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We introduce you to another member of the 100-year club in this issue. The Washington Suburban Sanitary Commission (WSSC), established in 1918, can look back with pride on its first 100 years unmarred by a single drinking water quality violation.
Among the nation’s largest water and wastewater utilities, WSSC services 1.8 million residents in Prince George’s and Montgomery counties in Maryland. Its service area encompasses nearly 1,000 square miles and includes nearly 5,700 miles of fresh water pipeline and more than 5,600 miles of sewer pipeline. The company is under the direction of its 12th General Manager and CEO Carla Reid, who is also the first woman to serve in that capacity at WSSC.
WSSC joins recent North American Construction Journal profile subject Miron Construction Co., Inc. of Neenah, WI as companies embarking on their second century. The constant that drives the company remains unchanged—attention to family values, firm handshakes, hard work, unmatched quality, and integrity. Miron has completed projects in 39 states, and maintains four regional offices in Wisconsin (Eau Claire, Madison, Milwaukee and Wausau) and a fifth in Cedar Rapids, IA.
At the North American Construction Journal we continue to gauge the pulse of the marketplace and provide our readers with updates on market leaders, project management methodology, new technology and training procedures.
Enjoy this issue..
Kevin Doyle Editor-In-Chief Kevin.doyle@naconstructionjournal.com
The Team Editor-In Chief - Kevin Doyle Executive Director - Alex Hortaridis Creative Director - Stephen Marino Developer - Andrew Twomey Director of Sales - Jason Wright
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NACJ
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Hudson Meridan
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Table of Contents
WSSC 4 Hudson Meridian Construction Group 16 EllisDon Construction 28
WSSC
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EllisDon
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28 60
Helix Electric 44 KPost Roofing & Waterproofing 60 Bosworth Steel Erectors, Inc 72 RN Civil Construction 86
KPost Bosworth Steel Helix Electric
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72
RN Civil
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Washington Suburban Sanitary Commission:
100 Years Old and Still Going Strong The Washington Suburban Sanitary Commission (WSSC) is among the nation’s largest water and wastewater utilities, servicing 1.8 million residents in Prince George’s and Montgomery counties in Maryland. Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal s the Washington Suburban Sanitary Commission (WSSC) embarks on its second century of operation, it can look back with pride on its first 100 years, unmarred by a single drinking water quality violation. Among the nation’s largest water and wastewater utilities, WSSC services 1.8 million residents in Prince George’s and Montgomery counties in Maryland. Its service area encompasses nearly 1,000 square miles and includes nearly 5,700 miles of fresh water pipeline and more than 5,600 miles of sewer pipeline. Three reservoirs, two water filtration plants, and six water resource recovery facilities fall under the WSSC umbrella. The company also maintains a costsharing agreement with the Blue Plains Advanced Wastewater Treatment Plant located in Washington, D.C. The company employs approximately 1700 and their Fiscal Year $1.4 billion operating and capital budget reflects their continued mission to provide safe and reliable water. Additionally, WSSC maintains an AAA bond rating, which recognizes their sound financial planning. The company is under the direction of its 12th General Manager and
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CEO Carla Reid, who is also the first woman to serve in that capacity at WSSC. Her vision of the company’s path forward is clear. “First of all, WSSC employees are dedicated to, and passionate about, our public health mission. There are a lot of things people can live without, but safe drinking water is not one of them. To ensure we continue to fulfill our mission by producing water that meets all strict federal standards, we must continue to stay at the forefront of innovation,” Reid says. “Water is needed for every project that gets done – as an engineering and environmental company we want to be the world-class utility and the people’s favorite place to do business. Nobody says that about a utility but we are super proud that thirty percent of our spending goes back into our small local and minority businesses. We are an economic development engine,” she adds. “We have to make it as easy as possible to do business with us and really strive to be a well-organized machine.” Reid joined WSSC as an entry level civil engineer and advanced up the leadership ladder, eventually becoming Deputy GM before retiring after 20 years. After leaving WSSC, she held leadership positions in both Montgomery
North American Construction Journal County and Prince George’s counties before returning in 2016 as GM and CEO. “I developed a wealth of experience by leaving the company and got a view of the company from the view of our customers. I’m very honored to be here,” Reid notes.
Premier Projects Patuxent Water Filtration Plant: This $65 million upgrade is nearly complete. Improvements include the addition of ultraviolet
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disinfection, a new fluoride/ orthophosphate building, a new solids handling facility and a treatment train, which includes three flocculation basins, a sedimentation basin, extension of the chlorine contact chamber and two additional filters. “It went into service in 1944 to handle 12 million gallons per day. Today we are producing 50 million gallons a day and are increasing up to 72 million gallons a day,” Reid points out. Work is being done to help reduce demand on WSSC’s Potomac Water Filtration Plant, the larger of the two plants. Broad Creek Augmentation Project: This $182 million endeavor consists of four separate contracts with a project completion date of 2020. According to Reid, the project will support development in southern Prince George’s County and will relieve sewage overflows during severe wet weather. Work on the Piscataway Wastewater Treatment Plant Storage and Headworks, southern conveyance system and northern conveyance system are complete. The final phase is the Broad Creek WWPS rehabilitation. Piscataway Bio Energy Facility: The $250 million undertaking, currently under contract as a design-build, will employ
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Water is needed for every project
that gets done – as an engineering and environmental company we want to be the world-class utility and the people’s favorite place to do
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business.
- Carla Reid, General Manager/CEO www.naconstructionjournal.com
innovative technologies to recover resources and produce green energy. “There are so many benefits to doing this. It is the largest and most complex project we have ever constructed, and will literally turn poop to power by transforming sewage into renewable fuel,” Reid says. “We will save customers money by decreasing operating costs. We will be producing less bio solids and a cleaner Class A material that is better for the environment. We will protect the Chesapeake Bay by lowering the nutrient loading, and reduce WSSC’s greenhouse gas
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emissions by 15 percent. This is one of the ways to be a responsible steward and innovator in our industry,” she continues.
Day to Day Reid is comfortable with the responsibilities of her position, especially being the first woman. “It is a huge honor and I feel responsible to set a tone and create an experience that women are excellent leaders and should be evaluated on what they bring to the job,” she observes. “I have to set the tone, lead the organization and make sure that everyone knows it takes all of us to create
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the world-class utility. “It takes everyone knowing what they have to do and what we are trying to accomplish as an organization. I am big on teamwork and relationships. In everything I do I feel the responsibility of being a leader here,” she adds, noting her guiding principles are: simplify, focus and connect. Ensuring safe operations is an around-the-clock focus. In the past two years, the company has seen a 65 percent reduction in lost days as well as a 54 percent decrease in worker’s compensation costs. “Water is powerful and we don’t
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North American Construction Journal take it for granted – we protect our people, infrastructure and systems. We execute vital safety programs,” Reid says, citing guidelines that are in place for heavy equipment operation, excavation and trenching, confined space entry, hazardous materials and accident/ illness protection. “All of these things together help us to have the record we have. We want our people to go home to their families safe at the end of every work day. Safety is at the forefront of everything we do,” she adds. WSSC strives to build and maintain strong relationships with the contracting community
HAPPY
100�
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and its “Tap Into Business at WSSC” program opens the doors to contracting opportunities to hundreds of companies. “We really relish the opportunity to bring prime contractors, suppliers and subs together all at once to discuss opportunities and working together. Our goal is to foster open communication that allows us to improve our delivery of projects,” Reid notes. “I make sure everyone knows I have an open door policy. We want to build strong relations with the contracting community – we can’t execute the clean water mission without them.” To screen subcontractors and
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Patuxent WFP expansion aerial
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North American Construction Journal suppliers, the company has used a best value results-oriented strategic sourcing model for the past several years. “There are too many instances when low bid does not really save money. This is a results-oriented selection process we have and it has saved our customers more than $70 million over the last six years. We have a tool that evaluates contractors and their performances. If they do a good job, they get more work. The main focus is that we have great contractors doing what they need to do,” Reid says.
Initiatives and Challenges The company operates a robust Science, Technology, Engineering and Math (STEM) program and recently completed a second successful “Introduce a Girl to Engineering” day. “We invite the girls in and give them hands-on experience so they can see what it’s like to work in this industry. They see our plants and are able to talk to our female engineers and ask questions while learning about their journey,” Reid says. WSSC efforts to build their talent pipeline also include programs
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such as H20 Engineers and Sewer Science, which are designed to introduce high school and middle school students to the water industry. The company’s college intern program trains students in the company’s inner workings and provides them with a path toward employment upon graduation. Additionally, WSSC plans to institute a co-op program with the University of Maryland and other local colleges and universities. It provides students the opportunity to gain practical experience and, upon graduation, makes them eligible to return as a full-time employee.
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An aging workforce, aging infrastructure and retaining affordability are industry-wide challenges. In 2017, the American Society of Civil Engineers gave the nation’s water infrastructure a D rating and wastewater infrastructure a D+. “That’s not acceptable by anyone’s standards,” is Reid’s candid assessment. “The aging workforce is a real concern because we have to make sure we’re prepared for the next 100 years. Our pipes and plants are old, with approximately 40 percent of our water and sewer mains over 50 years old. “Clean water is something we
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It is a huge honor and I feel
responsible to set a tone and create an experience that women are excellent leaders and should be evaluated on
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what they bring to the job.
- Carla Reid, General Manager/CEO www.naconstructionjournal.com
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Brighton Dam
CONGRATS WSSC FOR 100 YEARS
of innovating to serve customers better!
WA S T E WAT E R |
WAT E R
| S T O R M WAT E R
www.rjn.com
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all need and should have. Water costs money to deliver for health, recreation and fire protection. It comes at a cost and we’ve got to keep it affordable. That’s a key component,” she adds. The industry must tackle the “out of sight out of mind” conundrum it faces since a majority of its infrastructure is buried. Reid says WSSC works diligently to educate its customers. “We are in an invisible crisis mode – I want to educate and increase awareness to how close to crisis we are in this industry,” she stresses. “We can prevent a lot of what goes wrong in this industry by becoming a proactive industry.”
COMPANY INFORMATION
Company Name: Washington Suburban Sanitary Commission
Country: U.S. Industry: Construction Est: 1918 Premier Service: Water/ wastewater utilities management GM/CEO: Carla Reid Website: www.wsscwater.com
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Hudson Meridian Construction Group:
At the Core of New Building in The Big Apple New York City’s Hudson Meridian
Construction Group has established itself as an award-winning construction services specialist. Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal ince it was founded in 2002, New York City’s Hudson Meridian Construction Group has established itself as an awardwinning construction services specialist with demonstrated expertise in both the public and private sectors. Under the guidance of CEO and Founder William I. Cote, Hudson Meridian is a highly regarded provider of Construction Management, General Contracting and Program Management services. Though primarily involved in new construction and restoration projects such as public housing, luxury residential high rises and adaptive re-use of industrial space, the company’s vast portfolio also includes health and continued care, marine and educational facilities as well as disaster response and remediation. Located in the heart of the city’s Financial District at 61 Broadway, the company employs 130 and is projected to generate $750m revenue in 2017. It has been responsible for 4.9 million square feet of construction from January 2012 through March 2017 and is committed to shepherding on-time and onbudget projects that align with its clients’ vision through from
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concept to completion. “It’s about having full vision with an understanding of delivery of a product and meeting the clients’ constraints and understanding their intent to ensure what we committed to delivering,” says company Vice President Luciano Bana, an industry veteran of 25 years. One recent survey ranked the company sixth among the Top 20 New York City General Contractors by ground-up
North American Construction Journal projects. Bana points to a major edge Hudson Meridian holds over competitors. “We do retain builders within our organization. We have ground up personnel that are able to build, people that you can put in an open environment and who know the processes of framing out a closet or installing a tower crane and doing a tieback,” says Bana. “We have key professionals that understand the overall building process, whether it’s core and
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shell, foundation and remediation, or interiors. We have a substantial history with many individuals that carry that knowledge forward,” he adds. Bana says the company is a committed community partner that donates time and services to a variety of charitable organizations.
Operations Hudson Meridian began as a non-union shop, something of a prescient decision at the time. As Bana notes, “the marketplace has predominantly changed from a union environment to a non-union environment. About 55 percent market share is now non-union. And the projects are getting much larger.” Given the scope of its work, the company works with a multitude of vendors and maintains a comprehensive database of subcontractors, consultants and engineers with oversight provided by its Procurement Department. The company has incorporated Subguard® – an insurance product that safeguards projects from delays and additional costs associated with a defaulted subcontractor or supplier – into its process to ensure that
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North American Construction Journal the financial demands of any given project. “We do have a core group of subs that have helped us in successfully delivering various buildings. We develop references and projects history and we benchmark subs on a quarterly basis. If they seem they may be high risk, then we manage the financial process for them,” Bana points out. “The challenges of having multiple subcontractors on one specific site within a New York City environment lends itself to having to qualify personnel to run it. So the vetting process has become much more stringent and
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It’s about having full vision
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more difficult than it was say five years ago when open shop with abundant qualified individuals wasn’t as needed as much as it is today,” Bana explains. Advances in technology continue to enhance the speed with which problems can be addressed, thereby keeping projects on track. “Look back 20 years and we didn’t have the technology in various cycles of our projects that we have now. Information becomes instant versus having to build on experience or your knowledge of the drawing. We didn’t have these luxuries back then. Now we deliver the same project without having to wait for certain aspects,” says Bana.
understanding their intent to
The company is a member of both the U.S. Green Building Council and the National Association of Home Builders. Bana says approximately 60 percent of the company’s projects are performed to LEED guidelines but adds “energy efficiency is now the new requirement.”
ensure what we ommitted to
Premier Projects
with an understanding of delivery of a product and meeting the clients’ constraints and
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delivering.
- Vice President Luciano Bana www.naconstructionjournal.com
The $200m Pier House project in the heart of Brooklyn Bridge Park consists of two mid-rise condos and a 10-story hotel and was executed for Toll Brothers City
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Living and Starwood Capital Group and is expected to earn LEED Silver certification. The 580,000sf development includes 194 hotel guest rooms and 106 condominiums and features green roofs with deciduous and conifer trees. When completed, the hotel will include restaurants/bars, a health spa, conference/meeting rooms and a banquet facility. A full size cellar beneath the structures will house a below grade parking lot. Construction requires a continuous dewatering operation
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due to the proximity of the East River, as the water table is roughly six feet below grade. Additionally: • Facade elements and materials are carefully designed to blend into the surrounding Brooklyn Bridge Park. The facades will feature limestone, glass, reclaimed wood and metal panels. • Special acoustical design and construction practices will insure a quiet environment for
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Place in Brooklyn, a $140m venture for Red Apple Real Estate, is a 33-story mixed-use tower with 440 rental units in the Fort Greene Park neighborhood. Highlights include a gym, common party room, lounge area, children’s playroom and a roof deck. More than 10,000sf of shops will be housed on the ground floor.
Safety Measures The company stresses safety 24/7 via dedicated job site oversight and its participation in a city-wide program focused on high-rise safety.
hotel guests and homeowners. • Glass curtain walls and window walls are used throughout the buildings to maximize the extraordinary views. • Deep foundations of more than 850 piles driven into bedrock nearly 100 feet below the surface support the reinforced concrete superstructure. One residential building spans the Cranberry Street MTA subway tunnel, approximately 30 feet below the building. The recently completed 86 Fleet
“Our corporate safety directors audit each and every one of our jobs on a weekly basis to maintain safety standards above what the requirements are,” says Bana. “Hudson has the availability to join the high rise program in New York City that’s basically an open invitation for inspectors to come in and examine our safety guidelines. We encourage that for all of our projects.”
Employees and Training Team building and organic growth is key to maintaining continuity within the company. “And we do recognize the
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Our corporate safety
directors audit each and every one of our jobs on a weekly basis to maintain safety standards above what the requirements
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are.
- Vice President Luciano Bana www.naconstructionjournal.com
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North American Construction Journal availability of outside talent helping us to grow. So we take both practices and fuse them together,� says Bana. Benchmarking measures help to identify those individuals ready to take their next career step. “If we have a rising star that has the drive and wherewithal, we coach them and bring them into the fold as far as teaching them the various independencies from being a Superintendent, to being and Assistant Project Manager and onto being a Project
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North American Construction Journal
Manager, a Senior Project Manager and an Executive Vice President. We coach them every step of the way in understanding the processes and teaching them the ins and outs of the business,” says Bana. In the final analysis, Bana views Hudson Meridian a “a business with multiple businesses in itself having the vision to put something together and finding the personalities to bring it all together.” “It’s evolved for the better,” he concludes.
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COMPANY INFORMATION Company Name: Hudson Meridian Construction Group Country: U.S. Industry: Construction Est: 2002 Revenue: $750m Premiere Service: Construction Management;General Contracting, Program Management Founder/CEO: William I. Cote Website: www.hudsonmeridian.com
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EllisDon Construction:
Technology Driven Global Leader EllisDon Construction of Mississauga, ON is a global construction services stalwart that completes CAD $3.5 billion worth of contracts annually. Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal he sheer scope of EllisDon Corporation’s operation – from its global reach to its prodigious workload – is, well, impressive. Yet, despite its massive physical presence, EllisDon cultivates and maintains the personal touch of a much smaller company with every client, its “cradle to grave” approach guaranteeing involvement at every level of each project from pre- through post-construction. Established in 1951 by brothers Don and David Ellis Smith, the Mississauga, ON company has grown to become a global construction services stalwart with design, finance, construction and management capabilities, working primarily in the Civil Infrastructure and ICI sectors. It employs approximately 2,500, completes CAD $3.5 billion worth of contracts annually and works across Canada, in South America, the Caribbean and the United States as well as Qatar, the United Arab Emirates and Afghanistan. As it has evolved, EllisDon has embraced its reputation as a leading proponent of industry change. It is not uncommon for the company to create solutions where there were none in order
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to address vexing problems. “We thrive on change. We don’t want the status quo. We want to be ahead of the curve so we look to the future and see what’s coming. For our clients, we look at what the needs are for the markets we serve. We set up specialty divisions to fill the void,” explains Senior Vice President George Charitou, an industry veteran of 28 years. “It stems from our roots. Our founder was an entrepreneur and
North American Construction Journal his enthusiasm for business and his focus on innovation shaped our thinking, from our in-house Construction Sciences division to intelligent buildings and BIM,” adds Jody Becker, Senior Vice President of International Markets, who joined EllisDon in 2007. As head of the company’s Construction Sciences Division, Charitou oversees the Construction Engineering, Building and Material Sciences R&D, QA/QC, Constructability and Logistics, and Products and
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Systems R&D departments. “I have the responsibility for continuing the excellence, growth and broadening of the capabilities and reach of the departments. The various teams provide their expertise to all of EllisDon’s divisions, ranging from proposals and pre-construction planning, site logistics, execution and troubleshooting, to supporting large field equipment,” he explains.
Premiere Projects Oakville Trafalgar Memorial Hospital: EllisDon was the majority partner of this Design/ Build construction joint venture for Halton Healthcare Services that cost CAD $976 million and encompasses 1.5 million square feet. The company was a partner on the development and facility management teams as well. “Oakville Hospital is the most technologically advanced hospital in Canada,” Charitou notes. “We also completed the ICAT work, which includes the main technology and communications components.” The acute care facility now has 457 beds and features: a fivestorey section for complex continuing care and rehabilitation
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North American Construction Journal
We are proud to have partnered with EllisDon on the Brookfield Place project.
curtain wall
storefronts
windows
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glass
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North American Construction Journal and an array of outpatient services; a 10-storey inpatient care tower; and a four-storey therapeutic and diagnostic section. Brookfield Place: This CAD $1.3 billion full-block commercial development will cover 2.4 million square feet upon completion and feature the tallest building in Western Canada at 56 storeys. North American oil company Cenovus will be the anchor tenant. “With a defined budget and schedule, everything was met to a ‘T.’ It was executed well, which goes back to the services and
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We thrive on change. We don’t want the status quo. We want to be ahead of the curve so we look to the future and see what’s coming.
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- Senior Vice President George Charitou www.naconstructionjournal.com
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planning that goes into every project we do,” says Charitou. Ottawa Light Rail Project: This Design/Build/Finance/Maintain P3 project for the city of Ottawa’s Confederate Line is scheduled for 2018 completion at a cost of CAD $1.8 billion. The 12.5-kilometre line will move 24,000 riders per hour in each direction and will include 13 stations, three in a 2.5-kilometre tunnel designed to greatly reduce downtown congestion.
Technology Driven Charitou says the ability to create solutions as needed fuels his group and the company as a whole. “There are always a lot of interesting things going on and inventions when there is a need. Our people come to us with challenges and we find the solutions; we create it.” According to Charitou, when it comes to reviewing plans, the company takes nothing at face value. “We are driving change and marinating leadership in technologies and building systems for our clients to have longer performance and more money in their pocket in the
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excellent façade construction expertise
#1
long-term. We look at assets for their lifespan performance. We get into the details and if we find better ways to do things, we will flag it and explain why we think it’s better. We work with the client, the trades, and the consultants to have the best action plan,” he elaborates.
Cost mitigation is a top priority.
“It is the willingness by everyone to embrace technology and keep it on the front line. We’re looking how to improve building performance based on technological advances,” Becker asserts. “We draw from this team for challenges we have, no matter where we are building.”
Doing The Job
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“Our industry is one of the last to be disrupted so we have a keen interest to find cheaper and better ways of doing construction. We have a focus on that for the whole industry in general,” Charitou says.
“Our people have the ability to service the client directly without asking for permission from the office. At the job site level, the employee can make decisions. They can service the client and make them happy. They have
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North American Construction Journal more autonomy and authority,” says Charitou. Superintendents and Project Managers are empowered to essentially operate as project CEOs, which Charitou points out “is different than the competition.” With its commitment to a culture of trust and openness and its reputation for quality work, it stands to reason that it is paramount for EllisDon to establish long-term relationships with equally qualified sub-contractors. “We monitor their performance, their financial strength, the
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level of commitment to other projects they have ongoing, and their safety practices. We get into their business to understand the level of quality and execution before we qualify them,” Charitou explains. “We are the company of choice for them.” “So many of our subs have become real partners with us. We consistently work with firms that are like-minded, that take on risk and are innovative,” adds Becker. “And our willingness to take on risk with our clients as a partner, sets us apart. We always look to see how we can take on more risk. We’re partnering for success,” Becker explains.
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“We participate in working groups for the Ministry of Labour for legislative changes and participate with special committees for the development of specialized standards for construction,” Charitou says.
Safety, Training and More The company maintains laser focus on its safety protocol and consistently maintains the
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It is the willingness by everyone as a whole to embrace technology and keep it on the front line. We’re looking how to improve building performance based on technological advances.
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The company maintains multiple trade association memberships, including the Canadian Construction Association (CCA), the Canadian Standards Association (CSA) and ACI, a committee which Charitou sits on.
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- Senior Vice President of International Markets Jody Becker
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North American Construction Journal industry’s highest safety rating. “In the last year we are the first construction company to have mandatory programs for our sub contractors as well. We are taking safety to the next level for all workers in construction and we are trying to promote this both domestically and internationally,” says Becker.
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for all of our employees,” she says. “We can make changes in your career to help you grow and succeed.”
The company offers a range of formal and informal programs with the singular goal of creating and maintaining a culture of freedom and trust.
At the corporate level, EllisDon partners with The United Way for charitable initiatives and has provided support at a number of international disasters. It is also involved with a number of local and regional charities. “We encourage our staff to five to the max and the corporation also has a matching program for many different organizations,” Charitou says.
“We have leadership programs
Looking forward, expect the
We create iconic buildings. Walters Group offers end-to-end solutions on complex steelwork projects across North America. We recognize that the projects we contribute to are more than just projects. They change landscapes. They support key industries. They inspire people. Walters Group is proud to have been a part of bringing the vision and structural innovation to the award-winning Brookfield Place Calgary.
www.waltersgroupinc.com @waltersgroupinc
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North American Construction Journal
Carpentry Manufacturing A Division of Allwood Industries Ltd.
Specializing in Custom Architectural Millwork
With over 6 5 years of experience specializing in metal stud, drywall, insulation, acoustics and tex tured finishes, Marel Contractors services all sectors of the construction industry including residential (low-rise and highrise), commercial, institutional and industrial throughout the GTA, Ontario and across Canada. MARELCONTRACTORS.COM 905.326.4000
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MARE 52297 Ellis Don QPG Ad FA.indd 1
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company to continue along its innovative path, immersing itself in new technologies and developing practical applications.
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COMPANY INFORMATION Company Name: EllisDon Construction
In fact, Charitou says he would tell the younger version of himself just starting out “to learn about AI and code development and robotics, and learn about constructive technologies in general.” “EllisDon has transformed from being a Canadian general contractor to being an international construction services firm. That’s been the success of our story,” Becker concludes.
Country: Canada Industry: Construction Est: 1952 Revenue: $3.5 billion Premiere Service: Construction and Building Services President/CEO: Geoff Smith Website: www.ellisdon.com
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North American Construction Journal
Helix Electric:
Providing Power
Solutions
From Hawaii to
Washington, D.C. Helix Electric is an industry leader in electrical design and construction services with a national portfolio packed with high-profile success stories Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal stablished in 1985, it seems Helix Electric has not encountered a job it is unable to handle. The company has long since established itself as an industry leader in electrical design and construction services with a national portfolio packed with high-profile successes. Headquartered in San Diego, Helix Electric maintains branch locations in Hawaii (Honolulu), California (Los Angeles, Oakland, Sacramento), Nevada (Las Vegas, Reno) and Washington, D.C. The company is a merit shop contractor that offers preconstruction, BIM/engineering, project management, design/build and prefabrication services across the full spectrum of sectors including commercial and retail, education, government and military, healthcare and biotech, hospitality and entertainment, industrial, multi-family, residential, renewable energy and transportation. Helix Electric has won numerous national and state safety awards along with nearly 100 national performance awards for excellence presented by The Associated Builders and Contractors (ABC) and The Design-Build Institute of America (DBIA). What separates Helix Electric from its
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competitors across the country? “We are very committed to our customers, our quality and our safety which is a huge part of our culture. Bringing a proven team to the table is a big value. We want to be viewed as a value-adding player. If not, then we are just another guy and that’s not what we want. We want to make sure that we are delivering the best project,” explains Victor Fuchs, president of Helix Electric in Nevada. The company is a top U.S. electrical contractor and its national scale and recognition are both distinct advantages. “We’re operating out of multiple offices across the country. We have a
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national traveling group that roams; we have a national distribution group and a national solar group. We all talk and work together and customers really like that. The person they call is their counterpart and they can have an easy conversation,” says Boris Shekhter, president of Helix Electric.
826,000 sq facility and a 1,121,000 sq parking structure. Fort Meade provides support for Department of Defense civilian employees, military family members and retired and active-duty military. Helix is partnered with Clark Construction on this project.
Premier Projects
Kauai Island Utility Cooperative: Helix worked for GC Tesla on the project in Lihue, Hawaii that includes a new 17.318 MW ground mounted solar and 52MWH battery storage system located on 50 acres. It stores energy at night and releases it as needed and is the largest
Fort Meade East Campus Building 2: Construction of a mission-critical
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We focus on training and
nvesting in our people and we succeed through longevity. We have apprentices that started here and are now running their own projects. We have young people that started here who are now running offices. We train our champions.
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IKEA: Located in Las Vegas, the new IKEA is a 350,000sf steel building with retail, restaurant and warehouse areas. Helix designed and installed the 1.2-megawatt solar PV system on the roof, providing 28 percent of the store’s yearly kilowatt usage.
- Boris Shekhter, President www.naconstructionjournal.com
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North American Construction Journal dispatcher battery system in the world with more than 55,000 panels and 250+ Tesla battery power packs installed. Plenty Foods: Helix powered up this unique indoor urban farm project in a warehouse setting. Plenty grows organic food vertically with each plant popping out of the side of a tall, skinny tower. Lights are also arranged vertically rather than pointing down from above. Forza Telecom NPC, Inc. was the GC. UCLA Wasserman Football Performance Center: This four-level building accommodates the UCLA Football program including locker rooms, athletic and weight-training areas, coaches’ offices, and team meeting/viewing rooms. The football performance center is one
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of 20 projects Helix has performed at the UCLA campus. Vertex Pharmaceuticals: This 171,000sf tenant improvement project in San Diego included the build-out of laboratory space doubled the size of the facility’s research center. Helix worked with GC BNBuilders. Tesla Gigafactory: Helix has been involved in the ongoing construction of the 20+ million square foot Gigafactory located east of Reno, Nevada.
Growing Through STEM Manpower is an industry-wide problem and, as older workers age out, finding capable replacements
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Bringing a proven team to the
table is a big value. We want to be viewed as a value-adding player. If we aren’t, then we are just another company and that’s not what we
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want. We want to make sure that we are delivering the best project. - Victor Fuchs, President Helix-Nevada
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continues to be difficult. Fuchs says the company has embraced the STEM (science, technology, engineering and mathematics) learning model as a way to prepare and inspire the next generation. “We are very active and a key member of the STEM Program. It’s a big deal where we get schools involved from 8th grade on trying to introduce kids to a construction environment. This is just beginning – we’ll see where it goes,” Fuchs explains. A Brookings Institute report, “The Hidden STEM Economy”, notes that skilled jobs in construction
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North American Construction Journal frequently demand STEM knowledge. These jobs do not require a four-year college degree, and pay 10 percent more than jobs with similar educational requirements. Among construction-related STEM professions that require an associate’s degree, electricians rank in the top five.
Safety First and Always When it comes to safety, Helix means business. The company employs a full-time Safety Director and numerous safety officers charged with developing and enforcing a zero tolerance mandate. Since 1999 the company has won the ABC’s prestigious Platinum STEP
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Award 17 times. It has garnered five California/OSHA Golden Gate Recognition Awards since 2010 and earned the State of Nevada Safety Consultation Training Section’s Safety and Health Achievement Recognition Program Award in 2017. “We don’t compromise on safety. Zero tolerance is a top priority for us. We recently won a Safest Residential Contractor Award nominated by the World Wide Safety for zero lost man hours in 2017/18,” Fuchs notes. Shekhter and Fuchs sit on the company’s Senior Safety Committee and Shekhter says: “We walk the walk. Safety has to be a culture from top to bottom. We are all focused on safety on-site and our
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Day to Day The company employs in excess of 2,000 people and generates annual revenue of $600M. Helix Electric was founded in 1985 by Ukrainian immigrant Gary Shekhter in a leased two-room garage in El Cajon, a suburb of San Diego, California. Fuchs emigrated from the Ukraine as a 14-year-old with his parents. He joined the company in 1997 and has been with Helix Nevada since it formed in 2001.
“We are the largest non-union electrical contractor in the state of Nevada. We have the most experienced team and a long outstanding track record,” he says, adding “our financial strength and our dedicated group of partners are central to the company’s success.”
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We walk the walk.
Safety has to be a culture from top to bottom. We are all focused on safety.
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Safety Director used to be a Superintendent and a Project Manager. We discuss any safety issue in the industry. We look at every incident and leading indicators.”
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- Boris Shekhter, President
Building Protection. Building Relationships.
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North American Construction Journal The company incorporates LEAN methodology in a number of projects. “We have a hospital that is going LEAN right now and a local contractor totally committed to LEAN. We feel it is a big deal and we have several people in our organization that are LEAN certified,” Fuchs says. The company’s select core group of subcontractors has been carefully cultivated through the years. Fuchs says it is hard to crack the Helix lineup. “We have a select group of subcontractors and we believe in total partnership. We consider
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suppliers and subs to be strategic partners. We believe in supporting local businesses and giving back to the community,” he says. “We choose our clients carefully. We want to develop a relationship. We truly partner with them so we can help them and they can help us,” adds Shekhter, who joined the company in 2004. The company belongs to a number of industry associations. Helix is a lifetime member of the ABC and has employees that are members of the board of AGC. “There are tons of benefits. We are
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working for the rights of members, trying to protect our business model and making sure everyone is on a level playing field,” he explains. Fuchs describes himself as a hands-on manager involved in every aspect of operations. “I am involved in procurement and marketing and oversee operations and keep everything on track with everything we do.” That approach complements Shekhter’s role. “I think my job is to help people reach their potential. I consider
North American Construction Journal myself a steward to the success of the company. We have 2,000 employees and if they have a spouse and two kids – that’s 8,000 people. We are aware of very low unemployment, so we know that each person makes a choice to work at Helix every day,” he says.
Training and Recruitment The company’s Helix University provides employees access to top-shelf training and professional development. Helix employs a full-time Education Director and craft training professionals who focus on both career development and hands on field training.
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“We have a full curriculum and classes going on a weekly basis. We invest in education and a lot of our team members dedicate their time to instructing people and building our future,” Fuchs says. The company’s Talent Acquisition Team scours colleges for candidates and has partnered with schools such as the University of Cincinnati, San Diego State, CalPoly San Luis Obispo, Purdue, Chico State, University of Nevada, Las Vegas and the University of Nevada, Reno. “We focus on training and investing in our people and we succeed through longevity. We have
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apprentices that started here and are now running their own projects. We have young people that started here who are now running offices. We train our champions,� says Shekhter, adding the company especially likes to hire veterans and students right out of high school.
Looking Ahead Helix Electric is constantly striving to achieve extraordinary results.
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Given the scope of its operations, the depth of its experience, the consistently high quality of its work, and its willingness to challenge itself, the company projects as a prime-time player for years to come. “I love to be able to take challenging projects and figuring out how to show the customers how it will work. I love being part of a great team and I think we have the best team in the industry. And I love the
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COMPANY INFORMATION
Company Name: Helix Electric responsibility of making lives better, of making sure all of our team members are employed,” Fuchs says. “We hire the right people. If you do that and set the right vision and follow your goals, it gets things done when you have the people with a sense of urgency and when you treat those people right. Also, you always need to be learning and to be humble – never think you know it all because there is always so much to learn,” Shekhter concludes.
Country: United States
Industry: Construction
Est: 1985
Website: www.helixelectric.com
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KPost Roofing & Waterproofing :
Tackling an array of roofing challenges KPost Roofing & Waterproofing of Dallas is an award-winning commercial roofing and waterproofing contractor – and a Dallas Cowboys’ partner Written by Kevin Doyle Produced by Stephen Marino
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North American Construction Journal ootball terminology is part of the everyday lexicon at KPost Roofing & Waterproofing of Dallas, TX. For example, stages of operations are broken down as offense, defense and special teams and company President Steve Little is known as the Head Coach. Of course, this is altogether understandable when you are a logoed partner with “America’s Team”, the Dallas Cowboys. KPost opened its doors in January 2004 with 11 employees under the direction of CEO Keith Post, CFO/Safety Officer Jayne Williams and Little and has matured into an award winning commercial roofing and waterproofing contractor. The mantra “Safety, Quality and Value” drives the organization. In addition to commercial roofing (both new construction and remedial) and waterproofing, the company’s service suite includes standing seam metal, repair and maintenance and lightweight insulating concrete decking. KPost employs 400+ and generated approximate annual volume of USD $60 million in 2016, numbers that far outstrip the initial goal of becoming a $10 million, 100-
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person company in 2004. Earlier this year, Roofing Contractor Magazine named KPost its “2017 Commercial Roofing Contractor of the Year” for the company’s industry best practices, commitment to employees, excellence in safety, quality workmanship and customer satisfaction. The company ranked No. 21 on the magazine’s 2016 Top 100 list and ranked No. 397 on ENR’s top 600 Specialty Contractors list. The secret to that success is
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really no secret at all.
charts,” says CEO Keith Post.
“We are very blessed and fortunate to have great people. It’s all about people and when you want to work where you’re working, it’s not work. We’ve been able to attract really good human beings that have skill sets that fit into the game plan we put together. Part of that has been leadership, part of that has been building a brand. People know we’re safe, that we do quality work and this combination with our great team may cost a little more but the value is off the
The company set out to create a brand and a standard that the competition had to live up to, seeking the most difficult, high profile, fast-track projects available. “People don’t like the coach much until you win the Super Bowl. We’ve been fortunate over the course of thirteen and a half years to win a couple of Super Bowls in a very short period of time,” notes Little, who says he is both “the pep squad
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as well as the disciplinarian.”
Joining The Cowboys Team Positioned prominently on the company’s website, the KPost logo features the Cowboys’ star and proclaims: “Partner of The Dallas Cowboys.” Becoming the “Official Roofing and Waterproofing Partner of the Dallas Cowboys” was not a relationship easily won. For starters, the company had to meet stringent certifications laid out by the National Football League.
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We are very blessed and fortunate
to have great people. It’s all about people and when you want to work where you’re working, it’s not work. We’ve been able to attract really good human beings that have skill sets that fit into the game plan we
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put together.
- CEO Keith Post
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The project pitch process showcased KPost’s commitment to preparedness. “When we bid the AT&T Stadium (formerly Cowboys Stadium) project, we were second in price. Our competitors showed up with two people. We had seven people for our presentation and took (the Cowboys’ officials) through from mobilization to de-mobilization. We were there for two hours. We
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man-hours yielding only two minor safety incidents, a cut and a twisted ankle. When a rare ice storm blanketed the region prior to the 2011 Super Bowl at AT&T, KPost was enlisted to tackle the problem of removing ice from the massive stadium gutters measuring six feet wide and eight feet tall.
were frank about our costs and they said they would let us know. They called us in the car on the way home,” Little recalls. At any given time, as many as 70 KPost employees working more than 300 feet above ground, wrangled shrink-wrapped pallets of materials hoisted by tower cranes and screwed them to the stadium roof. KPost received an award for safely completing more than 93,000
“We recognized they were going to be having problems. On the Friday before, we got a call from the Cowboys saying ‘Come out here now. We have the NFL, Homeland Security, the Arlington Fire Department and all sorts of people trying to figure out what to do.’ On our way out, ice fell off the roof and hit a concession stand. We were able to minimize the damage to the roof as well as address the safety issues. We had guys there until 1 p.m. on Super Bowl day to facilitate safe removal of the ice,” Post explains.
Some Key Projects The $5 Billion Mile located along State Road 121 in Frisco, TX is also known as Corporate Headquarters Row and is the home to giants such as Toyota, J.P. Morgan Chase, Liberty Mutual, and “The Star” home to the Dallas Cowboys headquarters and practice facility. “We’ve been
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North American Construction Journal blessed beyond measure to be involved with each of them and it’s been a win/win for all of us,” says Little. The company has completed five of six phases in a $14 million roof replacement at The NorthPark Center in Dallas, not only KPost’s largest single project location but also the highest dollars per square foot shopping space in the United States. The company has also completed work on Phases One and Two of the $1bn Facebook Data Center project nearing completion in Fort Worth.
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violations. One offense removes a worker from a job. “One offense, you’re off the job. Three and you’re out of the company,” Williams stresses. Each employee must achieve OSHA 10-hour certification within 90 days of joining the company with Superintendents required to maintain OSHA 30 certification. “We have five OSHA 500 trainers, Jayne and four others that are bilingual, on staff. Our Safety Manager, who is a Certified Safety and Health Official, and three assistants visit job sites daily and do a reward/
“
“A. 59 with 400+ employees on roofs or hanging off buildings every day is unheard of,” says Little, adding that Williams is the driving force behind the company’s safety program. “Her goal is to get the boys safely home at night with their families – we talk about that every day.”
A .59 with 400+ employees on roofs or hanging off buildings every day is unheard of. (Jayne’s) goal is to get the boys safely home at night with their families we talk about t hat every day.
The company has zero tolerance for fall protection
- Head Coach Steve Little
KPost carries a .59 modifier rating on $13 million of annual operational payroll, an insurance indicator that it is an exceptionally safe company.
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Safety Above All Else
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North American Construction Journal discipline program daily. Site reports are distributed to Superintendents and management and we have one-, five- and 10-year safety recognition for all employees,” Williams says.
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In the early days, General Contractors didn’t work with KPost. Post says that was a matter of the company having to prove itself.
manage risk every day,” he explains. “We typically are not the low-priced contractor on the front side of a job. But people that have worked with us in the past have realized that the price they get on the front side of the job is THE price – we’re not a big change-order company unless the scope changes. We’ve been fortunate that we’ve been able to safely complete over 1000 quality installs, per our contracts, since we opened our doors in January 2004.
“GC’s are facilitators of managing risk, the buffer between the owner and the developer. However, as subs, we have to
“In order to exceed client expectations, you need knowledgeable, trained employees with a strong brand,
Day to Day
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internally and externally. Our employees excel in Safety, Quality, and Experience. We proactively solve problems bringing exceptional value to our clients who live in a reactionary environment.” And, the company is clearly willing to improvise as needed. That was the case when it was performing work at Home Depot Distribution Center during the Christmas stocking season for the retailer. “We couldn’t get into the parking lot because there were trucks everywhere. So, we
unloaded the materials three blocks away, then flew them to the roof by helicopter,” Post says. “We’ve never not finished a project and we have never required surety to be involved in any of our projects.” The company maintains a fleet of nearly 200 pieces of equipment that are inspected and maintained monthly. “Our campus, which includes all of our equipment, and employees, are co-branded with the KPost and Cowboys logo, so everything has to be the best. When you are the roofing and waterproofing company of
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success, individual performance, and safety.
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the Dallas Cowboys, it means you strive to be the best every single day,” Little says. KPost’s 14th annual Strategic Partners Dinner for the vendor community as well as banking, legal and insurance partners is its way of saying thanks. “We respect them as partners and want them to know they helped us to get where we are today,” Williams explains. Our partners and employees ARE the difference in KPost’s success. Employees are provided with a 401K plan as well as internal profit sharing based on company and department
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“Besides new projects, most of our client’s dollars are spent on a building’s maintenance, HVAC, roofing, floors and parking lots. Therefore, it’s a self-sustaining business that way but you have to keep employees after you have them, so you have to have a strong brand internally as well. Safety, quality and value also applies to the employees,” Little says. The company is a member of numerous national, regional, and local associations and works closely with Dallas-based TEXO, which combines two large national associations (ABC and AGC) to advance the industry in Texas. “The association world is key for its members to have a single resource to get information about their markets, whether it be politically connected and using all the resources that the collective association brings to get the attention of politicians to be able to effect regulations, or to be an influencer to the marketplace from a client standpoint,” says Little.
Extra Points After targeting growth from
North American Construction Journal the beginning, KPost has spent 2017 concentrating on stabilizing growth and ensuring sustainability. A succession plan is underway naming four Vice Presidents and two Directors to the company’s leadership team. As a committed community partner, the company’s nonprofit KPost Charities arm is involved in programs such as providing backpacks for children of KPost employees and underprivileged children in our community, college scholarships, and providing cost-free work for homes and churches. It
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re-roofed the regional Hispanic Contractors Association Building and is involved with the Dallas 24 Hour Club building transitional housing for the homeless. As it moves forward, expect this forward-thinking company to continue to make its mark on the Dallas-Fort Worth Metroplex and beyond. “Our team solves problems and brings value daily to our building owners and contractors. We’ve been able to create an industry standard, build a sustainable award-winning
COMPANY INFORMATION
Company Name: KPOST Roofing & Waterproofing Country: U.S. Industry: Construction Est: 2003 Revenue: USD $60m Premiere Service: Industry-leading commercial roofing and waterproofing, contractor.
President: Steve Little Website: www.kpostcompany.com
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Bosworth Steel Erectors, Inc.:
Project Satisfaction
Gu a r an t eed Bosworth Steel of Dallas, TX stands by its reputation as a team player and delivers on its promises. Written by Kevin Doyle Produced by Stephen Marino
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stablished in 1995, Bosworth Steel Erectors of Dallas, TX has forged a well-earned reputation across multiple sectors as a creative project partner with demonstrated expertise in Pre-planning and Estimating, Project Management and Supervision, Design-Assist and Design-Build.
rebounded from The Great Recession, generates approximately $40-$50 million in annual revenue. The company maintains an exclusive network of subcontractors and has executed jobs across the country.
Jimmy Kepple, Vice President of Project Management, says living up to and building on that reputation requires a concerted effort by every member of the Bosworth team on every project.
“We become a member of the [client’s] team. Their goals are our goals. At the end of the day, if they don’t call me back [for another job], then no matter how much money we make, it’s not successful,” he points out.
“Our reputation is based off the fact that we’re seamless from the start of the sales process to final turnover and completion. We deliver what we say we’re going to deliver in the time we say we’re going to deliver it and for the money we say we’re going to deliver it for,” Kepple says. “What sales promises, production delivers. Our best salesmen in the company are our Superintendents in the field because they’re the ones who are actually turning that dream into reality. The ball is never dropped,” he adds. Today, the family-owned company is under the direction of President/CEO John Bosworth and Vice President/ COO Vincent Bosworth. It employs 250 and, having survived and
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What distinguishes Bosworth from its competitors? That’s easy as far as Kepple is concerned.
North American Construction Journal 75 going through with fabricators and Operations Top-shelf technology, ranging from sales and estimating software to labor tracking systems, yields a constant information stream and plays a key role in the company’s success. “You have Sales and Estimating looking at our system for previous jobs to see similar labor factors that match up. They’re also talking to Project Management and Superintendents and doublechecking the figures and rights they are selling in their bid,” Kepple explains. “From there, Production is developing schedules, turnover and
designers to make sure everything is aligned in such a fashion that we can deliver specifically what we sold.” That intricate labor tracking system has elevated the company to preferred vendor status with numerous clients.
“At bid time, our sales people and estimators will go in and look at every piece and every cycle of a job and assign a time and labor factor to it. We carry those assignments codes to our time sheets and document the actual labor time code in the field on a weekly basis. Our Supers put in how many man hours were required
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This enables the company to apply lessons learned and avoid repeating mistakes. “Is it unique? No, it’s a common concept. What I think is unique is that we hold ourselves to that and are able to do that,” Kepple notes. Additionally, the company continues to develop and tweak its own hybrid approach to operations. “We use bits and pieces, the best we find from other formal systems and develop what works for us. For example, parts of Lean may not work but we’ll take parts we think will. If they fit, we enhance them. I guess we’re developing the Bosworth System,” Kepple says. When it comes to sub-contractors, Bosworth works with a highlyregarded core group of proven companies who adhere to the company’s disciplined approach and high standards. “If you’re going to be a sub with us, you’re going to have to carry our name on your shoulders. Being a sub-contractor for Bosworth is being Bosworth,” Kepple says. “And we don’t blame a sub because he
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Our reputation is based off the fact that we’re seamless from the start of the sales process to final turnover and completion. We deliver what we say we’re going to deliver in the time we say we’re going to deliver it.
“
for a specific cycle on the time sheet. That goes back into the cost for that job and also into a history file,” Kepple says.
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- Jimmy Kepple, Vice President Project Management
North American Construction Journal might not be able to perform – we pick up the slack if he has a problem. There are no excuses.”
Safety Measures Safety Coordinator Micah Conrad oversees a program that incorporates the geometry of each building into a truly site specific safety plan. Overall, the company has seven OSHA certified professionals implementing and monitoring the program. “We’ve incorporated our in-house engineering on each specific structure with our standard safety requirements for tie-offs, perimeter lines, cable and fall protection equipment,” Kepple says.
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Part of Conrad’s responsibility is to track training data on every employee from Superintendents to apprentices and to maintain a spreadsheet detailing credentialing from aerial lifts to OSHA 30-hour.
Some Key Projects The company has executed a wide range of high-profile projects. Its work at a General Motors assembly plant expansion included pedestrian bridges, electrical work and body shop. It has also recently worked on an administrative office complex for Facebook. Bosworth was in charge of structural steel for the Smithsonian’s National Museum of African American History and Culture that opened in Washington, DC in September 2016; tackled the renovation of the Cleveland Browns’ FirstEnergy Stadium with enough speed to open in time for the 2015 NFL season; had the manpower and coordination to execute River Spirit Casino renovation in Tulsa, OK; renovated the Gaylord Family Memorial Stadium at Oklahoma University; and was part of the team responsible for the Dallas Cowboys’ new practice facility in Briscoe, TX. “Pride goes by real fast; we don’t take time to gloat,” says Kepple. Other notable projects include the
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Affiliations The company has been a member of the American Institute of Steel Construction (AISC) for 15 years and successfully completed its most recent audit in July 2016. “AISC is specified on any job that has
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“
If you’re going to be a sub with us, you’re going to have to carry our name on your shoulders. Being a sub-contractor for Bosworth is being Bosworth.
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San Antonio Military Medical Center, completed in 2011; Nationals Park, home base for the Washington Nationals, opened in 2008; the Texas Christian University Education Center Expansion on the Fort Worth campus; and the Bass Hall for Performing Arts in Fort Worth. The latter required the erection crane to operate within the building footprint due to limited site access.
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- Jimmy Kepple, Vice President Project Management
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structural steel. To be able to abide by those specifications you have to know the rules, regulations and standards that are established. To be a certified erector means AISC has looked at your program and said you are representing the AISC the way it is intended to be represented,” says Kepple. The company is also a member of the Associated General Contractors (AGC). The company is certified under AGC’s Safety First program, a requirement on many job sites, and is an AGC preferred steel erector and active participant in the association’s seminars.
Looking Ahead Expansion is not likely in the
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We become a member of the [client’s] team. Their goals are our goals.
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- Jimmy Kepple Vice President Project Management immediate future although the company has enhanced its crane fleet with purchases in each of the past two years. “I think at this point we’re operating at our most efficient and profitable margin range. I think we’ll continue to target the revenue we are at with this many people and with a specific profit margin in mind,” Kepple concludes.
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COMPANY INFORMATION Company Name: Bosworth Steel Erectors, Inc, Country: U.S. Industry: Construction Est: 1995 Revenue: USD $40-50M Premiere Service: Structural steel erection President/CEO: John Bosworth Website:
www.bosworthsteel.com
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RN Civil Construction :
Water, Wastewater and Heavy Civil Construction SpecialRN Civil Construction of Englewood, CO ist Design/Build, general contracting provides and construction management services to deliver high-end projects Written by Kevin Doyle Produced by Stephen Marino
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stablished in 2002, RN Civil Construction of Englewood, CO provides Design/Build, general contracting and construction management services, specializing in water, wastewater and heavy civil projects. The company was founded by Dan Niehus and Dave Reynolds and generates annual revenue of approximately $50m. RN Civil Construction is committed to completing projects safely, on time and on budget and works closely with its clients throughout every phase of each project.
Operations As a General Contractor, RN Civil Construction self-performs the majority of work on many projects, allowing it to maintain close watch on the budget, schedule and quality of work. The company performs construction layout and surveying, excavation, concrete framework, rebar and concrete placement, rough carpentry, yard piping, process piping and mechanical equipment services. It has developed and calls on a core group of trusted subcontractors in the specialty trades such as electrical and finish carpentry. The company’s Safety and Health
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policy is monitored closely and strictly enforced with the goal of protecting every employee from work-related accidents or illnesses. Modifications and improvements are made regularly and supervisors are charged with being aware of the safety performance of every worker on their team. The company considers working safely to be an integral part of quality control, cost reduction and job efficiency.
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organically and provides opportunities for advancement for employees that express a desire to move up at each level of the company.
Premier Projects
RN Civil Construction is also an advocate of the Design/Build methodology and has built projects ranging from $300k to more than $10m. Clients prefer the shorter construction schedule, the accuracy of the budgeting process, value engineering, design consultation and the opportunity to be involved with the selection of equipment and sub-contractors. The company prefers to grow
Aspen Consolidated Sanitation Treatment Facility: The company self-performed all earthwork, concrete, yard piping, interior piping, process equipment and general civil site work for this $5.1m improvement project performed while keeping an existing facility operational. Treatment capacity capabilities were improved and increased. A twostory digester building addition now houses jet aeration mixing pumps and aeration blowers that replaced an existing system. Work on the Headworks Building included raising the dumpster room roof, installation of new equipment and relocation of existing equipment, and construction of a new concrete retaining wall. Snowmass Water and Sanitation District: Work on this $23.9m expansion of an existing wastewater treatment facility that will increase plant capacity to 2.46 MGD began in August 2017. Project Manager Dave Ortt told The Aspen Daily News that a 2020 project completion date is possible but that “no quality or safety will be compromised.� Work includes removal of 160,000 gallons
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WHATEVER IT TAKES. WHATEVER THE CHALLENGE. With over 60 years of waterworks experience, we’ve helped our customers with some of the most complex and challenging demands. Whatever it takes, we are up to the challenge.
Aurora (720) 859–3060 Find the closest waterworks location near you by visiting FERGUSON.COM/WATERWORKS ©2018 Ferguson Enterprises, Inc.
0118 712674
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of water drained through porous polymer bags to trap sludge from the retention pond, repurposing existing facilities and construction of new aeration basins, secondary clarifiers, disc filters, UV disinfection, odor control facilities and associated piping and buildings. The existing plant will remain operational throughout the project. Woodmen Hills Regional Water Reclamation Facility: This $11.4m project was built at an existing facility in El Paso, CO and required extensive planning and coordination to keep the existing facility up and running while the new facility was under construction. Work consisted of mass excavation, dewatering,
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concrete placement, yard piping, interior process piping, metal building, electrical, instrumentation and HVAC. RNC Civil Construction installed clarifiers, pumps, mixing equipment, blowers, diffusers, a chemical fee system, dewatering screw press and polymer blending system. Genesee Advanced Water Treatment Facility: This $8.9m construction of a new treatment facility located in Golden, CO was completed in 2017 and designed to meet current future drinking water standards. The new facility houses all process equipment as well as a laboratory, chemical storage area and administrative offices. The facility is operated by a supervisory control and data acquisition (SCADA) system. The project was funded through Colorado’s revolving fund and RN Civil Construction had to comply with several state and federal requirements.
Final Thought Backed by its considerable industry experience, armed with a vast array of services, and bolstered by its reputation for reliability and consistent delivery of quality projects, RN Civil Construction has carved out a sustainable long-term niche.
COMPANY INFORMATION
Company Name: RN Civil Construction Country: U.S. Industry: Construction Est: 2002 Premiere Service: Water, wastewater and heavy civil projects
Owners: Dan Niehus, Dave Reynolds Website: www.rncivilconstruction.com
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