialists

Suncor, Inc.

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Pioneer Roofing, LLC

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Peerless Products, Inc.

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Straight Edge Striping

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GreenClean Janitorial, LLC

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Awnings by Design

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EDSS

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Service TECH, Inc. 212

North Carolina, and one of 19 new structures—comprising nearly 570,000 square feet—on the base.

Like most facilities of its kind, the fitness center required long-span roof framing to keep the playing areas from being broken up by columns. “Originally it was a very heavy structural truss system planned for the roof over the gym,” Kuiper says. “There’s different ways of designing framing systems, and some are more efficient systems than others. We got together with Suffolk and threw ideas back and forth. We experimented with several ideas and

Artesano Iron Works

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Tectonic Engineering & Surveying Consultants PC

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AJ Perri

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Williamsen & Bleid, Inc.

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D&B Industrial Floor Coatings, Inc.

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“In my opinion, there’s a higher caliber of contractor that works on government-related projects.”

Doug Kuiper, Founder ultimately changed the heavy trusses to a steel-joist system, manufactured by New Millennium Building Systems. So we were part of the effort to shorten the lead times for the fabricated materials.”

In fact, the effort went beyond the framing system.

“We also changed the metal deck that goes up after the trusses and joists,” Kuiper adds. “Most of the acoustical roof deck was changed to standard metal deck to speed up the delivery and installation process.”

Given that Suncor itself is run on economic principles that include never financing anything and only expanding as fast as cash flow allows, it makes sense that the company would also be concerned with cost efficiency for its clients. For another project, for instance, a K–8 prototype school located in St. Lucie County, Florida, Suncor met with all parties involved and conducted value-engineering scenarios. Ultimately, the composite framing system for the floors was changed to a steel-joist and form-deck system, resulting in what Kuiper calls a “win-win” for all parties.

Suncor went on to build several more similar projects for the same customer, and to Kuiper such efforts are just another page in Suncor’s story of constant growth.

“That’s just what you do,” he says, “when you dig into a job and see where the potential savings could be.”

—Kelli Lawrence

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the specialists

The One-Stop Roof Shop

Pioneer Roofing stays ahead of its industry competitors by confronting marketplace trends—including today’s green movement Verdant, well-manicured gardens for recuperating

At the Madison Children's Museum, Pioneer redesigned the proposed green-roof plan to accommodate soil and plant life that would be appropriate for the region.

americanbuildersquarterly.com

patients; downtown green spaces with playgrounds and walking paths; aquatic habitats surrounded by sustainable, organic vegetation—Pioneer Roofing, LLC has installed these and other dazzling roofscapes on buildings across the Midwest. In the process, the specialty roofing contractor has established itself within its niche industry as one of the region’s most versatile, cutting-edge firms.

Based in Johnson Creek, Wisconsin, Pioneer is led by principal John Boettcher, who says that his guiding principle—and the secret to the company’s success—has been to listen to the needs of the client and to shift the company’s focus to meet to those needs.

During the 1970s, for example, the energy crisis had At a Glance building owners casting about Location for cost savings. Spray polyureJohnson Creek, WI thane foam insulation was an Founded affordable, tax-deductible 1966 solution, so Pioneer became an Employees expert with the material and 65 Specialties watched its business grow.

Green roofing and roof In more recent history, waterproofing Pioneer has positioned itself at Annual Sales the forefront of the green-roof$10 million ing industry in southern

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the specialists Pioneer does the majority of its work on urban rooftops because city buildings have little room for green space anywhere else.

Wisconsin. Thanks to the rising sustainability movement, environmentally friendly roofing systems—particularly vegetative rooftops—are in high demand. So, from engineering strategies to plant and soil choices, from waterproofing technologies to landscape design, Pioneer has mastered the art, which was, at first, unfamiliar territory. “Ten years ago, I wouldn’t have thought we’d be putting plants on the roof,” Boettcher says, “[but] as the market changes, we adapt.”

Watching the market closely helps the company keep its Top 5 Green-Roofing Products offerings up-to-date, but the Used by Pioneer Roofing other part of the Pioneer equation, Boettcher says, is the 1 A root narrier is essential to maintaining the firm’s customer service. “Our goal integrity of the waterproofing. It prevents the root is to have every customer want systems from compromising the roof's membrane. to have us back,” he says, and making that happen is all about 2 A drainage/retention board sheds and stores solving the customer’s problems. water, allowing Pioneer to manipulate the amount of A recent project in LaCrosse, moisture that passes through or becomes stored Wisconsin, is a prime example. within a green-roof system.

Built right in the center of the city, Grand River Station was a 3 Engineered growing media is lightweight, mixed-use development that used quick-draining soil. Pioneer Roofing has developed every square inch of its property, two regional medias that are rich in organic nutrients. but its developers wanted to include some green space in the 4 Sedums are succulent plants that thrive in project as well. Rather than let Pioneer’s Midwestern climate. the rooftop go to waste, they brought in Pioneer, who crafted a 5 Pedestal and paver systems serve as both park and playground space five maintenance paths and outdoor walkways, stories up. Rooftops on urban contributing aesthetically and functionally to developments such as the Grand green-roof installations.

River Station are common locales for Pioneer’s vegetative systems.

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“Ten years ago, I wouldn't have thought we'd be putting plants on the roof.”

John Boettcher, Principal

Another recent project, the Madison Children’s Museum, showcases the broader reach of Pioneer’s expertise. The firm was hired to install an extensive garden, complete with an aquatic habitat, as part of an educational experience the museum calls the Rooftop Ramble. The garden is designed to teach children about sustainable gardening and native plant species.

The biggest challenge of the museum project was that the original design had specified mismatched plants, soil, and support structures—a combination that would have compromised the viability of the garden. So, drawing on its years of experience, Pioneer did what it does best and redesigned the space with a holistic roofing system incorporating good engineering; proper soil and landscaping choices; and high-tech, sustainable roofing products that will ensure the installation’s growth The museum’s roof now functions as both a protective barrier for the rest of the building and a place for visitors to learn about the wonders of the natural world. It’s just one more project on the impressive resume of a company capable of shifting its expertise in whichever direction market demand might swing. —Kelly O'Brien

American Builders Quarterly

the specialists

The Glass-Efficiency Experts

Peerless Products has unveiled EnerGsave, one of the least wasteful window lines in the industry For the past 60 years, the Peerless Products, Inc. At a Glance Location Fort Scott, KS Founded 1952 Employees 237 Specialty Manufacturing high-performance aluminum and architectural windows Annual Sales $35 million Above: Peerless offers the energy-efficient EnerGsave window and has seen it installed on many projects, including a Holiday Inn Express in New York City.

name has been synonymous with high-performance, high-quality aluminium windows. And today, the Fort Scott, Kansas, manufacturer blends vertical integration with expert engineering to uphold that tradition and offer one of the industry’s most energy-efficient window products yet—the EnerGsave window, which boasts the lowest U-value numbers by creating natural, insulating air pockets within its framing profile.

“For windows the main energy concern is the ability to control heat loss or gain,” sales engineer Jason Davis says. “The U-value of a window represents its overall heat-transfer rate. The lower the U-value, the better the window’s ability to control heat loss or gain. The EnerGsave products have the lowest U-value numbers in the industry today for aluminum windows through the use of polyamide strip thermal breaks, insulated glass [to minimize] air leakage.” The high-performance EnerGsave windows enable mechanical-design engineers to downsize buildings’ cooling and heating systems, which in turn reduces their energy consumption and the

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associated costs. The windows have earned a measure of popularity, and Peerless has seen them installed on several recent retrofit projects, including LSU Stadium, the University of Wisconsin–Milwaukee dorms, and a New York high-rise.

Peerless prides itself on staying ahead of its competitors by working closely with its customer base.

“We are in constant communication with our sales rep force, key customers, and the architectural community to determine market needs in various segments and regions,” inside sales manager Heather Griffith says. “[We are] known for our ability to quickly respond and create custom features as needed, giving our customers an edge.”

To stay on top, Peerless has implemented a manufacturing process that ensures that no part of the production is done by anyone else. “Vertical integration allows us to have control of the whole manufacturing process without having to rely on outside sources that may not have the same quality standards we expect,” Griffith says. “We have built-in quality checks and

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Peerless’s EnerGsave windows, including those installed at the University of Wisconsin–Milwaukee’s Sandburg Hall, create natural, insulating air pockets within their framing profiles to achieve a low U-value.

measures, from the extrusion process to the insulating glass line to the end of the production lines. Because of this, we can respond more quickly to customer needs and scheduling demands.”

The ability to immediately tool up for production as orders are generated has become a critical component of the industry. A high demand can stretch the availability of raw materials, parts, and labor, so Peerless has adopted a system to scale its production in accordance with demand. The process is called Demand Flow Technology, or DFT. Developed by engineers at Hewlett Packard and

“Vertical integration allows us to have control of the whole manufacturing process without having to rely on outside sources that may not have the same quality standards we expect.”

Heather Griffith, Inside Sales Manager Johnson & Johnson in the mid-1980s and modeled after the systems of Japanese automakers, DFT, also referred to as “Just-In-Time” or “Lean,” moves away from the traditional schedule-push process of a sales plan and forecast to determine production schedules. Adopting DFT, Peerless dug deep into its process, calculating operator and machine-resource needs based on demand at capacity. “We used those calculations,” employee Andrew Kimmell says, “to dictate a complete plant reorganization and layout to improve material flow.”

But all of this happens behind the scenes, and in the end it’s still all done in the service of greater customer satisfaction, which Peerless studies closely to ensure its windows continue selling. “What our customers like best about our products,” Griffith says, “is our innovative designs, ease of installation, superior quality and performance, unique features, and competitive price.”

—Scott Heskes

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Top 4 Products from Peerless 1 The EnerGsave window just won the 2011 Crystal Achievement Award for Most Innovative Commercial Window.

2 The G500 window is the most energy-efficient in the industry, offering the lowest U-value available on the market today for an architectural window-rated (AW-rated) product.

3 The G-series Terrace Door complies with the Americans with Disabilities Act’s (ADA) half-inch-sill stipulation while still offering an American Architectural Manufacturers Association-rated 12-pound water-pressure rating.

4 The T-Rex with Lift + Slide Technology achieves the industry’s lowest air-infiltration rating for an AW-rated sliding window.

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Guardian congratulates our business partners at

Peerless Products.

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“Build With Light” Johns Hopkins University Graduate Student Housing Baltimore, MD Architect: Mark Thomas & Associates Guardian Select Fabricator: Peerless Products Glazier: Icon Exterior Building Solutions, LP Glass: Guardian SunGuard SuperNeutral 68

1-(866)GuardSG | www.sunguardglass.com

Straight Edge Striping

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Photo: Jaime Henao

the specialists

The Switch-Hitting Stripers

Since opting to expand its services, Straight Edge Striping—a painter of parking lots and now of roadways—has exploded in size and revenue Andrew Altobelli is an astute manager who’s willing At a Glance Location Bound Brook, NJ Founded 2000 Employees 43 Specialty Pavement-striping work in all industry sectors Annual Sales $8 million Above: By diversifying its service offerings, Straight Edge Striping has grown enough to take on high-profile projects such as MetLife Stadium.

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to make the tough decisions to steer his striping company, Straight Edge Striping, through the shifts in the marketplace. So, when the decline in new construction began because of the recession, leaving Straight Edge Striping with fewer parking lot projects, Altobelli began looking for opportunities in other market sectors.

Noting the increase in federal and state money directed toward infrastructure and road improvements, he channeled a large portion of his workforce into street and highway striping, and his firm has since been riding a wave of growth.

Altobelli worked for a line-striping company through college and wanted to stay in the industry, so he fast-tracked his way through college. “I was very passionate about what I was doing at the time and did not want to be away from the business,” he says. He founded his own firm in 2000, and it has since expanded into a business of 43 employees—with plans to hire more.

Comparatively, according to Altobelli, the average striping company has just 3–4 employees. Saleswise since 2000, the company’s annual earnings have jumped from $375,000 to $8 million, and it was even featured in 2007 in Entrepreneur’s “Hot 500: The Fastest-Growing Businesses in America” list.

Straight Edge Striping now does about 1,800 jobs per year, and 65 percent involve roadwork while 35 percent continue to come from new construction and parking facilities. In recent years, Straight Edge Striping has been the only company in its area to enter into the capitalintensive roadway-striping market as a first-generation business. “We’re very much in a growth stage,” Altobelli says. “I’m a young guy with a lot of ambition. I’m fortunate and am in a good place. I’ve found a niche that I’m able to service very well, and we’re growing.”

Straight Edge Striping is known for its timely service and quality craftsmanship, and it excels with high-profile, large-scale projects such as casinos and stadiums.

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the specialists

“Quality control is a big aspect of what we do here. We’re a larger striping company than most of the striping companies we compete against, which means we have much greater resources.”

Andrew Altobelli, Founder

“Quality control is a big aspect of what we do here,” Altobelli says. “We’re a larger striping company than most of the companies that we compete against, which means we have much greater resources.”

Working capital and logistics are the biggest challenges to leading a striping business. “We’ve spent well over $3 million in the last five years, and that is a huge undertaking for any company considered a small business,” Altobelli says, noting that the average cost of a new roadway-striping truck is $550,000.

Straight Edge Striping also must adhere to very rigid timelines and will operate around the clock to finish projects—and it works in every construction sector it can, including housing, roadways and highways, airports, retail, schools, and hospitals. In 2011 the company completed striping for MetLife Stadium in Rutherford, New Jersey. The $500,000 project included striping for 30,000 parking spots, nearby state and township roads, and infrastructure improvements. Altobelli adds that because the project involved knocking down the old stadium and building a new one, the striping timeline was rigid and involved a tremendous amount of work in a short period.

His company also recently worked on a roadway and parking improvements for the Red Bull Stadium soccer arena in Harrison, New Jersey, so clearly work on new construction projects hasn’t fallen off completely. And as Altobelli and his employees continue to diversify Straight Edge Striping’s capabilities, the firm will remain perfectly positioned to take on work in New Jersey, Philadelphia, New York City, or other portions of the close-knit New England region. —Karen Gentry

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Top 5 Starting-Business Tips from Andrew Altobelli 1 Structure your company early for growth because you don’t know how fast you’re going to grow.

2 Have a plan. When you’re small, you may overlook some of the details needed to structure your company, which makes it hard to implement new practices later on.

3 Pay wages that reflect the value of your employees. They contribute to your success, so reward them accordingly.

4 Understand the marketplace and your competition.

5 Establish a company culture so your employees are working toward the goals of the company, not just their own.

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The Night Watchmen

GreenClean Janitorial keeps businesses green after hours thanks to its LEED-accredited staff Garett Mahoney founded GreenClean Janitorial, LLC At a Glance Location Albuquerque, NM Founded 2010 Employees More than 13 Specialties Janitorial contracting and construction clean-up services

Above: All the personnel at GreenClean are LEED-accredited, a distinction rare among janitorial businesses.

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because he was worried his German shepherd, Wiley, might happen upon somepoisonous chemicals under the sink or eat from a floor recently mopped with bleach. When Mahoney, an entrepreneurial studies graduate from the University of New Mexico, first spoke to contacts in the clean-up industry about the types of green services available in Albuquerque, he found the landscape dry. So, in 2010 he launched his own cleanup company with the idea of training and certifying all the employees as LEED APs, a distinction that few other operations and maintenance companies around the country can lay claim to—and that zero can lay claim to in Mahoney’s region.

“We’re the first and only janitorial contractors [in the region] with LEED AP-trained personnel,” he says.

“In some cases, you’re basically paying for membership when it comes to operations and maintenance certification. But LEED AP is a truly educational program.”

The GreenClean venture was a quick success. By the end of November 2011, Mahoney had relocated to a larger warehouse and employed a staff of 13, and he was expecting to be able to hire six more by December.

GreenClean earns about half of its revenues through janitorial contracting—servicing commercial offices, veterinary hospitals, and medical facilities, among others.

This is where Mahoney sees the highest degree of interest in his company’s eco-friendly strategies, many of which help facilitate and maintain GreenClean’s clients’ own LEED goals and certifications. A high-performance green-cleaning program establishes standard operating procedures for cleaning and maintenance. Waste stream audits and good waste-management policies help customers manage trash (GreenClean employees separate waste at the end of the day into what can be recycled, what can be composted, etc.) and reduce the amount they send to the landfill. GreenClean also performs APPA custodial effectiveness audits, straight-

American Builders Quarterly

the specialists

Top 5 Products used by GreenClean 1 Spartan Chemical’s Clean by Peroxy is a proprietary all-purpose cleaner formulated to quickly remove everyday soils, including greasy residues.

2 Spartan Chemical’s Green Solutions Floor Seal & Finish contains no glycol or formaldehyde, very low ammonia, and only trace amounts of zinc.

3 Microfiber mops are machine-washable, use less water and fewer chemicals, and can last for years.

4 HEPA vacuums trap fine particles—such as pollen or dust-mite feces—that can trigger symptoms in allergy and asthma sufferers.

5 Green Seal-certified paper products are 100% recycled and made entirely from recovered fibers.

“We’re the first and only janitorial contractors [in the region] with LEED AP-trained personnel.”

Garett Mahoney, Owner

Above: GreenClean also offers specialized services such as pressure washing, carpet cleaning, and tile and grout restoration.

forward assessments that basically to determine how clean an existing building is, Mahoney says.

The company earns the rest of its revenue primarily from post-construction cleanup, where there’s less of a push for sustainable practices. Restaurants, for example, are often not as confident about the strength of green cleaning products in meeting disinfectant standards, according to Mahoney, and a tighter economy overall discourages more eco-friendly investments.

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“Green was great a few years ago,” Mahoney says, “but construction clients are still going bottom-line for the most part [right now].” The GreenClean founder is confident that interest in green practices will rebound once funding grows more secure.

GreenClean also provides carpet and upholstery cleaning; tile and grout restoration; restaurant-inspection preparation; pressure washing; car detailing; and floor stripping, sealing, and finishing. Its products and equipment are approved by the USGBC, an organization the company actually belongs to, and in addition to the necessary LEED documents and procedures, GreenClean also has and knows those stipulated by OSHA for license and certification (including HAZCOM procedural plans, bloodborne pathogen exposure plans, and respiratory protection programs). Mahoney even founded his own GoGreen Club, a professional affiliation that connects and advertises area companies that support green initiatives and sustainable development.

The long-term results of Mahoney’s efforts depend on the economy and consumer spending on eco-friendly practices. But for now, thanks at least in part to his company, Albuquerque inhabits a much greener patch of the desert. —Annie Fischer

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Janitorial, LLC

» Post Construction Clean-Up » Janitorial Contracting » Carpet Cleaning

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• BBB Accredited Business • National members of the U.S. Green Building Council

Somfy motors and electronic controls for retractable awnings offer unsurpassed performance and reflect years of innovation and development. The result is a reputation for state-of-the art products that are simple to use and easy to install. Somfy is dedicated to providing quality assurance and satisfaction to each retractable awning industry partner as well as the 270 million end users worldwide.

877-43SOMFY www.somfysystems.com © Copyright Somfy Systems, Inc. 11/16/2011

the specialists

The Cover Artists

Awnings by Design’s combination of advanced technology and customer service has enabled it to build a solid lead in the specialized field of custom shading In the oppressively hot Southwest, homeowners are At a Glance Location Scottsdale, AZ Founded 1982 Employees 15 Specialty Installation of shade systems Annual Sales Approx. $3 million

Above: In the hot Arizona desert, Awnings by Design installs various shade systems to keep homes and businesses cool.

constantly looking for ways to stay comfortable both inand outside their homes, and outdoor businesses are desperate to find ways to shade their customers from the intense afternoon sun. Such conditions gave rise to a market for retractable shade systems, and a combination of superior customer service and technical expertise has enabled Awnings by Design to solidify its leading position within the competitive niche industry. “Awnings by Design’s success rests with our specialized custom installations,” company owner Brian Beachy says about his Scottsdale, Arizona-based company. “Nothing we do is off the shelf. Our work is designed to meet customer specifications.”

Beachy also attributes the company’s success to its close work with builders, designers, and architects to design and install shade systems that fit seamlessly with the home. When working on window shades in the design phase of a new home or remodeling project, for instance, Beachy’s company can install window shades

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inside the house wall to make them virtually invisible when not in use.

After purchasing the company in 2008, Beachy sought to advance Awnings by Design’s strong reputation for custom installations. “We’ve taken that same business model and infused it with higher-quality materials, a more diverse product line, and a renewed commitment to customer service,” he says.

This is perhaps most apparent in Beachy’s flagship retractable-awning system. The industry-standard retractable-awning arm uses two cables to open or close an awning 5,000 times—known as “cycles” within the industry. However, Beachy’s product far exceeds this standard. “Our mechanisms feature 8–13 cables with a polycarbonate coating for better protection against wear and tear,” he says. “This means our awnings are built to withstand 60,000 cycles.” In other words, Beachy’s awning frames often last more than 10 times longer than the industry average.

The same business ideals hold true in Beachy’s

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the specialists Awnings by Design offers drop screens that can be installed at the edge of a canopy for expanded coverage from the sun.

“We’re equally capable of creating an awning for a homeowner’s one-of-akind patio as we are for a restaurant owner’s sidewalk café or even large commercial projects.”

Brian Beachy, Owner choice of Somfy Systems to provide electronics for his retractable shade products. “We won’t budge on quality,” he says. “That’s why we selected Somfy. They consistently provide us with higher-grade, dependable, and reliable motors and electronic controls. “ And, he adds, “Because we are licensed to do electrical work associated with our installations—something very rare among our competition—we further ensure that our products work effectively from the start.”

This focus on perfection is also found in Awnings by Design’s approach to customer service. “Because most of our business is repeat and referral, we’ve especially focused on client satisfaction,” Beachy says. “If there’s an issue, we take care of it. It’s one of the reasons we have an A+ Better Business Bureau rating.”

In recent years, Beachy has extended this winning formula into related product lines. His company now offers stationary awnings and screens, adjustable louvered patio covers, and even aluminum lattices that resemble authentic wood.

Such diversification allows Beachy’s company to meet many marketplace demands. “We’re equally capable of creating an awning for a homeowner’s one-of-a-kind patio as we are for a restaurant owner’s sidewalk café or even large commercial projects,” he says.

Given his company’s recent expansion, Beachy is optimistic about his firm’s prospects. “I’m confident that our commitment to quality workmanship and customer service has us well poised for continued growth,” he says. —Mark Pechenik

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Top 5 Shading Products from Awnings by Design 1 Retractable Patio Awnings are self-supporting fabric awnings that can be pulled in to open up a patio on cooler days and evenings.

2 Retractable Patio Drop Screens move vertically to shade a patio from sun. They can also be used in the winter to keep patios warm.

3 Retractable Exterior Window Screens block the sun but not views. Exterior window screens cut the heat gain entering windows by up to 75%.

4 Retractable Interior Shades can be made of translucent screening that allows light to filter in and maintains outward views while still providing privacy.

5 Equinox Louvered Roof Systems are patio-cover systems with permanent structures around their perimeters featuring adjustable louvers. Each unit provides ventilation and comes with an integrated gutter system and an optional remote control.

American Builders Quarterly

the specialists

The Energy-Solutions Provider

Named the 24th fastest-growing energy company in the US by Inc., EDSS offers its clients supply and design of energy-efficient lighting systems while saving them money Growing up, David Ely dreamed of working for Walt At a Glance Location Brighton, MI Founded 2007 Employees 87 Specialties Lighting design and use of government incentives Projected 2012 Revenue $10 million

also offers its clients additional energy solutions through incentives, rebates, grants, and tax credits that few people or companies take advantage of or even know about.

According to Ely, he discovered the world of federal energy-efficiency incentives and rebates while working in different parts of the country on national accounts. There were, in fact, hundreds of grants from federal agencies available every year, through which his clients could afford energy-efficient upgrades and gain millions of dollars in additional incentives. What’s more, he found that state governments, utility providers, counties, and municipalities offer a whole gamut of incentives, rebates, refunds, and credits for which his clients could apply— they just had to find the time to do it and someone to do it for them.

So, Ely created an entire grant- and proposal-writing department at EDSS to research, write, and apply for unique incentive opportunities. And it has been paying

Photo: Larry A. Falke

The curving light fixture in this Mercedes-Benz dealership showcases EDSS’s design talents.

Disney as a cartoonist. But just as he was finishing high school, his father, then a lighting sales representative, became ill and asked his 18-year-old son to help out at his work temporarily. Ely put his own goals aside, and by the time he was 21, he found himself with a wife, a house, and a successful career.

“I fell into this career by accident,” Ely says. “I never had any intention of getting into this line of work. Art is my background and my first love.”

He started applying his first love in the design of lighting fixtures, and he discovered that he had a real talent for it. It wasn’t long before Ely was working with national accounts, designing custom lighting fixtures and systems for the likes of Taco Bell. By 2007, he had sold off his first company and founded another one with his wife.

But the new venture, Energy Design Service Systems (EDSS), is more than just a lighting-design company; it

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Photo: Larry A. Falke; Balfour Walker

the specialists

Top, above: Though the majority of EDSS’s business with bigger clients is still focused on lighting design, 90% of the company’s work with other clients involves seeking out and applying for money-saving incentives.

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“You think the [utility provider] is going to tell you that you’ve got the wrong rate?

It’s up to the person or the company to dig up that information.

That’s what people pay us to do.”

David Ely, CEO

American Builders Quarterly

the specialists

Help Qualify for EPAct and Home Builder’s Credit Top 3 Energy-Efficient Lighting Products offered by EDSS 1 Good LED lights and bulbs are critical to getting the most out of lamp life.

2 T-5 fluorescent bulbs are smaller and maximize energy efficiency. About the size of a pencil, they are half the size of the traditional T-12 bulbs.

LED

LIGHTING Recessed Retrofit Under Cabinet

3 Induction lamps are maintenance free, highly energyefficient, and last about 20 years, which makes them particularly useful in hard-to-reach spots such as 40-foot-tall shopping mall ceilings.

Tapelight Puck Lights Lightbars Step Lights Track & Rail Pendants

off ever since. Since 2008, the company has obtained about $300 million in incentives for its clients, and this growth shows no signs of slowing. Whereas lighting design and supply continue to play a critical role in EDSS’s dealings with bigger clients such as MercedeBenz US and Marriott Hotels, incentives now dominate, accounting for 90 percent of the business. As Ely points out, incentives don’t always come in the form of cash; they can also be deductions, credits, property tax credits, refunds, or rebates. An incentive, he says, can just mean paying less on your electric bill.

“There are layers of incentives people don’t apply for because the process is too complicated; they don’t know about them or understand them,” Ely says. “And they don’t think incentives can apply to for-profit businesses.”

EDSS also has staff who are trained and licensed to document and certify a building’s energy efficiency according to Energy Star Certification requirements. And that official Energy Star Certification brings credits and savings that can apply to a company’s payroll tax, property tax, and much more. Through its energy department, EDSS conducts energy audits to find out where its clients are unknowingly wasting energy in their buildings. In one case, the firm discovered a client was being billed at the wrong rate in the wrong category. It may sound like a small mistake, but EDSS wound up saving that client $23,000 per year in real money.

“You think the [utility provider] is going to tell you that you’ve got the wrong rate?” Ely says. “It’s up to the person or the company to dig up that information. That’s what we do.” —Cristina Adams

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800.686.6672

www.noralighting.com

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The High-End AV Guys

At Service TECH, it’s about employee treatment and design aesthetics as much as it’s about top-of-the-line technology In 2003, Chris Pearson, then the vice president of a At a Glance Location Austin, TX Founded 2003 Employees 54 Specialties Commercial and residential audio-video installation and maintenance 2011 Revenue $6.8 million

Above: By approaching this entertainment room with a designer’s eye, AV firm Service TECH won a Best Theater award at the 2010 Austin Parade of Homes.

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commercial audio-video company, had a moment of realization. “No one in the industry seemed to be putting an emphasis on employees and how they’re treated, and that impacted the quality of work,” he says. “I thought I could build a better business model, so I decided to put my money where my mouth was, launch a business, and see what happened.”

What happened, Pearson says, is that his business, Austin, Texas-based Service TECH, Inc., saw exponential growth at a time when the US economy was tanking.

Founded in 2003, with just a vision and a single employee, today it has a staff of 54 and $6.8 million in annual sales.

According to Pearson, he began by furnishing employees with all the tools they needed to get the job done. “I saw a lot of excuses for poor performance, from ‘we had to share a ladder’ to ‘we don’t have current software,’” he says. “My strategy was to hire the right people, arm them with every resource imaginable, then let them do what they do best. Then, if it doesn’t work, the individual has to be accountable.”

Service TECH also places an emphasis on aesthetics as well as technology. “It’s a low-barrier industry; anyone can be an AV guy,” Pearson says. “And most of them do it the same way: they can’t wait to tell you how smart they are by throwing out confusing acronyms. We take more of a design approach. It seems like a no-brainer, but it’s quite unique. It’s given us access to the architecture and interior design community, and it’s enabled us to focus on the high-end residential and commercial business.”

Although Service TECH’s projects run anywhere from $1,000 to millions, the typical residential project, for a home valued at more than $1 million, is in the $50,000 range. Such was the case with the 26,000-square-foot King Fisher Street residence in Fort Worth, Texas, which Service TECH completed in 2012 at a cost of $400,000 to finish out the $700,000 system. “We took over the project in its final phase, which required us to do three months’ worth of work in three weeks,” Pearson says. “But because of our employee resources, we had different people doing different components of the job, and that allowed us to meet the deadline.”

American Builders Quarterly

the specialists

“My strategy was to hire the right people, arm them with every resource imaginable, then let them do what they do best.”

Chris Pearson, Founder and President

Top 5 AV Products Favored by Service TECH 1 Trufig is an installation platform that puts electrical outlets, light switches, and other receptacles flush with the wall.

2 Sonance Architectural Series speakers come in various configurations in order to fit a home’s lighting design and keep ceiling details consistent.

Service TECH has even outfitted master bathrooms for audio-visual excellence.

Commercially, the company is frequently hired by small businesses and real estate developers. In 2010, for example, Service TECH completed the Arthouse at the Jones Center in Austin, and it was hired to do all the wiring for the Austin W Hotel & Residences, a multiunit condo project that cost $3 million. “Around 50 individuals purchasing units also hired us to do custom AV finishes, and that’s ongoing,” Pearson says.

“Employee experience leads to client experience,” he adds. “By focusing on our people, who are our most valuable asset, we keep the same faces, which our clients love.” —Julie Schaeffer

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3 The iPad is becoming the primary touchscreen control device.

4 Crestron control systems eliminate the need to walk from room to room to adjust audio-visual components, lights, temperature settings, and drapes.

5 Lutron lighting is simply the best technology for lighting systems.

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the specialists

The Artisans’ Champions

Selling hand-forged iron products made stateside and in Colombia, Artesano Iron Works is reinvigorating an Old World craft in the United States People love handcrafted goods, but though a

segment of the American population is adept at making cookie-dough ornaments, piecing together license-plate wall hangings, and forming ceramic wind chimes, centuries-old skills such as hand-forging iron and casting bronze have become lost arts for most. While still popular in Europe and South America, the processes have given way in the United States to the cost benefits of assemblyline automation and outsourcing to places such as China.

However, entrepreneur Jaime Kaplan and his company, Artesano Iron Works, are bringing the production of intricate metalwork back to American soil, and the small firm is slowly expanding because of its specialized niche.

In 1999, Kaplan, a Colombian native, had for more than 15 years been importing furniture handmade from reclaimed wood when an idea struck him. On a trip to Bogota, he realized the possibilities in showcasing and selling various artisans’ unique iron work in the United States himself. He came home and opened Artesano with a retail storefront in Philadelphia. Then, his friend, Ivan Roa, after seeing the beautiful products, became Kaplan’s partner, and they acquired an old warehouse in Philadelphia’s historic district.

“It was a big space in the style of a New York loft, with original brick walls; big, beautiful windows; and high ceilings, and we remodeled it and turned it into a twofloor, 8,000-square-foot showroom,” says Ivan’s brother Igor Roa, now the manager of Artesano.

Artesano started by selling wood and iron furniture, “but after a while people began asking, ‘Can you make a railing? Can you make a door?’” Igor says. Today, the company’s line includes furniture, railings, gates, fences, doors, balconies, lighting, accessories and art—as well as reclaimed wood furniture.

During the first year, Artesano used the warehouse as a showroom, with sales offices and a retail storefront.

But the building itself was so beautiful that people began

asking whether they could rent it out for private events.

The company received so many requests that it opened a new showroom in the historic town of Wayne, Pennsylvania, part of the main line of Philadelphia, and it now uses the original studio entirely as a bookable event hall called Artesano Gallery. “The gallery also [still] showcases Artesano’s work, as all of the tables, chairs, railings, accessories, and wall art are made entirely by the hands of the firm’s artisans,” Igor says.

Now, from its new 5,000-square-foot showroom in Wayne, Artesano oversees its home décor and architectural division—which fashions railings, fences, gates, wall art, furniture, and accessories—and a hardware division— which makes smaller items, including door knobs, hooks, hinges, and fireplace screens. The firm has 30 full-time employees, including architects, graphic designers, marketers, woodworkers, blacksmiths, and painters. Each project, which is individually designed and handmade, takes anywhere from two to four months to produce depending on the size of the project.

At a Glance Location Philadelphia Founded 1999 Employees 30 full time Specialty Importation of high-end ironwork 2011 Sales Growth More than 10%

Artesano takes many orders for custom ironwork such as this 18’ x 10’ gate with facing peacocks.

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“[We started selling wood and iron furniture], but after a while people started asking, ‘Can you make a railing?

Can you make a door?’”

Igor Roa, Manager

Artesano’s product line includes railings as well as fences, doors, balconies, lighting, and more. The company also offers reclaimed wood furniture.

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Each project starts with a meeting with the homeowner, architect, or interior designer, where ideas are discussed and rough sketches are drawn. The approved design is then put into a CAD program, and blueprints are created. From there, production takes roughly 16 weeks. Most of the iron forging is done in either Colombia or the United States. The pieces are then shipped to the Philadelphia workshop, where assembling is done and finishes are applied. On occasion Artesano has outsourced to a local metallurgical company, King Architectural Metals, for materials, but for the most part everything is done by the business’s own staff.

A recent project the company is particularly proud of is an iron gate with two facing peacocks, built for a private residence in Philadelphia at the customer’s request. The gates are 18 feet long and 10 feet high. The peacocks, which themselves are about eight feet long, are done in intricate layers and multiple colors.

Artesano’s business is booming, and 2011 was its best year. Also, because of the number of clients Artesano is working with in New York, the company plans to open up a showroom in Manhattan in the near future. It hopes to eventually have a space on the West Coast as well, an area where it is already building a strong name for itself.

—Lynn Russo Whylly

A Message from King Architectural Metals King Architectural Metals is North America’s largest provider of decorative and ornamental metals with more than 9,000 products in stock. We also provide gate operators, custom plasma cutting, light-grade construction steel, and railing and fencing supplies—all shipped the same day your order is placed. Visit us at Kingmetals.com.

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You can rely on the highest quality products at the most competitive prices—every day!

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Anchin, Block & Anchin LLP Accountants and Advisors to the Architecture and Engineering Industry Phillip Ross phillip.ross@anchin.com Paul Gevertzman paul.gevertzman@anchin.com

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the specialists

The Site Inspectors

Tectonic Engineering & Surveying Consultants PC is performing controlled inspections and testing for the new World Trade Center and other projects Nearly 12 years after the devastation of 9/11, the city At a Glance Location New York City Founded 1986 Employees More than 400 Specialties Construction, engineering, and inspection services Annual Sales $52.3 million Above: For the construction of World Trade Center towers 1 and 4, Tectonic is conducting testing of the concrete, structural-steel, and foundation work.

of New York has made substantial progress in reconstructing the World Trade Center site. The Port Authority of New York & New Jersey wants to make sure the new buildings continue to go up smoothly, so it has hired Tectonic Engineering & Surveying Consultants PC. The firm performs controlled inspections and testing of earthwork, foundations, concrete, masonry, structured steel, fireproofing, etc., and it’s now overseeing the construction of World Trade Center towers 1 and 4.

“The whole idea of the special inspections and third-party testing,” company president and CEO Donald Benvie says, “is to perform Quality Assurance/Quality Control [QA/QC] monitoring and oversight of the construction project to ensure it meets … building-code requirements as well as the design plans and specifications.”

To perform special inspections and materials testing that meets the requirements of the various regulatory

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codes governing QA/QC activities, Tectonic relies on a variety of tools and equipment. “The most important tool is the knowledge and visual observation—or, the eyes— of the inspector,” Benvie says. Tectonic employs experienced professionals who have the necessary training, certification, and experience—and who are also familiar with the construction process and the methods and materials used during its course.

The firm also does substantial testing off-site, but this comes later. “The testing aspect of the work, confirmed and supported with the actual numerical results of the testing process, verifies the visual observations in the field,” Benvie says.

Inspections of concrete, structural steel, and a building’s foundation are among the most important in a materials-testing firm’s work. And inspection of each of these materials comes with its own set of specifics.

Before the concrete is placed, Tectonic double checks the reinforcing rebar to ensure its location,

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spacing, and size comply with design plans and fabrication drawings. The firm then conducts various on-site field tests, including air entrainment, microwave testing to determine the concrete’s moisture content, and slump testing and casting of concrete cylinders, which are taken to the laboratory to check for compressive strength.

Periodically, inspections are also made at the concrete batch plant to verify the batching procedures.

Structural-steel inspection also involves both field and lab inspection. “In addition to the building code and design plan and specifications,” Benvie says, “the most important part of the field inspector’s work is to verify the sizing of the steel members and make sure the connections between the steel pieces are done properly.

This is verified by focusing on the welding and bolting of the connections.”

During earthwork, including excavating and the preparation of a project’s foundation, Tectonic confirms the removal of all weak or soft subsoil materials that would negatively impact structural support. “Part of the inspector’s role is to visually assess the final excavation level and make sure the foundation subgrade is competent,” Benvie says. Other responsibilities during the earthwork phase of the project may include pile-driving inspection and compaction testing of backfill.

While Benvie acknowledges “a process is a process,” he admits the magnitude of a project such as World Trade Center towers 1 and 4 requires a greater level of effort and expertise. “You are inspecting the same elements,” he

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“The most important tool is the knowledge and visual observation— or, the eyes—of the inspector.”

Donald Benvie, President and CEO

World Trade Center towers 1 and 4 are only partially completed. As the buildings continue to go up, it’s Tectonic's work that will ensure them a longer lifespan.

says, “but you are inspecting them on a much larger scale.” Additionally, he notes that greater coordination is required because of the work being done on infrastructure and other support facilities below the buildings.

Demand for special, controlled inspection and materials testing is rising. Benvie says what once was a secondary consideration in the construction process is getting more attention as project owners and public agencies realize the cost value of implementing strong QA/QC programs. “The lifecycle cost of a structure,” he says, “is influenced by the quality—or lack of quality— of the work during the construction process.”

—Jennifer Hogeland

American Builders Quarterly

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The Community-Minded Air Experts AJ Perri’s commitment to community and quality have helped keep its name at the forefront of current and future customers’ minds Operations manager Jim Henkel takes AJ Perri Inc.’s At a Glance Location Monmouth, NJ Founded 1971 Employees About 225 Specialties Installation and repair of HVAC and plumbing

Above: AJ Perri offers 180 hours of in-house training from various manufacturers to keep its employees in the HVAC vanguard.

commitment to quality, customer loyalty, and customer service as a lot more than just company talking points. He is invested not just in the HVAC and plumbing company’s current customers but in future ones. “It’s not enough to simply sell a person a furnace,” Henkel says. “I want to build a relationship so that Mr. Perri’s great-grandson sells that person’s great-grandson a furnace.” Henkel and the rest of the company work toward that goal with equal parts business savvy and community investment, holding all associates responsible for building relationships with their customers.

Founded in 1971, AJ Perri began as a heating and cooling company and added plumbing to its collective skill set four years ago. “We all want to exceed our customers’ expectations,” Henkel says, “from the customer-service representatives to the technicians to Mr. Perri himself.”

AJ Perri doesn’t just distinguish itself by its excellent customer service, though. Deeply involved in local charities, both as a company and as a group of individuals, the AJ Perri name extends beyond the world of HVAC and plumbing installations and repair. The company’s extensive charity work—for organizations

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as varied as the YMCA, Habitat for Humanity, and a local food bank—keeps its name recognizable in a number of communities. “Any time you give back to the community, it’s a good thing, and the communities of Monmouth, Ocean, Mercer, Middlesex, and Union County, New Jersey, have recognized that,” Henkel says. The firm regularly sponsors sports teams for local youths, investing in the very people it looks forward to winning as AJ Perri customers later on.

Although the company clearly stands for a lot more than heating, cooling, and plumbing, behind its charitable work is, of course, an excellent product and a deep-seated commitment to customer satisfaction. Because HVAC systems change frequently, AJ Perri offers 180 hours a year of training to its employees and makes a point to bring manufacturers to its headquarters so that employees can learn in-house. That way, Henkel says, “Everybody’s accountable.” With efficiency codes pushing major changes in products such as furnaces every two to three years, this professional development of the staff is essential to exceeding customer expectations.

AJ Perri works toward its goal of selling furnaces to its current customers’ future great-grandchildren with the belief that everyone on staff is equally important to

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“We all want to exceed our customers’ expectations—from the customer-service representatives to the technicians to Mr. Perri himself.”

Jim Henkel, Operations Manager

the effort. Henkel is adamant that “every employee is the most important employee” in the company. “It’s a circle,” he says. “The customer-service representatives are our first point of contact, so they’re the most important employees. As the customers meet or talk with dispatchers, installers, and technicians, then they become the most important employees.”

This sense of shared responsibility and shared pride extends even to external contractors such as the Connection Company, which has been AJ Perri’s IT provider, Henkel says, since “they were just Chris and George. They’re amazing.”

Sowing good will in the community—backed by consistent, high-quality service—has reaped real results for AJ Perri. Twenty-two percent of its sales are referrals from happy customers, and the company’s technicians regularly leave coupons with customers to share with friends and neighbors. The firm’s charitable heart and a desire to succeed have formed the core of its business strategy. “I like it when a customer tells us, ‘Wow, I’ve never seen that before,’” Henkel says. “And that’s how we’re going to run this business. We’re going to make our customers happy.” —Laura M. Browning

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The Reliable Painters

Consistent pricing and practices have kept Williamsen & Bleid painting the Portland, OR, skyline for 130 years At Williamsen & Bleid, Inc., one of the oldest

Williamsen & Bleid applied exterior sealer to the 31-story Mirabella Portland Retirement Community in 2012. The firm prefers to work on larger projects with reliable general contractors.

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companies in Oregon, business is all about keeping what works. Although the commercial and industrial painting contractor has changed hands four times in its 130 years, its foundational philosophies and business practices have remained a permanent fixture.

The company is dedicated to fair pricing, consistency, communication, safety, and hard work, At a Glance and this has brought the firm an enviable amount of repeat Location business .

Portland, OR The history of Williamsen & Founded 1881 Bleid stretches back to 1881, Employees when Reinholt Williamsen, 50–100 an immigrant from Norway, Specialty established the business. He Commercial and industrial began by painting small projects painting around Portland, and by the turn

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Above, left: Williamsen & Bleid also applied paint and wall coverings at the Mirabella retirement complex. The firm wins such high-profile bids largely because of good pricing.

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“I attribute our success to three key factors: one, we are consistent in pricing and communication; two, we deliver projects on time; and three, we care about the end result, both financially and from a quality standpoint.”

Mike Nyland, President

of the century he was the largest painting contractor in the city. In 1921, he took on a partner, Frank Bleid, but after Bleid died unexpectedly eight years later, Reinholt turned the business over to his son, William, in the 1930s.

William ran the business until 1974, when he sold it to Richard Nyland, a dedicated employee, and Mike Nyland bought the business from his father in 1984. By 1990 Mike, who is still company president today, had almost entirely phased out Williamsen & Bleid’s work in the residential sector, focusing the business instead on the commercial and industrial markets, where it continues to thrive today.

“I attribute our success to three key factors: one, we are consistent in pricing and communication; two, we deliver projects on time; and three, we care about the end result, both financially and from a quality standpoint,” Mike says. Williamsen & Bleid places bids on numerous projects each year, and Mike estimates that good pricing is responsible for about 90 percent of the projects his firm is eventually awarded. “The remaining 10 percent is past history with our clients,” he says. Whether because of pricing or strong history, 99 percent of the company’s projects come from repeat business, which Mike attributes to his firm’s honesty and hard work as well.

The company also cares a great deal about its safety record. “We believe in providing our employees and the other trades—as well as the public—a safe and green environment in which to work,” Mike says. “Safety is essential to the profitability of any company.”

Williamsen & Bleid completes several hundred projects a year, with approximately 30 happening at any

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one time. The jobs range from $10,000 to $2 million, and because it occupies a niche market, the firm prefers to work on large projects with contractors it respects.

Two recent notable projects include the Mirabella Portland Retirement Community and Intel D1X. Williamsen & Bleid applied the paint, wall coverings, and exterior sealer on the 31-story retirement complex in early 2012. And 10 painters have spent more than six months painting the buildings that support Intel’s new facility; the project, which is nearly complete, entails more than 120,000 square feet of surface area.

Over its many years, Williamsen & Blied has acquired the skills necessary—including sand blasting, finishing installation, wallpapering, lead removal, and gold leafing—to tackle diverse challenges in its niche, and this too has been a part of its success. “I think what makes us unique is that we can handle any project we take on,” Mike says. “It might sound boring, but the people that taught me the industry had a very hard work ethic. They were honest people, and they cared. This is very much a nuts-and-bolts industry. So, if you do your job, and you do it correctly, you’ll succeed.” ­— Jennifer Hogeland

A Message from Miller Paint Miller Paint has been serving the Northwest since 1890 with outstanding customer service and high-quality coatings made for the Northwest climate. Williamsen & Bleid is one of our longest continued customers, and we appreciate its patronage. The employee owners of Miller Paint congratulate Williamsen & Bleid on its continuing success.

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The Gleaming-Floor Gurus

D&B Industrial Floor Coatings is gaining ground in the polished-concrete market thanks to a focus on sustainability and staff expertise The construction of a four-story, 115,000-square-foot At a Glance Location Germantown, WI Founded 1964 Employees 50 Specialties Full-service concrete-floor polishing, coating, installation, and restoration

research and teaching facility will almost always win its builders an attentive audience. And when the high-profile project in question is Marquette University’s brandnew College of Engineering—intended to inspire and educate the next generation of building professionals— that attentive audience will also be a lasting one. D&B Industrial Floor Coatings, Inc., which won the bid for the facility’s flooring system, kept this attention in mind when designing and installing more than 40,000 square feet of polished and dyed concrete.

For the project, D&B treated its densified concrete slabs with a final stain protectant that resists daily splash and spill and eliminates the need for waxing, and extensive polishing and dyeing gave the concrete an aesthetic appearance in keeping with the College of Engineering’s design. “[It’s] a slightly daunting undertaking,” D&B president and owner Brad Van Dam says of the Marquette University project, “knowing your work will

daily be viewed by up-and-comers in your industry, engineers with an eye for detail, and the people who teach them. It was a challenge we enjoyed taking on.” It was thanks to its growing presence and knowledgable staff that D&B won the bid for the academic facility, and the firm’s emphasis on sustainability took the project—and is taking D&B itself—to the next level.

D&B got its start in the mid-1950s as a division of Wilm Janitorial, founded by Bernard Wilm. In 1964 the flooring division was incorporated as a separate business, and Wilm’s son Dennis nurtured its growth. Today, Van Dam, Dennis Wilm’s nephew, sustains the family tradition, and projects now range from small restorations to million-square-foot corporate distribution centers.

A strong presence in the retail and commercial sector accounts for approximately 60 percent of D&B’s revenues, largely because of the firm’s arrangements with big-name companies. In 2004 and 2005, the business won a contract with Home Depot to seal and polish the D&B's highly trained staff can polish and seal a concrete floor quickly and sustainably.

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floors of the company’s Midwest and Southern retail outlets, and the success of that relationship spurred the company to establish similar contacts. “We began working with other retailers on the top 10 list,” Van Dam says, “to prevent one client from accounting for too much of our annual volume.”

With more than 50 full-time employees, continuing education is one of D&B’s highest priorities. The company trains its field staff on updated, innovative techniques and procedures through in-house and on-site instruction. Staff members attend monthly Saturday sessions with major vendors and suppliers, and foremen are OSHA-certified in safety and health hazards. “We’re committed to cross-training our staff so we can respond quickly to client demands,” Van Dam says, “and so [the staff is] equipped to handle all different systems in short installation windows.”

That set of systems increasingly includes green building practices, so D&B targets low- to zero-VOC floor treatments whenever possible; the company’s goal is to

Top 5 Steps of a Concrete Floor Polishing

1 Evaluate the floor conditions of a new or existing facility thoroughly.

2 Listen to and understand the client’s expectations for the floor’s lifecycle.

3 Present a thorough proposal with descriptions of the work involved and on-site samples. This will help set the client’s expectations.

4 Prepare thoroughly with prepour planning, preinstallation conferences, and protection of the concrete prior to installation of the polished system. It’s also best to develop a comprehensive floor-protection plan, a maintenance procedure, and a protection schedule.

5 Install polished slab to match the specifications.

““[It’s] a slightly daunting undertaking, knowing your work will daily be viewed by up-and-comers in your industry, engineers with an eye for detail, and the people who teach them.”

Brad Van Dam, President And Owner eventually eliminate solvent-based coatings entirely.

Because of this, each product used in the Marquette project contributed LEED points, from the final stain protectant to the recycled and reclaimed diamond pads used in the polishing process.

Van Dam says his firm’s greatest challenge is managing customer expectations. Commercial carpets may require replacement in three to seven years, but clients know exactly how it will look the day they install it.

With polished concrete floors, clients commit to variations and a more subjective system. “But,” Van Dam says, “you also get lower maintenance costs, potentially a longer life, and a more unique look with character.”

—Annie Fischer

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A Message from Advanced Floor Products Since creating the concrete polishing industry in 1996, the RetroPlate® Concrete Polishing System by Advanced Floor Products has transformed more than 150 million square feet of concrete into beautiful surfaces of strength and longevity. Among the many unique qualities of the system are the green practices employed during the RetroPlate® process and its long-lasting, sustainable benefits. Advanced Floor Products is proud to have worked with D&B Industrial Floor Coatings, Inc. on many of its projects, and we congratulate the firm on its long-standing achievements and successes in the industry. For more information on the RetroPlate® Concrete Polishing System, call toll free 888.942.3144 or visit retroplatesystem.com.

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G ro c e ry In d u stria l L E E D M an uf ac tu rin g M e d ic al Re sta u ra n ts

WOOSTER GLASS COMPANY, Inc. Since 1947

R E S I D E N T IA L

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C O M M E R C IA L

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S P E C IA LT Y

• Store Fronts • Mirrors “Our relationship with Bogner Construction is ninety years young. This recently completed office building for Western Reserve Group is one example of the value that a coordinated, design-build delivery method can provide for our clients.

We are proud to be part of the Bogner team.”

• Commercial & Industrial Glazing • Auto Glass Installation • Tub & Shower Doors Wooster Glass has been providing quality service since 1947. We pride ourselves in our dedication to quality workmanship and customer service.

“Give Us The Break”

Est. 1913: Christian, Schwarzenberg & Gaede Company

Jim Neville, President 3570 Warrensville Center Road, Suite 106 Shaker Heights, Ohio, 44122 T: 216.283.1300 F: 216.283.4551 www.nevarch.com

419 S. Market Street • Wooster, Ohio 44691 Ph 330.264.8652 • Fax 330.262.7025 • www.woosterglass.com

Delivering Quality • Defining Value • Since 1947 At Hicks Roofing we believe it is our duty and obligation to know the benefits and liabilities of all the products available in our industry, and to understand the needs and priorities of our customers so that we can recommend the right system for your particular situation. Thank you for choosing Hicks Roofing for this important project.

SERVICES • Consulting, budgeting, long term planning • 24 Hour Repair Service • Maintenance & Repair Programs • Warranties • Administrative Support • Financial Stability • Safety Training • On time & On Budget

“Quality comes from experience” 2162 Pleasant Valley RD NE • New Philadelphia, OH 44663 • P (330) 364-7737 • TF (800) 750-4425 • F (330) 343-1393 • www.hicksroofing.com

the specialiststhe through

years

Bogner Construction Company In rural Ohio, Bogner Construction Company has stood strong for more than 100 years. “The reason we’ve been able to be successful is our diversity,” president Theodore “Ted” R. Bogner says.

“In this part of Ohio, you have to be able to do a variety of different things and meet a variety of different challenges, primarily as a general contractor.”

The firm’s rich history includes construction of many of the area’s historic buildings, one of its founders became a mayor, and at the turn of the century, it progressively employed Italian artisans.

“They didn’t speak any English, and my grandfather spoke no Italian—and you didn’t have withholding and tax reporting in those days, so he put them down as Italian No. 1, Italian No. 2, Italian No. 3, etc,” Ted says. Such stories evidence the firm’s long path into the present age.

Nowadays, Bogner Construction comprises 50 to 200 employees, depending on the season, and it takes on entire projects from start to completion, including manning and administration. It also remains embedded in the local business scene—still working with some of the same large clients that helped it launch four generations ago.

1940s–1960s

Late 1944 A pact in Foggia, Italy Richard Bogner (pictured above right), a master sergeant with the 34th Infantry Division, is on the west side of the Apennine Mountains when he’s wounded near Bologna, Italy.

Given a silver star and sent to Rome to recuperate, he hitches a ride to visit his brother, Pete, who is stationed on the east side of the Apennines, at Foggia, with the 8th Air Force.

“In a local tavern they made a pact that if both made it through the war, they would come home and join their father in the construction business as the second generation,” Ted says. Later, happily, they both make it home, and Theodore Bogner and Sons, Inc. becomes a leading general contractor in central Ohio.

—Ruth E. Dávila 1897 Bogner Construction is founded In Wooster, Ohio, Theodore I. Bogner (left), who specializes in carpentry and rigging, founds the construction company with his brothers, who are also carpenters. The Bogners at this time have already been in town for a generation. “My great-grandfather was a blacksmith and a rigger,” Ted says. “In the Civil War, he built pontoons.”

1913 A formalized partnership Long, who specializes in masonry and concrete work, formally enters the business, creating Bogner and Long Construction Company. He and Theodore remain partners until 1929, when Long retires and is elected as mayor of Wooster, holding the position for about a decade.

Theodore continues running the company as Theodore Bogner Carpenter and Builder until 1945.

1901–1909 Key relationships formed Partnered informally, Theodore and William Long enter into relationships with seven local organizations. Their company continues to work on projects annually for these and other key clients, including (listed here under their 2011 names) the Ohio Agricultural Research & Development Center, the Gerstenslager Company, the Wooster Brush Company, Wayne County Commissioners, the Wooster Area Chamber of Commerce, Wooster City Schools, the College of Wooster, the city of Wooster, and PNC Bank. “This is northeastern Ohio, where we have a strong rural business ethic driven by a strong Amish contingent,” Ted says. “Three of those companies are public firms, and for them we have to have a contract. For all the rest, all our work is done on a handshake.”

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1966 Ted Bogner joins the firm After graduating with a degree in construction from Arizona State University, Ted almost goes another route. “I interviewed with one of the largest firms in the US, and they wanted to send me to Vietnam to rebuild bridges,” he says. While he’s contemplating that opportunity (which he admittedly “wasn’t real crazy about”), he gets a telegram from his uncle that reads: “Opening in this company. Please consider.”

1966–1979 The second generation grows up “Putting my father and I together in the same office was like putting two wildcats in a gunny sack, so I worked out in the field as a project superintendant,” Ted says. “When my father retired in late 1979, I came into the office.” Ted Bogner manages projects ranging from hospitals to educational facilities to a series of grocery stores. In 1970, Bob Bogner also joins the firm after serving a 14-month tour of duty in Vietnam.

1979 Reclaiming a name Ted’s cousin, Robert Bogner, becomes vice president and secretarytreasurer. The two take over management of the company and restore the original name: Bogner Construction Company.

“In a local tavern they made a pact that if both made it through [World War II], they would come home and join their father in the construction business as the second generation.”

Theodore R. Bogner, President

1987–1989 A fourth generation, a new division Tim Bogner (Ted’s son) and Brian, Mike, and Adam Bogner (Robert’s sons) begin working at the firm (all of them pictured left). And, in 1989, Bogner Construction Management Company, Inc. is added to the business. “We formed the construction management company in response to the marketplace,” Ted says. “That’s about the time construction management started to become more prevalent.”

1989–2011

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1990–2011 New projects, an anniversary Bogner Construction tackles a few hallmark projects, including, in 1990, the Allen County Justice Center—a six-story jail and courtroom facility in Lima, Ohio—and, in 1994, the Wooster High School—a 386,000-squarefoot education space. In 2007, at a luncheon, the firm celebrates its 100th anniversary by honoring centennial relationships with eight clients, all of whom are still going strong and who’ve been Bogner’s partners since the beginning. ABQ

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transformed

Transform

A Racetrack’s Repavement Remedy

Photo: Christian Petersen

Then: The 20-year-old asphalt at Phoenix International Raceway was deteriorating and had to be patched to make it through each race weekend

Repavement of the Phoenix International Raceway led to other alterations to the track's turns and walls.

Now: An overhaul of the pavement has resulted in a smoother, more spectator-friendly track

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Phoenix International Raceway

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tried to figure out exactly what was there— what the banking was and what the transitions were coming in and out of the turns.

From the survey we generated a computer model and ran simulations to get an idea of what was going to happen when we repaved the track and what it would do for the racing.

In the case of the Phoenix, we found out if we just repaved it, we’d be back to a single-file race for the next five to six years

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Phoenix International Raceway is one of the premier racetracks in the country, but in 2011 the asphalt on the course was deteriorating constantly because it hadn’t been repaved in roughly 20 years. A series of subcontractors undertook a replacement of the track’s surface beginning on March 1, 2011, and they completed it in time for the Kobalt Tools 500 in November. Here, Martin Flugger, track engineer, discusses how the project was finished so efficiently. a s told to je nnife r hoge la nd We started the repavement process by doing an extensive survey of the track. We

Haskell Company

until the lower grooves started wearing out.

That was not what we looking for.

We looked at ways to alter the track to

have good, competitive racing from day one.

As we began going through iteration after iteration of changes to the track, we ended at over 20 iterations to get the track where we needed and wanted it. We settled on a variable-bank scenario, where turns one and two and the dogleg had 10- and 11-degree banking and turns three and four had 8- and

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9-degree banking. We pushed the track back about 95 feet further south of its original position. It picked up 4 feet in vertical elevation, so the track was sitting on a higher plain than it was before. All those little things got us to where we wanted to be in terms of competitive racing, and it helped the sight line from the grandstand.

Track modifications required additional work to be done on the inside and outside of

the raceway. There were a lot of little pieces of the puzzle that—after we got the banking solution worked out—needed to be adjusted before the track was in racing condition again. The walls needed to be extended in turns one, two, three, and four because the grade was brought up. By making the walls taller, most of the fencing came down and needed to be reconstructed around the track.

We had to move and then rehang the lights on the interior and exterior, positioning them to shine on the new track and the new banking configuration.

With the changes made, we ensured we’d get good, competitive racing on day one.

“[Because of our renovations], the spectators were able to see as much of the track, if not more, than they saw before.”

Martin Flugger, Track Engineer americanbuildersquarterly.com

Fans coming to the track were able to watch quality racing immediately following the repave. By picking up and raising the track, the spectators were able to see as much of the track, if not more, than they saw before. In most cases the seats had better sight lines than prior to the repaving; fans are able to follow the cars longer around the track.

A handful of contractors were involved

in the repavement project. The project started March 1, 2011; on August 29, construction was complete. Goodyear spent

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Photo: Randall Bohl

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the month of September testing, [and] the track was ready by November 1.

Howard S. Wright Construction [Co.] was the general contractor on the project.

They managed the job and were responsible for lining up the subcontractors. Ajax Paving Industries, Inc., a company out of the Michigan area, was our main paving contractor. We went through a screening process and chose Ajax for the job. They did an outstanding job. We got a racetrack that met our specifications and exceeded our expectations.

The contractor that demoed and graded everything was Markham Contracting Co., Inc. Smith Fencing took down and put up all the fencing. Southern Bleacher added a new mile of wall on the outside and inside of the track.

Ajax Paving Industries, Inc., hired by the general contractor of the project, Howard S. Wright Construct Co., conducted the actual paving work on the track, which involved carefully working with the angles of certain turns.

The hardest part of doing a track-paving project is having patience. We went

through an intensive testing process to make sure the material being produced at the plant was correct, to ensure the placement was being done right, and to verify the density was where it was supposed to be. The pavement process is slow and takes a lot of patience by all involved. ABQ

A Message from Speedie & Associates While Speedie & Associates routinely works on a wide variety of challenging projects, Phoenix International Racewa was one that was particularly rewarding. The opportunity to work alongside such a motivated and talented group of people—and to see the results of everyone’s efforts on race day—was absolutely fantastic!

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inspection services to hundreds of clients statewide.

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We know that you have many choices when it comes to selecting a heating, ventilation, and air conditioning contractor.

It takes much more than technical expertise to satisfy the requirements of today’s competitive business environment.

Service Mechanical was formed to care for companies with sophisticated, highly technical equipment. We specialize in the re-design and replacement of existing commercial Heating, Ventilating and Air Conditioning Systems.

847.342.9100 www.servicemechanical.com

www.speedie.net American Builders Quarterly

Photo: Robert Rydin

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Rectified Ventilation

Holy Name Cathedral was built in 1929, and it still had its original steam radiators before Service Mechanical came and replaced them with an energy-efficient system.

Then: Outdated steam radiators and poor air flow overheated the rectory of Chicago’s Holy Name Cathedral

Now: An energy-efficient water-source heat-pump system, installed by Service Mechanical Industries, has brought comfort americanbuildersquarterly.com

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Photo: Robert Rydin

As the seat of the Roman Catholic Archdiocese of Chicago, Holy Name Cathedral houses both residents and the occasional high-profile guest in its rectory, all of whom can rest much more comfortably thanks to Service Mechanical’s HVAC solutions

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Founded in 1992, Schaumburg, Illinois-based Service Mechanical Industries specializes in HVAC design-build projects such as the rectory overhaul at Chicago’s Holy Name Cathedral. Here, co-owner Bob Cesario details how the firm updated the building’s 1929 steam radiators with an energy-efficient water-source heat-pump system, providing the rectory for the first time with heating and cooling flexibility and multiple zones of control. a s told to a nnie fische r

Since its original construction in 1929, the

six-story, 32,000-square-foot Holy Name Rectory basically had remained untouched.

As the seat of the Roman Catholic Archdiocese of Chicago, the building serves a number of functions: offices and conference rooms fill the first two levels, living quarters for resident clergy are located on the next three, and common areas [living room, dining room, kitchen, etc.] take up the top floor. With steam radiators and natural ventilation only, the building’s occupants had little to no control over their indoor environment.

Rooms grew so hot that residents kept

the windows open all winter. As for warmer months, a rooftop air-conditioning unit was installed about 30 years ago on the ground next to the building and ducted into the office areas, but that system was in poor shape and not performing well. The residential floors were cooled primarily with window units, which aesthetically detracted from the beauty of the historical building.

This is the Midwest, where some mornings

you need to cool the east side of the building and heat the west at the same time. A two-pipe fan-coil system had the capabilities to heat and cool the rectory but would have required changeover time to shut down the boilers and start up the chillers. Holy Name instead needed a new HVAC system

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with maximum flexibility. With that in mind, we designed and engineered a watersource heat-pump [WSHP] system, in which we installed 56 individual units—meaning the building now contains 56 zones of control.

It’s a very flexible, very energy-efficient system. A condenser water loop, installed

throughout the whole building, connects to every self-contained unit; each office, conference room, and residence has its own zone of control. Energy moves easily throughout the building, removing heat from one area and delivering it to another.

The condenser water loop requires minimal pump energy and no additional insulation.

And since each unit responds only to the energy load of the zone it serves, the unit

only operates when its zone calls for heating or cooling. We also equipped the facility with a dedicated ventilation unit, which delivers fresh air 24 hours a day.

Installation posed the greatest challenge since the piping system runs

throughout the entire building. We worked closely with the architects to determine the best course of action. If we needed a horizontal soffit for ductwork or piping in areas where the space didn’t exist, the architects might adapt the design to accommodate a lower ceiling. Similarly, because the architects wanted to keep the original ceiling heights in the living areas, we installed vertical WSHP units in small closets there instead. Some of the conference rooms featured exquisite, ornate woodwork. In those cases we installed wooden grills, which the designers stained to match.

In retrofit projects, you’re bound to run into unforeseen challenges. You make the

best assumptions you can, but inevitably you’ll open up the ceiling and discover concrete beams. Our firm specializes in projects like this, working in unison with the other contractors to solve problems without additional costs to the client. We consider projects from every angle rather than shooting from the hip. That’s the difference with Service Mechanical—we truly provide engineered solutions for our clients’ indoor environmental needs. ABQ

“This is the Midwest, where some mornings you need to cool the east side of the building and heat the west at the same time.”

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Photos: Thomas N. Davis

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Green Goes Underground Then: A limestone and construction-aggregate mine contained empty space that was going to waste

Now: The company managing it has opted to turn it into a state-of-the-art, eco-friendly underground storage facility

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About 100 feet beneath an unassuming field in Springfield, Missouri, lies Springfield Underground, providing eco-conscious, temperature-controlled, ultra-secure storage space for everything from cheese to computer-server farms. “We've still got over a million square feet yet to develop,” company president Louis Griesemer says. “We probably haven't thought of all the potential uses yet.” The business began as a construction-aggregate and limestone mining operation—which actually continues alongside its storage spaces— and as Griesemer tells it, the origin story of the company’s facility is indeed an intriguing one. a s told to ke lly o ’b rie n

The project really predates anybody that's around today, and it’s really been an

Springfield Underground’s cave-like storage space is so massive that it can accommodate clients’ specialized structures within itself.

americanbuildersquarterly.com

evolution over a period of time. The mining of the property started way back in 1946— and the underground portion of it in 1954.

It wasn’t until 1960 that enough space had been mined out in the underground. At that point my father, who was president and founder of the company, started looking with some of his business associates at potential uses of underground space. You know, you’ve got this big hole in the ground—what do you do with it?

I think that's where a lot of the innovation took place, was back then. They went

out and built the first 120,000-square-foot underground industrial building as a public warehouse and leased that space out to a public-warehousing company to use for storage. The success of that caused the local Kraft cheese plant to look at it and say, “Could we create some refrigerated space down underground?” By 1962, just two years later, they had built their first cold-storage building.

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In 1980, we started our biggest single building. It was 320,000 square feet, and

it was a distribution center. We had to, at that point, do some master planning of the mined out space to figure out where the streets and highways were going to be.

At that point it really became a planned underground development instead of just a side project in a mining operation.

Photos: Thomas N. Davis

Springfield Underground’s immense size and stable temperature create an ideal environment for warehousing facilities.

And, because its location protects it from intruders and most natural and man-made disasters, it offers exceptional, cost-efficient security.

As the construction has progressed in the facility, we’ve certainly discovered

some tricks of the trade. For the building walls, for example, we used to use traditional masonry block, but now we’ve gone to insulated blocks with shotcrete on both sides. It goes up very quickly, takes a lot less labor at a much reduced cost, and we end up with a fireproof wall that’s also insulated.

“There’s a constant temperature and constant weather down there, which means we can do a lot of work in the winter time.”

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We also suspended a lot of things from the rock ceiling with anchors. The sprinklers are suspended. The lighting is suspended. That’s certainly different.

Fortunately, we've got some contractors in this area that have developed expertise

working underground. Dewitt & Associates, Inc. and Wirt Coproration are both local contractors we’ve worked with, and Stellar is a refrigeration, engineering, and design firm that’s done turnkey refrigeration systems for us. One of the other advantages we have is we can do our construction year-round.

There’s a constant temperature and constant weather down there, which means we can do a lot of work in the winter time.

In addition to the temperature and security benefits the underground

provides, we’ve also developed our facility to be green and sustainable. We’ve had difficulty getting LEED certification because we are so far outside the definitions that they have. But we do everything we can do to go in the direction that LEED certification would want us to go. We really take those concepts to heart and try to embody

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those in our development. For example, Kraft Foods has a corporate sustainability competition between their different properties. After a year or two, they decided they’re not going to let their underground distribution center compete anymore because they would just win every year.

It was unfair to the above-ground facilities.

As we finish up the mining operation in the next few years, there’s the potential to

finish up the developed area rather rapidly as clients come in and want the space. We actually have purchased another property on the other side of town, another 500-plusacre property, and intend to go over there and start over again. ABQ

A Message from Stellar Stellar has collaborated with Springfield Underground on multiple cold-storage projects. As a design-build firm that specializes in the food, beverage, and cold-storage industries, we must remain at the cutting edge of energy efficiency and sustainability. Building underground—where it’s naturally a cool 60°F year round—means lower utility costs and less impact on the environment. We are proud to partner with such an innovative company and congratulate Springfield Underground on its success and industry leadership.

Springfield Underground is accessible to tractor trailers at above- and below-ground loading docks.

We build more than facilities and systems.

We build communities.

904.260.2900 | www.stellar.net

americanbuildersquarterly.com

As a fully integrated firm focused on design, engineering, construction and mechanical services worldwide, we’re also focused on building the communities in which we work. Whether we’ve designed and built a food processing facility, a distristribution warehouse, or an office building, we live up to our promise of Taking Solutions Further.®

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Photos: Jeff Thompson

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Finding Room for Bigger Classes

At Robbins Elementary, the Eau Claire Area School District is building a two-story addition that will provide new classrooms without taking away too much green space.

Then: An outdated school district was suffering from overcrowding

Now: A modernized learning environment has space to grow

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When a school district bumps into its enrollment ceiling at full speed, there are only two things to do: build a new campus or figure out new ways to make the existing structures work. The Eau Claire Area School District in Wisconsin chose the latter—incorporating a few important modifications into its buildings. Larry Sommerfeld, the planning manager for the district’s facilities, sat down with American Builders Quarterly to detail how and why. a s told to se th p u tna m The Eau Claire Area School District had some severe needs. Besides the three

Bray Architects conceived the redesigns for the Eau Claire district’s schools, including Sherman Elementary, seen here in a rendering.

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elementary schools we planned to add on to, there was another that had been around since the 1970s and needed extensive renovations. There were a bunch of operable walls we couldn’t get parts for anymore, there was shorting in the electrical units, the water pipes were all galvanized, the heating systems were no longer as efficient as they should be.

In April 2011, voters passed a $51.9 million referendum allowing the district to

complete the much-needed renovations.

About half the referendum dollars were allocated to the deteriorating school because we needed to essentially gut it and start over.

Because we were about to take on such extensive additions, we were able to defer some of the maintenance we would have usually performed.

We either could have added on to existing schools or built new one ones, but to

squeeze another campus in among 13 existing elementary schools would have required redistricting, and we weren’t ready to do that to the community. It’s difficult to find a place to put a new school without disrupting neighbors and friends.

We wanted to go for LEED Silver. LEED

certification is difficult with existing buildings because it’s a whole new set of standards that weren’t part of the thought process when these buildings were being

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designed decades ago. There are certain things you can’t get in and update, like underground plumbing. But the long-term benefits are unparalleled: obviously it allows better energy efficiency, but we also believe it provides a better learning environment for students.

but instead of a passive system that would turn on any time someone walks in the room, you have to actually engage the lights, and the sensors take over when they leave.

That way, if someone’s going in to drop off a piece of paper, there’s no need to turn all the lights on.

High efficiency is the name of the game.

Across the board, we just needed to restructure the buildings, not only to

We’re going with high-efficiency boilers and low-flow faucets and urinals. We’re using LED lighting on the exterior of the building and in the parking lot. We’re also using motion-sensor lighting in the classroom,

modernize them but to make sure we’re using the space efficiently. For instance, at Robbins Elementary they have a mid-size gym, so we’re expanding that so it can be

“We just needed to restructure the buildings, not only to modernize them but to make sure we’re using the space efficiently.”

Larry Sommerfeld, Planning Manager

divided into two separate teaching stations.

The original building had a few different additions, so we’re taking two of them off because they’re wood-framed with low ceilings and poorly insulated walls. We’re also putting in a two-story addition to replace classrooms removed [by] the demolition. By going two-story, we can conserve our green space and maximize use of the site. The work we did at Robbins was indicative of the changes we made to the other schools as well.

We partnered with Bray Architects, and

they knocked these projects out of the park.

After we did our facilities study, we solicited LEED-focused proposals from architects across the state. [Bray] had a lot of experience with educational design, and they came to us with a significantly lower price.

The work we did should take care of our needs for another five to seven years. The

additions gave us room for about 150 more students. The future will depend on how the birth rates turn out. ABQ

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American Builders Quarterly

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A Metamorphosis Through Modernization Then: The more than 90-year-old Atherton Baptist Homes were showing their age

Top: The Courtyard represents the first phase of Haskell Company’s renovation of the Atherton Baptist Homes.

Above: The building has a number of sustainable elements, including large sections of landscaped green space outside.

Now: The Haskell Company’s addition of gardens, open space, and a new residential building has turned the community into one looking ahead to the future

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In 1965, a mechanical engineer named Preston Haskell founded his own company based on the idea that designers, engineers, and builders should work together under one roof. Now, the Haskell Company does about $700 million in projects annually, offering design-build services to a diverse group of industries. John Brendel, Haskell’s director of senior housing, is overseeing the firm’s current work at the Atherton Baptist Homes senior-living development in Alhambra, California, and he’s happy to talk about how the ongoing project will transform and modernize the more than 90-year-old community. a s told to cristina a d a m s

Companies engage us for turnkey work,

which includes designing, engineering, building, and permitting a structure. There are other pieces that we add on, but at our core, that’s what we do.

The Atherton Baptist Homes community was founded in 1914 and was originally

designed to take care of Baptist missionaries and ministers in their retirement. It has grown a lot since then and has roughly 500 residents on campus now. About five years ago, the community wanted to update the facilities for the residents and get rid of some old concepts, so they hired us to come in and master-plan a four-phase revision of the campus. The first phase, which opened in September 2011, is the Courtyard; we are in design now on Phase Two.

In terms of living accommodations, the Courtyard represents the community’s most upscale offering. There is a total of 320 units on the campus, ranging from onebedroom apartments to assisted living to small, stand-alone cottages—pretty much any living style you’d want in Southern California. The Courtyard is about 120,000 square feet and has 50 condo-style units with multiple layouts.

One of the innovative features of the Courtyard is that units are designed to allow

residents to age in place. In most senior housing, a typical resident is about 75 years

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almost mandatory now. So the garage not only reduces impact on the environment; it also helps a very difficult parking situation on their campus.

There are also a number of green design elements—water reclamation and environ-

old. When he or she first moves in, it’s usually into a condo. Then they progress through assisted living to other units that have grab bars, lower cabinets, and other amenities that make life more convenient as they age.

The Courtyard units are flexible because they’ve been designed with the space needed to have grab bars installed, for example.

Residents don’t have to move through a progression of units.

In terms of design-build, the municipality you’re building influences the palette you’re able to work from. In this case, our designers worked not only within the city of Alhambra’s palette; [they] also worked to keep the structure in tune with nature as well as the rest of campus. We built a subterranean parking garage underneath the living facility.

Parking in suburban Los Angeles is difficult to come by, and underground parking is

mental-systems controls—that are just good engineering but also lean toward being good for the environment. It’s the first building on the Atherton campus to embrace those design elements, and it’s proving to be a boon for the community. From a sales point of view, it shows that Atherton is embracing future trends, that it’s an active community looking to give its residents the best possible facilities. From the residents’ standpoint, it’s an embrace of progress. In terms of the overall campus, the Courtyard has modernized the [community’s] look and enhanced the existing amenities and open spaces.

The feedback has been very, very positive.

The new residents love it, the other residents like that there is more space and a garden to walk through, and the city has also embraced it. Where similar facilities in other cities are being boarded up or going unused, here’s one that’s growing and investing capital. ABQ

“One of the innovative features of the Courtyard is that units are designed to allow residents to age in place. ” John brendel, director of senior housing American Builders Quarterly

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A Change in the Air (Industry) Then: Kwan Jin was a reputable local contractor who’d been out of the industry a few years

Now: He’s a powerful regional HVAC player with continuing designs on new markets

Kwan Jin worked in construction with his father, but armed with a degree in accounting and finance from Arizona State University, he set out to make his mark in oil, importing-exporting, and pharmaceutical manufacturing. In 2008 he returned to the industry he knows best and transformed a small, local HVAC company, Ace Air, into a regional powerhouse. Here, Jin explains his formula for success. a s told to je ff ha m p ton Ace Air has been around since 1994. The couple that

owned it wanted to retire, so I acquired it in 2008. It’s a reputable business with a large customer base, and that made it attractive to buy rather than starting my own business. And HVAC is a stable business out here because one thing we can’t live without in Arizona is air-conditioning.

The biggest surprise after I bought the business was

the economic downturn. There had been a construction boom, and when the recession hit in 2008, that affected everything. We made some modifications and tightened our belts. We were doing commercial buildings and new homes at first but stopped doing that because there were a lot of bankruptcies in those markets. We focus now on HVAC replacements. With units running at a very high cyclical rate of about 5,700 hours a year, there’s always a need for replacements.

At the same time, we were looking for opportunities

to expand our customer base. We went from a customer base of 30,000 a year to 120,000 by acquiring financially

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“HVAC is a stable business out here because one thing we can’t live without in Arizona is airconditioning.” struggling businesses. We started with small acquisitions and moved to larger ones. So far we have acquired 12 companies with anywhere from several hundred thousand dollars up to $5 million in annual revenue.

Kwan Jin, President

We’ve had 25–40 percent annual growth

since 2008. When we took over Ace Air, we had [fewer] than 50 employees. Now, in the peak season in July, we have about 250 employees. We went from about 20 trucks to 120 trucks, vans, and cars, so we’ve quadrupled all of our capacity. We occupy about 50,000 square feet of space that includes warehousing, our own metal shop, and computers to design HVAC systems.

What sets us apart is that we do whatever it takes to make the customer happy. “How

can we provide you with excellent service today?”—that is how we answer our phones.

We deal with 120,000 angry customers every year. They’re hot, and they’re not happy about spending money. We’ve had cases where a technician goes to a house owned by

an elderly couple, takes them to a hotel, gets their air-conditioning running, and takes them home again. That’s the level of service we offer. FiberThane came onto the market at the beginning of September 2011, but we didn’t expect to sell anything until we got printed materials in the hands of our customers. In fewer than two months, without a catalog, we’d sold more than 1,000 lineal feet.

We do quality checks with all of our customers. If we’re doing a unit installation,

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we do a pre- and postinspection to make sure that we do a good job and keep referrals coming. That’s the Lexus and Mercedes approach.

Now we’re looking into different markets

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www.coolace.com

and businesses with a customer base that we can add to. It gets a little slow here in October and November, and we want to offset the seasonal drop in cash flow here by looking at opportunities in colder climates such as Denver. At the same time, we’re looking at similar markets as this—Tucson [in Arizona], Houston, San Antonio, Las Vegas, Los Angeles—where we can acquire a business with $5 million in annual revenue that’s been around about 20 years with a customer base of 30,000 to 50,000.

We’re cautiously optimistic. We want to make sure our business model works here without any glitches before we take it to other markets. We’re doing all our due diligence before we enter another market, and we want to build our cash reserves. We want to make sure that if we go into a market and we have a hard time, we’ll have enough cash to sustain it. ABQ

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From Overgrown and Piecemeal Then: A 19th-century farmhouse sat underappreciated and poorly patched up

Top: This 19th-century farmhouse was suffering under the weight of its own myriad additions.

Above: Signature’s renovations included the installation of a full patio and a rustic stone fence near the driveway.

To Clean and Spacious Now: Signature Construction & Design’s dramatic overhaul turned it into an ad-worthy estate

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Signature Construction & Design sprouted unexpectedly in 1999. Owner Eric Holloway was manning a full-service furniture company at the time, but it soon became apparent that the Delaware market needed another kind of business—a versatile, experienced team to take on home renovations that would add value to already distinctive estates. Eric brought on his cousin Dan based on his 23 years of sales experience, and they now preside over 12 artisans who tackle seven to eight projects a year. Here, the Holloways discuss their business practices and detail the major renovation of a 19th-century farmhouse in Pennsylvania. a s told to se th p u tna m

Renovations are our main strength. We

handle anything from a back deck to a $2 million home construction. For us, something that falls in the $300,000–400,000 range is perfect. We’ve supplemented that with a small division that handles home repairs.

Right: Originally, the farmhouse’s kitchen was cramped and confusingly arranged.

Below: Signature knocked out a wall to open the room up, and swaths of Carrera marble offer ample counter space.

There was a gap in the market. There were the larger companies, and there were the guys that happened to have a pickup truck and would do one-man projects. We thought we could fall between there and bring the professionalism of the big guys but the hands-on feel of the small guys.

Most of our advertising isn’t really advertising. It’s word of mouth. Our

reputation is very important to us, and we hope that every job we leave turns into a referral. But a happy customer is a talkative customer, and our phones are still ringing.

There’s good competition in Delaware, so we have to make sure we’re always out-performing. One thing we’ve been doing lately is going in with an initial proposal that actually includes hard numbers. We want to present a proposal that’s as complete as possible.

Customers don’t want continuous add-ons throughout the project, and we respect that.

We’ve also made it a point to establish

clear lines within our business. Eric handles the infrastructure, personnel, and bills.

Dan handles the outside [work] by facilitating client relations and making sure jobs are being managed well on-site. Creating a

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complete team of skilled workers allows us to address every angle and ensure that we’re not making someone captain of the baseball team just because he can hit well, so to speak.

PARADISE CUSTOM KITCHENS

We just finished work on a 19th-century farmhouse in Chester County, Pennsylvania.

The challenging part of this project was that the previous owners had cobbled together about four different additions. You could go up into the attic and actually see old roof planes that had been covered over by new roofs. There was a fair amount of reframing and structural engineering to correct some weak areas.

Custom Kitchens

It was a total top-to-bottom makeover,

Beautiful Kitchens Begin in Paradise

from HVAC to all the bathrooms to the kitchen. We even moved stairwells. At one point in the project, you could stand on the first floor and look through the second floor and see the underside of the roof. It was well over a $1 million renovation.

Your kitchen should express your desires, personality, lifestyle and should be functional, comfortable and esthetically pleasing no matter if your style is contemporary, formal, country or traditional.

The result is a beautiful kitchen that ensures maximum storage space and continuity of the design. The possibilities are endless!

“It was a total top-to-bottom makeover, from HVAC to all the bathrooms to the kitchen.”

(717) 768-7733

www.paradisecustomkitchens.com 3333 Lincoln Highway East, Paradise, PA 17562 (PA Code #PA1655) Delaware Contractor (#DEGC0564)

Eric Holloway, Owner Our approach is, of course, client-centric.

We paint with a broad brush at the beginning and then work out the details as we go. In this case, [the clients] wanted to redo the bath and the kitchen, and as we were going through the checklist, our visions melded.

Lennon Machinery can supply all your equipment needs!

There were some real gems when we were finished. One was the custom-built, two-

inch-thick countertop that featured both black walnut and Carrara marble. We also included all the top amenities: Marvin windows, Sub-Zero refrigerator, and a Wolf gas range among others.

Before we worked on it, this house was dilapidated and an example of somewhat

thoughtless design. Afterward, it had been transformed into a sophisticated farmhouse with some real character, like something you’d expect to see in Polo Ralph Lauren.

A job well done. ABQ

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11180 Kinsman Road • Newbury, Ohio 44065 • Phone (440) 564-1230 Email timl@lennonmachinery.com • www.lennonmachinery.com july/aug/sept 2012

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Going Against the Flow

Weekly Bros. built a cofferdam system to divert discharged water from a hydroelectric plant into a nearby lake.

Then: PacifiCorp was concerned that the discharged water at its Lemolo II hydroelectric power plant might impact river wildlife

Now: Weekly Bros. has built a concrete pipeline to reroute the power plant’s water into Toketee Lake

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Back in 1981, Wayne Weekly and his three sons started their own business, Weekly Bros., Inc., building timber-access roads for landowners and logging companies in Oregon. Nowadays, the firm provides a range of civil, industrial, and mechanical construction services on projects valued from hundreds of thousands to millions of dollars. The firm has done a lot of work over the years for PacificCorp, including the Lemolo II project in Douglas County, Oregon, which involved rerouting water from a hydroelectric plant to a nearby lake, and here project manager and third-generation family member Andrew Weekly describes the endeavor. a s told to cristina a d a m s

We’re a general contractor with specialities in water-related projects like cofferdams

and water diversion, fish ladders, emergency services, wastewater treatment, and power-plant projects. We take on difficult projects that require a high level of skill and experience and that need to be done very quickly and well. We’re willing to take risks, and that means there’s a good chance we’ll get the job. That’s the kind of reputation we have. We do whatever it takes to get the job done on time, regardless of conditions—and even if we have to work all night.

Over the past 15–20 years, we have worked on many capital-improvement projects for PacifiCorp. So when they sent out a request for a proposal for the Lemolo II project, we submitted a bid and they chose us. Not only do we have a good relationship with them, but we also offered a competitive price and the kind of experience they were looking for.

We began the project in February 2011 and finished in October. Basically, our job as general contractor consisted of collecting discharged water from the Lemolo II hydroelectric power plant, running it through a concrete pipeline, and discharging it into Toketee Lake. Generally speaking, [PacifiCorp] was concerned about the potential environmental impact of the discharge; specifically, there was concern that fish might swim into the power plant

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area rather than continuing upriver. With hydropower plants, the water you take upstream rejoins at some point with the water downstream,and then empties into the lake or reservoir, and then on to a river. Our job was to divert the river with a cofferdam system and then build an intake structure for the pipeline out of concrete that allows the water to be controlled.

There’s a lot of work involved in this kind

of project and a lot of equipment like bulldozers, generators, offload haul trucks, large dump trucks, vibratory rollers, hand tools, and power tools. The pipeline runs for about 3,500 feet and is eight to nine feet in diameter; you can drive a four-wheeler right through it. We had to trench 20 feet down with large excavators and install the pipeline in pieces—about 300 12-foot pieces in all—

with steel-picking devices. We also had to build several structures and risers and access manholes along the way.

One of the biggest considerations was the project’s potential impact on the environment. The pipeline runs through a grassy area, a forested area, then a [US] Forest Service campground, so we kept our digging confined to only the necessary space, and we kept our dirt piles close together, covered with tarps, to stop erosion. We also dug the trench and backfilled at the same time to minimize the impact. As we would open space in the front, we’d be closing it in the back; we only had it open long enough to put a piece of pipe in.

Pollution control was another important consideration. We had to make sure

the diverted water stayed clean and that nothing leaked into it. That’s why our equipment is always checked, maintained, and up to standard. We absolutely can’t have equipment that leaks or doesn’t work properly. Once the project was finished, we restored the landscape with trees and rocks, spread grass seed, and repaved the campground. Now you’d never know the pipeline is there. ABQ

“We’re willing to take risks, and that means there’s a good chance we’ll get the job. That’s the kind of reputation we have.”

Andrew weekly, project manager july/aug/sept 2012

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A Second Chance in the Second City Then: The Roosevelt Collection was a giant, underleased, underperforming property in Chicago’s booming South Loop district

Now: McCaffery Interests’ phase-one renovations are already projected to help lease 60–70 percent of the development by the end of 2012 A rendering of McCaffery Interests’ plan for the Roosevelt Collection shows the public plaza that will run through the middle of the development’s drive.

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When Dan McCaffery founded Chicago-based real estate development company McCaffery Interests, Inc. in 1990, a recession had left plenty of underperforming properties on the market, and McCaffery made it his mission to buy and renew them. Today the company is responsible for some of the city’s most iconic buildings, including the Hotel Burnham and Niketown; it recently developed Flair Tower, a luxury residential property completed in May 2010; and it is currently involved in the redevelopment of the old Children’s Memorial Hospital. Here, McCaffery talks about another ongoing redevelopment project: the Roosevelt Collection, a 1.3-millionsquare-foot mixed-use complex in the heart of Chicago’s South Loop. a s told to ju lie scha e ffe r The South Loop is the historic commercial center of downtown Chicago. It is the seat

of government for Cook County as well as the historic theater and shopping district. It includes State Street—“that great street,” in the words of the Frank Sinatra song. In 1993, Mayor Daley moved from the Bridgeport neighborhood he grew up in to the South Loop—at the start of what would become a major housing explosion. Developers flooded into the market, quickly followed by homebuyers, who were eager to move into new high-rises and loft conversions. In 2006, nearly one-half of the condos that were sold in downtown Chicago were reportedly located in the South Loop neighborhood.

We bought the Roosevelt Collection in 2011. It was a completed project on Roosevelt

Road in Chicago’s South Loop neighborhood.

It consisted of 342 apartments, 391,000 square feet of retail space, and 1,500 parking spaces. Only one tenant, the ShowPlace ICON Theatre, was open in the retail area.

The economy was certainly a factor in the property’s underperformance. There

were additional retail leases signed, but the residential portion of the project proved to be a problem. What are now apartments at the Roosevelt Collection were originally designed and financed to be condominiums.

americanbuildersquarterly.com

The condominiums got caught in the downturn and were not sold in the number required under the financing documents.

That spelled trouble for the entire development, resulting in the loan going into default.

It was a perfect fit for us because we

specialize in underperforming urban real estate. When I founded the company in 1991, there was a recession similar in context [to] the one we are now experiencing. Almost by default, we turned our attentions to distressed properties and were fortunate enough to acquire one or two. On Chicago’s Michigan Avenue, for example, we converted the former Saks Fifth Avenue department store into Niketown. We’d found our niche.

We’re creative, but we can also sell.

Without money you can be as creative as you want, but you’re not going to get much built. In this business, you have to be able to sell your idea. I think my team does a good job of that, in part because we’re believable.

When we tell people something is going to cost $12 million, it doesn’t come out costing $14 million.

We’ve already made changes to The Roosevelt Collection. With the assistance

of Chicago-based Antunovich Associates, we’ve removed the center median elements

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Dan McCaffery anticipates that the Roosevelt Collection’s residential units will be 60–70% leased by the end of 2012, partly because of improved opportunities for retailers, who will draw business to the area.

“We’ve removed the center median elements to create a new, active public plaza, which will include landscaped areas, outdoor cafés, children’s play areas, and wider sidewalks for improved pedestrian access.”

Dan McCaffery, Founder

to create a new, active public plaza, which will include landscaped areas, outdoor cafés, children’s play areas, and wider sidewalks for improved pedestrian access. We’re also changing the entrance to improve retail visibility, and by the end of this year, we think we’ll be 60–70 percent leased.

I think the project will be an anchor for the South Loop. The neighborhood has

undergone a tremendous transformation over the past seven or eight years. There are a lot of residential buildings, but there continues to be a shortage of services and a sense of place. We’re going to try to provide services and a spectacular public space that can be called uniquely South Loop. Local and national retailers and restaurants will make the property a shopping destination for the entire community.

Over time we’ll make The Roosevelt Collection an even larger development.

The property will also expand: thus far, only one phase has been completed. ABQ

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YOUR EXCLUSIVE GUIDE TO THE LUXURY MARKETPLACE

PR I N T + D I G I TA L E D I T I O N S S I G N U P F O R A F R E E S U B S C R I P T I O N AT N E W A M E R I C A N L U X U R Y. C O M

transformed Homes american

Steely Sustainability Project Details Name Cor-Ten Cottage Location Pacific Palisades, CA Completed 2010 Size 2,300 square feet Photography Richard Burton; Callas

Above: Barbara Callas replaced her home’s stucco exterior with Cor-Ten steel to create a dramatic, sustainably sound façade.

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daring architect, Barbara Callas, of Callas Architects, imagined the sustainable redesign of her home with an exterior skin made of an unlikely material: Cor-Ten steel. She teamed with her husband, screenwriter and producer Paul Gurian, to renovate the residence, and Gurian wound up helping to rework the home’s landscape to minimize water usage. Here, the couple offer details about the house, it’s sustainable elements, and how the entire project was achieved at a cost most potential homeowners might find surprisingly reasonable.

ABQ: So, why Cor-Ten steel?

Paul Gurian: Cor-Ten Cottage is a play on words—our home in Pacific Palisades,

California, is a Cor-Ten sculpture of my wife’s design. We budgeted our project modestly to demonstrate the potential of habitable scale and eco-friendly technology—without having to abandon a comfortable modernist residence.

ABQ: Can you describe further the goals you had for this remodel?

Barbara Callas: The house was similar to local 1960s beachfront cottages but

upside-down: the street-level entry had a living room, a bedroom, and a bathroom; the lower level had a kitchen, a dining room, and a bathroom. When we first renovated, I reversed the floor plan with an open kitchen / living room and bathroom on the entry level, with two bedrooms and a bathroom below.

American Builders Quarterly

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After the success of the Canyon House, which I designed and Paul and I built, I continued experimenting with the steel and organic materials [that] I used there. We subsequently realized our dream remodel by replacing our home’s stucco exterior with steel. We added a master bedroom with a spa bath, which includes a great view of the Santa Monica Mountains and a peek of the Pacific.

ABQ: What were your remodeling challenges?

PG: Original zoning regulations were less restrictive.

Current height limits tied to setbacks and the close street relationship limited modifications. Steel planters resolved entry issues and beautified the landscape.

Barbara’s design of the new master suite and lower level conformed to code without creating a noncompliant three-story residence.

BC: Too often, making a home eco-friendly is associated with excessive cost. We wanted our home to become a model for what is possible within a reasonable budget.

ABQ: What makes your home sustainable?

BC: Consider our use of Cor-Ten. It is made from

recycled steel, which reduces manufacturing energy costs, and corrugated, [making it a] thinner material with greater strength. It is precut where it is rolled, so less energy is expended in application.

Inside, two stairwell skylights allow expulsion of hot air while providing natural light. This reduces lighting, heating, and cooling expenses. The roof was designed for photovoltaic cells for future solar-energy options.

Our use of low-voltage halogen and MR16 lighting translates into lower electric bills. A tankless waterheating system reduces gas consumption by an impressive 40 percent. Water and sewer charges are lower thanks to our installation of 1.6-gallon low-flow toilets.

ABQ: Are you pleased with the results?

PG: I’ve adopted Barbara’s twin daughters, and I love

Top: The unified living, dining, and cooking space is flooded with light from the east and north. The hearth is powder-coated steel and radiates heat collected from volcanic rock that is fired by clean natural gas.

Above: A 30-foot cantilevered brow runs the length of the dining area’s ceiling, disguising the HVAC registers.

Left: The home’s multilevel deck and garden is a lush, intimate extension of the residence. It’s a classic example of indoor-outdoor California living.

her and them madly. After three construction projects, I adore the partnership, the process, and [here] we’re experiencing a 40 percent reduction in energy costs.

What more can I say?

BC: I’ve incorporated green ideas as seamlessly as possible in the current state of technology. I hope to show that green is within the grasp of all homeowners.

—Mark Pechenik

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materiality Materiality

Toilets The toilet. Its shape and color are integral to the design of any bathroom, yet for obvious reasons it’s a building element that’s woefully underdiscussed. Therefore, almost without fail, anyone entering an American lavatory these days will find some variation on the traditional oval commode. This is a shame because there are, in fact, many distinctive designs out there for the porcelain throne, and American Builders Quarterly has rounded up a few of the most striking ones.

Numi / Kohler / kohler.com / It’s a combined toilet and bidet with controls for seat-heating, lid-lifting, lighting, and even music. Of companies looking to make the bathroom a lounge of luxury, Kohler has to be near the top.

Aquia / TOTO / totousa.com / This dual-flush wall-mounted unit uses just 1.28 gallons per flush (g.p.f.) and has no back and no base, making it as economical with space as it is with water.

Vero / Duravit / duravit.com / This blocky piece is part of a full bathroom set embracing the simple shape of the rectangle. Designers working on spare, ultra-modern bathrooms will likely find it a good fit.

W+W / Roca / roca.com / Looking to fit a toilet and a sink gracefully into a tight space?

Look no further than this L-shaped piece designed by Gabriele and Oscar Buratti.

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