“Building Consistent Success, One Project At a Time”
Our National Accounts group has optimized the project delivery process to meet the unique needs of multi-location clients.
Learn more on page 8
Insights
See what developments are impacting construction nationally, from our preconstruction experts.
Page 12
“Delivering Crucial Infrastructure on a National Scale”
Modern construction is demanding. We reduce the learning curve with our centralized market resources.
Page 16
Project Stories
Learn more about how we deliver aviation, mass timber, and PublicPrivate Partnership projects for clients nationwide. Page 20
PEACE OF MIND FOR OUR CLIENTS NATIONWIDE
As a national enterprise company with strong ties to our local communities, Swinerton is committed to a singular goal: to be the preferred builder and trusted partner in every market we serve, proudly leading with ownership, integrity, passion, and excellence.
This goal has driven our business for decades, shaping our decisions, actions, and approach. Recognizing the unique needs of each client and market, we continually refine our processes to ensure the resources, leadership, and strategies are in place to exceed expectations. In just a few short years, we have launched several specialized construction services as part of the Swinerton Family of Companies. We've grown a curated portfolio of construction service offerings under Swinerton Builders to meet multilocation and programmatic project needs. We’ve expanded our geographical
and market footprints. We’ve attracted top talent and developed the next generation of leadership from within.
Every offering has been carefully developed and thoughtfully integrated to deliver value and ensure an exceptional client experience, every time. Our focus on client success begins early in preconstruction and design development, where the greatest value is achieved. Swinerton’s National Accounts group has developed sophisticated processes and programs to familiarize and train local teams on expectations, preferences, and design standards, reducing the learning curve for more seamless project delivery. Additionally, our recurring Swinerton Insights section continues to provide valuable information on pricing trends, material lead times, and industry data, all helping to inform our partners.
In addition to making data-driven decisions, clients need to trust that
their projects will be built right the first time, no matter the size or complexity. Swinerton’s in-house Virtual Design and Construction (VDC) capabilities help identify and solve design and coordination challenges before they become costly issues in the field. Over the last two and a half years, Swinerton’s VDC measures have saved our clients an estimated $150 million. The proactive nature of our services means we've resolved countless issues before they even had a chance to surface. For innovative mass timber projects like Live Oak Bank Building 4 in North Carolina, VDC technology is shaping the way we preplan coordination activities with prefabricated mass timber components—allowing us to meet aggressive schedules, minimize waste, and improve project quality.
Efficiency is essential to any construction project, but it becomes even more critical in market sectors with specific
operational demands. Swinerton has completed large volumes of work in several of these types of sectors nationwide, including aviation, healthcare, parking, and more, all while centralizing our resources and lessons learned under the guidance and leadership of National Market Leads. This focused leadership not only enhances the consistency of our project delivery in these markets, but also allows these groups to collaborate more efficiently on multisectoral projects.
Strategic, personalized project approaches benefit more than just the private sector. Integration, partnership, and client success are also at the heart of our approach to public projects, specifically manifested through Public-Private Partnership (P3) developments. Griffin Swinerton, a jointly owned subsidiary company of Swinerton Incorporated, leverages P3 development expertise to create flexible
deal structures that meet a variety of budget and schedule needs. The firm’s public infrastructure development and construction experience spans libraries, police headquarters, administrative buildings, and airport hangars, among others. Regardless of the delivery method, Swinerton Builders remains at the ready to deliver innovative public and social spaces that meet today’s unique demands.
As we reflect on our goal of delivering exceptional client experiences, we cannot ignore the people who are at the heart of these efforts. From our humble beginnings in 1888, we have built trust, partnerships, and strong relationships across the Swinerton organization. Our Talent First team recruits, trains, and empowers the next generation of builders and leaders, recognizing that people are our greatest asset. They deliver exceptional service, build client relationships,
and drive our success, forming the foundation of our business and future.
As we close out 2024, we also want to thank all of our clients who trust us with their projects, and all of our industry partners who help us attain our goals.
I hope you enjoy this issue of the SQ
Don Adair
Don Adair Executive Vice President and Chief Revenue Officer
New Projects
New contracts in markets such as education, healthcare, and civic spaces demonstrate the versatility of the Swinerton Family of Companies.
Building Consistent Success, One Project At a Time
Swinerton offers streamlined procurement and project delivery through our National Accounts group, allowing clients to maintain consistency across the nation.
Swinerton Insights
Our nationwide preconstruction experts share new developments and trends impacting the construction landscape.
Our
National Presence
Learn how Swinerton delivers consistent experiences through our national healthcare, life sciences, affordable housing, aviation, and parking markets.
Project Stories
Read about our project teams’ dedication to client satisfaction and success on projects in California, Texas, and North Carolina.
Personalized, Accessible, & Impactful: The Future of Learning at Swinerton
Swinerton is tapping a new, innovative, and scalable approach to learning to ensure a skilled workforce that meets clients' needs.
Earning Our Stripes
From our champions of workforce development to our ongoing craft personnel feature, we celebrate the achievements of our employee-owners nationwide.
In this publication, "Swinerton" may refer to Swinerton Incorporated or Swinerton Builders, depending on context. The "Swinerton Family of Companies" refers to parent company Swinerton Incorporated and its subsidiaries, including Griffin Swinerton, Lindgren, SAK Builders, Swinerton Builders, Swinerton Energy, and Timberlab.
THE COVER IN WITH THE NEW
Swinerton transformed a historic airplane hangar into an innovative and inspiring office, production, and event space for a national technology client.
These project wins reflect our commitment to reinforcing our relationships with repeat clients across a diverse range of geographies and markets—including the education, healthcare, office, and civic sectors.
Atlanta International Airport SB Atlanta, GA | City of Atlanta
United Cargo Optimization, Los Angeles International Airport SB Los Angeles, CA | United Airlines
Baggage Claim Replacement, Seattle-Tacoma
International Airport SB Seattle, WA | Port of Seattle
EDUCATION
Cleveland High School Mass Timber Preconstruction TL Portland, OR | Portland Public Schools
Construction Management and Tenant Representation Services SMC Davis, CA | UC Davis Health
Greene Middle School Library and Career Technical Education Classroom Building SB Palo Alto, CA | Palo Alto Unified School District
Mission Bay High School and Rolando Park Elementary Schools SB
San Diego, CA | San Diego Unified School District
Round Rock Independent School District 2024 Job Ordering Contract SB Austin, TX | Round Rock Independent School District
San Francisco Unified School District 2024 Facilities Bond Program SMC
San Francisco, CA | San Francisco Unified School District
RESIDENTIAL
515 Parkwood Ave Phase
Charlotte, NC | Space Craft
ENERGY
Monroe Poultry Renewable Natural Gas Facility SE Monroe, NC | Biogas Corp
FEDERAL GOVERNMENT
USDA Agricultural Research Services Laboratory at University of California, Davis (UC Davis) SB Davis, CA | US Army Corps of Engineers Sacramento District
HEALTHCARE
Prime Desert Valley Hospital Emergency Department Expansion SB Victorville, CA | Desert Valley Hospital
Dynamic Trio Brings Fifth Residential Development to Charlotte
Swinerton is embarking on its fifth project with Space Craft, a national multifamily developer known for building walkable urban communities. The Class A development is located in the Mill District of Charlotte and will feature an eight-story hybrid structure comprised of stick frame walls and cross-laminated timber decks set atop a concrete podium. Swinerton’s mass timber affiliate, Timberlab, is supplying the mass timber elements and will help coordinate the design-build mechanical, electrical, and plumbing scope. Lindgren, a national investment firm and Swinerton affiliate, has also contributed to Space Craft’s success by providing balance sheet support, allowing the developer to secure construction financing for its projects.
OFFICE
Community-Minded Enterprises Tenant Improvement SB Portland, OR | Community-Minded Enterprises
New Office and Assembly Integration and Test Spaces SB Denver, CO | Confidential Aerospace Client
HOKA Office Tenant Improvement SB Portland, OR | Deckers Brands
Wells Fargo Eagle, Overland and Orchard, and Riverside Tenant Improvements SB Eagle and Boise, ID, and Spokane, WA | Wells Fargo
PUBLIC/CIVIC
BART Police Department Headquarters Progressive Design-Build SB Oakland, CA | Bay Area Rapid Transit (BART)
Boulder Civic Center Mass Timber TL Boulder, CO | City of Boulder
Brumbelow Road Fire Station #63 and Police Substation SB Alpharetta, GA | City of Johns Creek
On-Call Construction Management and Inspection Services SMC
Pacifica, CA | City of Pacifica
Pflugerville Community Center Mass Timber SB TL Pflugerville, TX | City of Pflugerville
Rowlett Municipal Center SB Rowlett, TX | City of Rowlett
Skyline Slurry Seal and Westmore-Westridge Quick Build SMC
Daly City, CA | City of Daly City
Key
SB Swinerton Builders
SMC Swinerton Management & Consulting
SE Swinerton Energy
TL Timberlab
LI Lindgren
BUILDING CONSISTENT SUCCESS, ONE PROJECT AT A TIME
Swinerton's National Accounts group has streamlined the project delivery process for clients with multi-location needs by offering a single point of contact, an enterprise platform that streamlines work procurement, and a robust knowledgesharing process that reduces the clientcontractor learning curve.
SUCCESS, TIME
In today’s fast-paced economy, businesses must remain nimble to address the needs of their clients and consumers. Whether firms require more flexible, open office environments to boost productivity and accommodate accelerated growth, or they need specialty spaces like laboratories to meet market demands, having a trustworthy builder who intimately understands how to meet a corporate firm’s needs remains key to project success.
As a national leader in construction services, Swinerton is uniquely structured and qualified to provide consistent, programmatic service on a nationwide scale with our National Accounts team (previously known as Corporate Services). This specialized model provides a single point of contact and a program tailored to each client. The result is seamless communication between parties across all geographic regions, as well as efficient internal knowledge-sharing within Swinerton and its partners to ensure our teams deliver consistently no matter the location, size, or complexity of the project.
Benefits of the National Accounts Framework
National Accounts aims to streamline project delivery while increasing impact. Each client is assigned a National Accounts Executive, a single point of contact whose primary goal is to understand the client's preferences, needs, and design standards, and communicate those to local project teams through client-specific playbooks and build programs. As executives continue to build relationships with clients, they identify new needs and adapt their means and methods to continually ensure cost effectiveness, efficiency, and consistency in the project delivery process.
“What fuels the National Accounts team’s success is our ability to comprehend our clients’ standard needs and preferences, and build a robust project delivery framework to train our local teams so that our clients don't have to,” says Derek Jaschke, National Accounts Executive. “This lessens the burden on our clients and eliminates the learning curve that contractors typically undergo when working on a new project. When our teams know what standards to expect, they can better focus on the details that are unique to the project to ensure a successful delivery.”
Where National Accounts Began
The National Accounts model first took shape in 2004, when Swinerton was awarded multiple programmatic projects for a national financial institution. The project team quickly realized the value in an organized, consistent approach and developed a playbook to tackle the client's multi-location needs. As the project delivery model matured, the team began to
Chris Chany Vice President and Director of National Accounts
In his new role, Chris leads a team of National Account Executives and provides strategic leadership for multi-location firms, ensuring consistency throughout the design and construction processes to maximize value and drive project success. A Swinerton veteran, Chris has been a pivotal member of the National Accounts group since 2018 and helped grow the team’s portfolio from $300 million in revenue to just over $1 billion in four years. His ability to strategize with teams across the project life cycle has enabled Swinerton to solidify critical client relationships, create proven, repeatedly successful project delivery processes, and maximize opportunities for business partners. Chris will continue to drive revenue growth and focus on market diversification, while continually enhancing National Accounts’ efforts to provide an exceptional client experience on every project.
explore how to scale it to other, similar clients with specific project needs.
Today, Swinerton's network of national partnerships includes over 50 clients, 40 of whom are Fortune 100 companies. The group has proudly built a $10 billion portfolio of projects spanning a range of sectors, including aerospace, finance, hospitality, industrial manufacturing, large-scale and luxury retail, science and technology, and corporate workplaces.
The Client-Centric Model in Action Swinerton’s current relationship with a well-known technology company serves as testament to the National Accounts team’s ability to provide consistent project delivery across multiple projects—with a deep understanding of what matters most to the client's operations.
One of Swinerton’s early projects for this client was a new office project that spanned three floors and 89,500 square feet. The team facilitated the build-out of the client’s new prototype design standards that incorporated open office and collaboration workspaces across all three levels, including two technology laboratories, conference rooms, and restroom upgrades.
Throughout this first project, the local project team and National Account Executive closely tracked what was important to the client, noting preferences, culture, and designstandard drivers. Then, the National Account Executive worked to refine the estimate forms, contract documents, and project administration documents— including closeout records—to better suit these preferences and to ensure
DID YOU KNOW?
Swinerton established its first National Accounts relationship with a financial services client 20 years ago, and we are proud to still serve them today. We have delivered over 250 projects of various sizes and scopes for them nationwide.
the space met the client’s requirements. Lastly, at the close of the project, the National Account Executive developed a program manual that outlined the lessons learned, favored documents, and specific design standards, leveraging it as a training tool for future projects.
Among the client's most critical needs is security, which Swinerton has addressed with tailor-made procurement and installation strategies that prioritize a clear, secure path of travel from the front entrance of the building to the IT room. These strategies are included in the client-specific playbook, ensuring such a crucial concern is met prior to the onset of any project. This implementation of client-centered training has led to Swinerton's successful delivery of over 40 additional major projects nationwide for this client over the last 14 years.
"The National Accounts model provides invaluable efficiencies to a very unique set of clients," says Chris Chany, Vice President and Director of National Accounts. "For those clients, it's a great way to elevate the relationship beyond merely that of client and contractor. It opens up the opportunity for a mutually beneficial, long-lasting business partnership."
Client Success Is Our Success
The National Accounts framework demonstrates Swinerton's commitment to client success and satisfaction. We are dedicated to continually refining our framework for all of our clients, both new and legacy, because we fundamentally believe that our work is about our clients’ needs, not ours. Only when our clients are reaching their full potential are we truly successful ourselves.
SOLVING ISSUES EARLY AND REDUCING RISK
With in-house expertise and the ability to leverage industry-leading technology, we maximize value before work ever begins in the field.
In the traditional sense, preconstruction offers clients a more detailed look at the cost, scope, and schedule of their project prior to breaking ground. At Swinerton, preconstruction is an opportunity to maximize value for clients by letting them look at their project through the eyes of a builder. Swinerton Insights, our recurring preconstruction feature, provides a snapshot into the in-house expertise and capabilities that enable us to drive more efficient, innovative, and high-quality projects for clients across the nation.
Cost and schedule overruns are among the most common concerns with construction projects. Clients need to trust that their spaces are going to be built right the first time, without costly requests for information (RFIs) or change orders that could cause budgetary concerns. However, as construction projects are complex and collaborative by nature, there is room for error if they are not managed properly.
Reducing the risk starts in preconstruction or early in construction and is most effective when undertaken collaboratively. Swinerton’s in-house Virtual Design and
Construction (VDC) experts bridge communication and coordination between the multidisciplinary teams involved on projects, such as the client, design team, quality control and safety teams, trade partners, and more. Through a robust suite of capabilities, technology, and expertise, we build virtual models that allow the project team and trade partners to test a project’s constructability. Working as a single team early on means that Swinerton is able to proactively identify issues, resolve problems faster, and enable greater collaboration among all stakeholders to create a streamlined preconstruction and construction process and an exceptional building experience for our clients, and our partners.
Additionally, our nationwide team of preconstruction professionals leverages a myriad of sophisticated tools and processes to mitigate risk and lay the foundation for success—and we are always looking for opportunities to improve project outcomes. Our ongoing quarterly report of Material Lead Times continues to empower clients to make informed procurement decisions.
ADDRESSING PROBLEMS BEFORE THEY ARISE
Swinerton’s in-house technology, expertise, and capabilities can identify potentially costly coordination issues and devise effective solutions—before these problems manifest in the field.
Essential to Swinerton’s dedication to providing an exceptional client experience is proposing creative solutions for construction challenges, even when those challenges have not yet arisen.
At Swinerton, we can leverage in-house VDC to optimize a building’s design and trade coordination, prevent errors, and minimize waste prior to the start of construction. With expertise in BIM, logistics and phasing, laser scanning, design validation and coordination, schedule development, constructability reviews, and virtual mockups, we mitigate risk and enable schedule certainty so that construction can proceed efficiently, the first time.
Construction projects experience an average of 796 RFIs per project, which equates to almost 10 RFIs per $1 million in construction costs.
Navigant Construction Forum, 2013
Each RFI or critical-level issue can easily cost $3,000-5,000 or more just to resolve, not including material costs or schedule impacts.
Over the last two and a half years, Swinerton’s proactive VDC measures have saved our clients an estimated $150 million.
VDC saves at least 5-10% in unexpected costs to building contract value when using 3D coordination and other tools to avoid rework.
Mortenson, 2014
SWINERTON INSIGHTS
With the goal of driving efficiency during preconstruction, Swinerton’s VDC team employs a threestep approach to create buy-in with clients, design teams, and stakeholders. First, the Swinerton team aligns our understanding with the client’s vision and establishes project deliverables. Second, Swinerton and the design team will develop a Joint BIM Execution Plan to clearly define BIM responsibilities, expectations, and deliverables to help identify clashes, avoid rework, and reduce additional RFIs that could slow the project or escalate costs. Finally, the Swinerton team conducts constructability and design reviews to ensure the building models are accurate and able to be built.
When construction starts in the field, teams can verify that all installed work matches the BIM model through reality capture platforms. This software enables 360-degree photographic captures of the work, taken at regular intervals over the project’s construction. It creates a virtual tour environment for transparency and accessibility of review, as well as providing automated quantities of work put in place. Issues or discrepancies can be easily flagged for quick resolution. The reality capture platform ties with the project’s BIM, providing a transparent and accurate digital record of the as-built conditions.
Swinerton’s primary innovative capabilities reduce risk and drive value for our clients, especially when ensuring predictability and on-time delivery. From preconstruction through hand-off, we can deploy an additional suite of technologies to create efficiency and integrate systems for greater accuracy. Our offerings vary by region, but can include reality capture tools, field robotic layout capabilities, and plugins that can be leveraged with our standard tools and processes for even faster workflows. Whether in preconstruction or construction, our aim is to make every process and experience better, delivering information faster and more accurately.
Mitigating Risk as Early as Preconstruction
Ongoing Evaluation During Construction
Innovating for Improved Outcomes
Swinerton
OUR Q3 FINDINGS SHOW DRAMATIC IMPROVEMENTS
Lead times continue to level out, leading to greater predictability in scheduling and better pricing. Looking forward to 2025, Swinerton is closely monitoring cost and schedule impacts from potential import tariffs. Regardless of policy developments, we are always committed to leveraging the diversity of our supply chain and vertical integration to deliver the best possible value on projects.
B SHELL
B10 Superstructure
Typical Wide-Flange up to 12 weeks
Metal Decking up to 10 weeks
B20 Exterior Vertical Enclosures
CMU up to 8 weeks
EIFS Materials, Wet Pails up to 6 weeks
Window Wall 14–16 weeks
Curtain Wall up to 22 weeks
Glass Handrail up to 10 weeks
Metal Panel, Standard Color up to 8 weeks
Metal Panel, Custom Color up to 10 weeks
B30 Exterior Horizontal Enclosures
Roofing up to 20 weeks
Polyiso Insulation up to 28 weeks
C INTERIORS
C10 Interior Construction
Insulation, Mineral Wool up to 12 weeks
C20 Interior Finishes
Acoustical Tile up to 10 weeks
Acoustical Grid up to 12 weeks
D SERVICES
D10 Conveying
Traction Elevators up to 34 weeks
Hydraulic Elevators up to 20 weeks
D30 HVAC
Cooling Towers up to 26 weeks
Air-Cooled Chillers 16-19 weeks
Centrifugal Chillers 25-26 weeks
Air Handling Units 15-22 weeks
Package A/C Units Stock-26 weeks
Boilers
WHAT DOES IT MEAN?
As our past market analyses have stated, HVAC equipment has faced significant delays and fluctuations throughout the past year. We are now happy to report that, over the last few months, lead times for air-cooled chillers and air handling units have dramatically improved.
SEE WHAT INDUSTRY ADVISORS ARE ALSO REPORTING:
Swinerton also leverages data from trusted industry sources such as Engineering NewsRecord, the American Institute of Architects, the U.S. Census Bureau, and more.
DELIVERING CRUCIAL INFRASTRUCTURE ON A NATIONAL SCALE
As a community contractor with national reach, Swinerton understands the unique demands of building some of our society’s most impactful and widely used infrastructure, including healthcare and life sciences facilities, housing for our vulnerable populations, and transportation hubs. Through vertical leadership and resources, we deliver the consistency and efficiency these market sectors require.
From our earliest days, Swinerton has lent our flexibility to a diverse array of product types and clients: from rebuilding hotels and commercial districts after natural disasters, to our expansion into complex industrial projects in the 20th century, to solidifying our place as a modern-day industry leader in sustainable mass timber construction.
Today, Swinerton is proud to provide premier commercial construction services to nearly 20 market sectors. Several of these markets—including Healthcare, Life Sciences, Affordable Housing, Aviation, and Parking Structures—comprise a large portion of our portfolio in multiple regions nationwide, necessitating centralized resources. These sectors are also essential to our daily lives, serving our society’s needs for health, shelter, and transportation.
To address the unique demands of these markets, Swinerton has centralized its resources and appointed National Market Leads to guide the overall focus and approach, enhance the consistency of project delivery from region to region, and reduce onboarding time for project teams by equipping them with the right training, resources, and processes to deliver on specialized market-specific needs.
Chris Morris Vice President, Director of Healthcare
CMorris@swinerton.com
“A national approach enables effective management, ensuring that we allocate resources where they are needed most,” says Chris Morris, leader of Swinerton’s National Healthcare market. “Recognizing that each division has its unique strengths and challenges, our team provides tailored support to address these specific needs. Whether it involves delivering in-depth healthcare market research, assisting with project management, or offering targeted training and development, we reduce the learning curve for local divisions and ensure that their teams are equipped with the necessary tools and resources to thrive.”
Whether it involves delivering indepth market research, assisting with project management, or offering targeted training and development, we reduce the learning curve for local divisions and ensure that their teams are equipped with the necessary tools and resources to thrive.”
John Muir Health & UCSF Outpatient Specialty Center in Walnut Creek, CA
While projects across the country will always have regional considerations, such as different code requirements and jurisdictional agencies, many markets also have specific inherent industry needs that must always be considered no matter the project size, location, or complexity. For example, research-focused clients often operate in regulated, complex industries and require partners who understand the critical nature of their work, says Swinerton’s National Life Sciences Director, Marcella Ayala.
“From an operational perspective, Swinerton provides a solid backbone through centralized resources, including specialized MEP expertise and technical support, quality assurance, and safety protocols. These resources ensure that no matter where our Life Sciences clients’ projects are located, they receive the same high level of service and technical excellence that their industry demands,” Marcella adds.
“ We have struck a delicate balance between complying with the Local and Small Business Enterprise (L/SBE) goals for these projects, while identifying solid scopes of work for our selfperform group to help drive down cost and create schedule efficiencies.”
POtellini@swinerton.com
From
an operational perspective, Swinerton provides a solid backbone through centralized resources, including specialized MEP expertise and technical support, quality assurance, and safety protocols. ”
Marcella.Ayala@swinerton.com
As clients seek to answer what is next for their growth— whether rapidly expanding their own operations, or advancing their industry with new innovations—having a national, enterprise construction firm with the capabilities to answer a diverse set of needs is critical.
In addition to national quality and safety programs and centralized MEP expertise, Swinerton is capable of self-performing some of the most critical trades that drive a project, including concrete and drywall. In addition, the firm brings extensive mass timber expertise alongside the partnership of its mass timber affiliate, Timberlab. These capabilities can help drive cost and schedule efficiencies for many market sectors, but have proven especially valuable for affordable housing, where budget, community engagement, and sustainability are at the heart of nearly every project.
“Self-perform plays a huge role in this work,” says Patrick Otellini, Swinerton’s National Affordable Housing Director. “We have struck a delicate balance between complying with the Local and Small Business Enterprise goals for these projects, while identifying solid scopes of work for our self-perform group to help drive down cost and create schedule efficiencies. We also interface a lot with Timberlab, since many of these clients are looking at ways to build more sustainably.”
Marcella Ayala National Director of Life Sciences
Patrick Otellini National Director of Affordable Housing
Hale Kewalo Affordable Housing Apartments, an award-winning project in Honolulu, HI
Recently, a Seattle-based architect who helped author changes to the 2021 International Building Codes (IBC) collaborated with Swinerton and Timberlab to build Seattle’s first mass timber mid-rise workforce housing structure under the new codes. The partnership testifies to how Swinerton’s integrated offerings are not only advancing the future of certain market sectors, but the construction industry as a whole. Swinerton’s ability to self-perform work is also critically tied to the success of one of its largest national platforms: parking structures. Rather than a market in and of itself, Director of Parking Structures Jeff Goodermote refers to the structures he constructs as a specific “product” that intersects with and supports every other market that Swinerton works in.
which may include different product types all under one umbrella. For example, aviation has landside and airside operations. Healthcare has acute and non-acute facilities. Compared to those markets, parking is a truly specialized, niche field,” Jeff says.
The group’s complete expertise in parking structure products can be
Leveraging our design-build or progressive design-build expertise, we can design a parking structure around our specific formwork, which often results in a considerably lower price than market rate.” “
JGoodermote@swinerton.com
“The parking structures sector is a little different from other market sectors,
largely attributed to the success of Swinerton’s selfperform concrete group, he adds.
“We have invested in a substantial amount of self-owned concrete formwork that is specific to concrete parking structures. Leveraging our design-build or progressive design-build expertise, we can design a parking structure around our specific formwork, which
often results in a considerably lower price than market rate,” Jeff continues. “We have even shipped our formwork over the Pacific Ocean to deliver concrete projects in Hawaii. In addition to our extensive collaboration with our self-perform concrete teams, we are beginning to engage our drywall teams to self-perform some of the façade treatments of our parking structures to round-off our thorough, end-to-end expertise in this product type.”
Over the past decade, the National Parking Structures group has delivered on a number of aviation parking structures throughout California and Colorado, not only bolstering its own portfolio but also the project experience of the National Aviation group. This has been a catalyst for success in other divisions, such as Texas and the Southeast. Additionally, intergroup collaboration between Swinerton’s national market platforms allows the firm to leverage its focus on enhanced efficiency, knowledge-sharing, and commitment to drive value by bridging often-fragmented scopes of work.
Jeff Goodermote National Director of Parking Structures
LAX Economy Parking Structure in Los Angeles, CA, an award-winning collaboration between Swinerton's National Aviation and Parking Structures groups
“Airport decision-makers are looking for partners who can be problem-solvers that understand both the complex requirements of airport construction and the unique aspects of the local market. We are thrilled to regularly partner with other Swinerton target markets like National Parking Structures,” says Carrie Shaeffer, National Director of Aviation.
“Clients benefit from a collaborative approach because we can provide innovative parking expertise and capabilities that also align with the specific nuances of sensitive airport environments informed by our National Aviation group,” Jeff adds.
Carrie Shaeffer Vice President, National Director of Aviation
“
CShaeffer@swinerton.com
Airport decision makers are looking for partners who can be problem-solvers that understand both the complex requirements of airport construction and the unique aspects of the local market.”
Modern construction is demanding. Through our national market platforms, Swinerton ensures that our regional teams have the skills, resources, and support they need to tackle projects in a wide range of sectors. Furthermore, our coast-to-coast expertise and capabilities provide opportunities for clients seeking consistency and efficiency in their project delivery nationwide.
Swinerton's award-winning Technical Operations Center project, completed for Southwest Airlines at Denver International Airport
AN EXPERT APPROACH TO COORDINATION CHALLENGES
Wilmington, NC
A newly unveiled mass timber office building in North Carolina takes Swinerton and Timberlab’s mass timber expertise bi-coastal—and proves why having an experienced mass timber partner team is important when constructing with engineered wood materials.
Nestled on 100 acres of beautiful coastal land in Wilmington, NC, the area’s first fully mass timber office building stands as an inviting wood and glass edifice.
Delivered as a joint venture between Swinerton Builders and Monteith Construction, Live Oak Bank Building 4 is a milestone project spanning four stories of cross-laminated timber (CLT) and glued laminated timber (glulam). It also marks the first building to use fabricated components from the new East Coast facility of Swinerton’s mass timber affiliate Timberlab.
Building 4 maximizes the biophilic properties of exposed timber through its 67,000-square-foot building footprint, bringing health and wellness benefits to more than 320 full-time Live Oak Bank employees who will use the space. The construction of the building was equally transformative, leveraging cutting-edge VDC technologies to maximize efficiencies and minimize errors and waste—particularly with the extensive mass timber scope.
Coordinating the Mass Timber Fabrication
Swinerton was responsible for 34% of the total project scope, including the concrete, masonry, interior framing and hanging, and exterior framing and sheathing, while Timberlab was responsible for the design, procurement, fabrication, and installation of the mass timber structure. The mass timber components in particular required detailed coordination. Utilizing Southern yellow pine—a hardwood native to the Southeast that has gained popularity among architects—the mass timber components were prefabricated offsite at Timberlab’s facility in Greenville, SC, to exact building specifications. The interior design plans called for visible MEP systems throughout much of the building, requiring multiple MEP schematics to ensure the systems’ functionality and alignment with the original aesthetic vision.
To execute the original design aesthetic while maintaining MEP system requirements, the team maximized the soffit height, allowing as much light into the space as possible while still properly housing the MEP systems. With less than an inch of tolerance in some of the soffits, quality and attention to detail were critical to successfully integrating the systems within the design. Leveraging VDC technology, Swinerton and Monteith preplanned floor penetration locations before the CLT
panels were fabricated in order to provide service access from the floor above.
Additionally, the HVAC system had multiple refrigerant lines that needed to be precisely modeled and coordinated with maximum run lengths in mind. The CLT panels also had a maximum opening size, so ductwork had to be sized and located based on Timberlab’s exact calculations. The plans underwent multiple revisions by the team as they raced against the fabrication deadline for the mass timber components.
Due to Swinerton, Monteith, and Timberlab’s close collaboration, the teams were able to align the MEP penetrations with mass timber’s capabilities and aesthetic—and then ensure these details were correctly reflected in the final fabrication of components in the offsite facility. Once fabrication was completed, the CLT arrived at the site in 22 truckloads, while 20 trucks brought the glulam components.
Circumventing Weather Delays
As with many ground-up construction projects, Building 4’s progress was weatherdependent and required weather-proofing to protect the mass timber elements. While most of the surface area of the mass timber beams is sealed to protect the wood, the open penetrations were susceptible to water infiltration, leading to potential streaking or staining.
To avoid this risk of water intrusion, the team created a custom weather barrier from the ground floor to the roof. This barrier allowed the MEP teams to continue work before the roof was installed. Paired with the schedule efficiencies already afforded by mass timber construction itself, the project was delivered six months faster than a comparable build made with traditional concrete or steel.
As mass timber adoption accelerates in the US commercial construction market, successes like Live Oak Bank Building 4 exemplify the value of partnering with firms who holistically understand the nuances, challenges, and potential of this innovative building material. Swinerton and Timberlab are proud to continue pushing the boundaries of mass timber innovation and delivery, and defining the future of construction.
BRIDGING THE INFRASTRUCTURE INVESTMENT GAP
WITH PUBLIC-PRIVATE PARTNERSHIPS
California & Texas
Griffin Swinerton, a Public-Private Partnership development and construction firm, is helping cities across the country bring new, high-quality facilities to meet the needs of future generations.
The Public-Private Partnership (P3) development method has risen to prominence in recent years due to its ability to leverage the strengths of the private sector to finance, build, and manage public infrastructure. This is especially useful for municipalities whose budgetary challenges are unable to meet today’s demands for new public and social spaces.
Although the P3 method may seem new and innovative, in truth, private investment has served as an important tool for developing infrastructure and boosting economic development for decades. From the Transcontinental Railroad to the Golden Gate Bridge, much of the modern American landscape was shaped by private infrastructure investments. Public entities can trust that these partnerships, when structured properly, can help address aging infrastructure and deliver costeffective, transformative projects that don’t cause unnecessary financial burden on local taxpayers.
Griffin Swinerton, a jointly owned firm combining the premier construction expertise and capabilities of Swinerton Builders with the development management strength of Griffin Structures, has specialized in the development, financing, construction, and management of public facilities through the P3 method for over a decade. The firm has delivered repeat success in California, but recent opportunities in Texas and beyond have expanded its impact into exciting new territory.
Building a Valuable Partnership
The criteria for selecting a P3 firm are rooted in the nature of the deal itself: partnership. An effective P3 model should allow for more flexible deal structures, balanced allocation of risk, opportunity for innovation, and streamlined project execution.
As a jointly owned firm, Griffin Swinerton’s value is founded on this partner model. Its success depends on leveraging the staff, resources,
expertise, and financial strength of both partner firms to achieve efficient and cost-effective outcomes. Public entities who choose to work with Griffin Swinerton also have access to a larger number of professional contacts and industry partners through the combined networks of Griffin Structures and Swinerton Builders.
The unique developer-contractor integration also creates a natural alignment of incentives, driving more flexible deal structures based on the best approach to project delivery and management.
For example, in 2017, the City of Salinas, CA, announced plans for a brand-new public library that would provide ample space to serve residents and more than 20 public and private schools in the area. The city initially pursued the project through a traditional designbid-build process, but after finding that bids were too high for their budget, they approached Griffin Swinerton. The City of Salinas asked if the firm
could meet the City’s budget, and if so, whether the library could be incorporated into the existing Police Services Headquarters Building project that was already underway.
Using the P3 approach as a guideline, Griffin Swinerton opted to deliver the library under the same 63-20 progressive design-build delivery method as the Police Services Headquarters Building. This approach combines the benefits of private delivery—such as performance guarantees and risk management— with 63-20 tax-exempt financing, a relatively low-cost bond financing option. The deal structure tapped Public Facilities Group as a finance partner, maintained Anderson Brule Architects as a remaining party from the original design-bid-build contract, and Griffin Swinerton as the developer and builder.
Not only did 63-20 progressive design-build delivery provide the flexibility to incorporate the
library into the Police Service Headquarters Building project, it also provided cost savings for the headquarters, allowing the team to incorporate several ancillary components that were not part of the original project scope. These included street lighting, a traffic signal, curbs and gutters, and clean-up of contaminated soil that had exceeded the original contracted obligation.
Completed in 2020, the 21,076-square-foot library was delivered on the same accelerated timetable as the 69,000-square-foot Police Services Headquarters Building. The two projects stand as testaments to the power and flexibility of P3 development to deliver high-quality, highvisibility projects for local communities. The projects both went on to win several awards from premier industry organizations.
Shaping the Future of Public Infrastructure
Other successes for Griffin Swinerton include County Administration South, an award-winning 150,000-square-foot building completed for the County of Orange in Southern California, in one of the largest Private-Private Partnerships ever assembled in the state. Designed by LPA with the latest in innovative green building measures, the facility performs 70% better than the average office building in the country and will cut the County’s operating costs for decades to come.
Outside of California, Griffin Swinerton is also providing developer, finance, and build-to-suit services of a new city-owned and operated 40,000-square-foot corporate aircraft hangar and 3,000-square-foot inspections building at McKinney National Airport in Texas. Griffin Swinerton’s success with the City of McKinney also led to Swinerton being awarded the contract for a new four-story government center in the historic downtown district of the neighboring City of Celina. Although the new Celina Government Center is not a P3 project, the expertise of the Griffin Swinerton team helped bring this transformative win to Swinerton’s local Dallas office, and the hub and community center to fruition for Celina’s residents.
The future of P3 development is promising. Other sectors such as higher education, healthcare, and energy show increased interest in the method, citing its accelerated project delivery, potential for innovation, and ability to bridge certain infrastructure financing gaps as its most enticing attributes. Meanwhile, the civic and transportation sectors are expected to continue showing strong support of P3 development.
With the right expertise, the P3 development method can unlock new potential to advance critical infrastructure and create high-quality, innovative, and inspiring spaces to serve the communities of today—and the future.
STATUS: ON TIME
San Francisco, CA
Every project that Swinerton undertakes at San Francisco International Airport starts with a foundation of professionalism, partnership, and positivity. With these principles, the dedicated local team is strengthening Swinerton’s presence at the airport, and its national relationships within the aviation community.
As a committed partner to the aviation industry for over 60 years—and as a firm headquartered in Northern California—Swinerton is no stranger to San Francisco International Airport (SFO). With a portfolio that includes work with both airlines and airports, we understand the sensitivities of performing construction in an operational environment, including the need to carefully coordinate with all stakeholders.
We have partnered with SFO and resident airlines on several projects ranging from infrastructure upgrades and premium lounges to complex terminal relocations and build-outs. Most recently, the team completed a 14,500-square-foot terminal relocation and build-out for Alaska Airlines, which encompassed nine separate areas across three levels. The project included the construction of new partitions, ceilings, flooring finishes, MEP systems, and the installation of furniture, equipment, and accessories. The relocation was performed in Terminal 1, also known as the Harvey Milk Terminal. This area is undergoing a refresh as part of the airport’s large-scale Capital Improvement Program (CIP) aimed at revitalizing and expanding the airport’s infrastructure to accommodate its 71.1 million annual passengers and more than 500,000 annual aircraft operations.
With the refresh of the entire terminal running concurrently with Alaska Airlines’ relocation and other tenant build-outs, Swinerton facilitated close coordination with other general contractors to ensure the spaces tied together, and that the schedules were trending inline. Though no formal sequencing plan was put in place, the team
opted to tackle the nine work areas sequentially, treating each as its own separate project that had to be turned over to the client at the same time.
However, working in an operational airport adjacent to other construction projects comes with natural challenges. Some days, Swinerton would work in an area that would suddenly become unavailable the next day. Shifting the construction activities to another space took time, particularly when moving from a non-secure area to a secure area, where strict badging requirements for Swinerton personnel and trade partners slowed down the team’s mobility.
“It was a lot like musical chairs,” says Andre Rollolazo, Senior Project Manager and an aviation market leader in Northern California. “Airlines are shifting to new terminals, while other airlines are backfilling those spaces. We had to coordinate not only with our airline clients, but with the airport and other general contractors working in the area.”
Complicating matters further, SFO’s primary goal was to have Terminal 1 and all of the tenant build-out spaces within it completed by mid-June to allow the airport to prepare for the 10-15% increase in travel during the summer months. According to Andre, his team was more than up for the challenge.
“At Swinerton, our focus on client satisfaction aligns with our desire to achieve success—whatever that looks like,” he says. “We hustle to make a good impression for ourselves, our partners, and our clients. We aren’t
afraid of tough conversations. Instead, we invite everyone around us to help us figure out what an acceptable solution is to each challenge we face.”
The Alaska Airlines Terminal 1 Relocation project was not Swinerton’s first at the airport. Other successes include the United Polaris Lounge and the Air Canada Maple Leaf Lounge, the latter of which Andre worked on under the guidance of a Swinerton employee who had built strong relationships in the aviation community. That mentor also helped instill the importance of professionalism and a positive attitude in Andre—two qualities he continues to emphasize with his own team today.
“We’ve built our foundation, but we have to remain committed to it,” Andre says. “It’s an ongoing effort. Our professionalism and our positive attitudes show up in how we look, how we speak, how we write, and, most importantly, how we behave when no one is watching.”
By remaining composed, nimble, and focused on what was most important to the client and key stakeholders, the team quickly adapted to the ever-changing circumstances. By SFO’s mid-June deadline, Swinerton successfully turned over the spaces to Alaska Airlines. Furthermore, the team received praise from the client—who viewed the complex project as a total success.
With this mentor now retired, Andre has taken it upon himself to continue the strong client-focused, professional, and positive culture that Swinerton is
quickly becoming known for at SFO. New additions with aviation experience— including Senior Superintendent Andy Villanueva, Superintendent Doug Stockton, and Assistant Project Manager Catherine Lam—have also deepened the team’s well of expertise.
“The aviation industry is close-knit,” Andre says. “We want every airport and airline to understand the same thing about Swinerton: that we’re capable, reliable, and trustworthy. We will come through, and we will move mountains to meet our clients’ goals.”
Andre also expresses his excitement for Swinerton’s continued relationships with Alaska Airlines, SFO, and other members of the aviation community.
Currently, Swinerton is working directly for SFO to optimize an aging bus facility outside of the terminal. Several members of the Alaska Airlines relocation project team have also completed a similar Terminal 1 relocation project for Delta Air Lines, which included the build-out of a new baggage services office, airline ticketing office, and in-flight service lounge, among other scopes.
Working in an operational airport is challenging—even without the added hurdle of ongoing capital improvements—but Swinerton is energized by the opportunity to leverage our repertoire of lessons learned to expand our aviation portfolio in Northern California and continue our legacy of excellence nationwide.
PERSONALIZED, ACCESSIBLE, AND IMPACTFUL
The Future of Learning at Swinerton
As we adapt to a changing world, our approach to teaching and learning is also evolving. A shifting workforce, anticipated growth, skill gaps in the marketplace, and technology advancements have required traditional methods to give way to innovative and scalable solutions as we rethink how to build skills for our clients' success now and in the future.
Being a 100% employee-owned company in a business driven by people means we are constantly evaluating our ability to attract, develop, engage, and retain our talent to make Swinerton the preferred builder and trusted partner in every market we serve. Our position as an employee-owned company also makes us nimble. We can quickly adapt our approaches to meet our current and future needs—ensuring we never outpace our own growth or experience a lapse in quality due to lack of resources.
Swinerton
The Why
Since launching our Talent First department in 2019, Swinerton has made key strides in talent management. We've always prioritized outcomes, and now we're sharpening our focus on aligning learning activities with performance. To enhance the experience for learners and partners, we're refreshing our learning strategy, guided by external research, organizational priorities, and stakeholder feedback across the business and the AEC industry.
Our refreshed focus will be on skill-building for our employees and leaders that leads to performance outcomes. We know that the true measure of an effective learning environment can be seen in the tangible results that emerge in our daily work— including more efficient and higher quality products and services. Our refreshed approach enables us to better achieve those results and provide a scalable learning environment that helps us advance as a business.
What Our New Approach Offers
Our newly established Learning Development team’s approach will be to partner with leaders and subject matter experts to continuously elevate the learner experience and business outcomes to achieve Swinerton’s goals. To ensure we have the industry’s finest builders to serve our clients—and to maintain a strong pipeline of talent that we will need for our future growth—we describe our future of learning in three ways:
- Personalized: We will focus on understanding each employee’s unique skills and learning styles, offering targeted and tailored experiences that boost individual performance and create value for our business and partners— getting the right learning offerings to the right people. Learning will be prioritized to address specifically identified needs and gaps in the business, versus applying blanket curriculum programs or one-size-fits-all approaches.
- Accessible: By uniting dispersed and uncoordinated learning offerings into a single enterprise-wide portfolio and shifting from a nomination process to direct enrollment or manager assignment, employees can take ownership of their learning on any device, with managers actively guiding team growth. This broader and more scalable approach aligns with our ownership culture.
- Impactful: We will design learning experiences and content mapped to performance outcomes that allow us to measure progress. We will include hands-on practices that mimic the real-life environments our talent faces and on-the-job experiences inspired by Josh Kaufman’s rule for rapid skill acquisition, known as the “20-hour rule,” in every learning offering. This approach acknowledges that to get good at anything, practice is necessary for skill-building.
The Future of Learning
What Is Changing
Our portfolio will provide offerings that meet the skill-building needs of audiences across the enterprise, including digital micro-lessons, practice simulations, and toolkits for managers and subject matter experts to facilitate in-person learning in one-on-one meetings and in local groups. Additionally, we will offer experiences that bring people together to build skills and share knowledge across the enterprise.
Mindsets will shift from a one-size-fits-all approach to personalized, skill-based learning, and from a “push” model— with employees being nominated for learning opportunities— to one where employees and managers take ownership of enrolling in or assigning learning based on skill needs. While these shifts will take time, we’re already seeing employees and leaders recognize the benefits of this new approach.
Additionally, we will retire the Leader, Team, Business, and Legacy Builder programs, and retain the legacy of the Foundation name for our new employee conference. Over the past four years, the Builders Programs, facilitated by the Organizational Effectiveness Team and led by Paul Forsythe, helped to build critical knowledge and foster key relationships for over 1,100 Swinerton leaders. Much of the relevant content will be repurposed into our new, more scalable enterprise-wide portfolio with an added focus on technical and business skills. Going forward, the Learning Development Team will partner with the Organizational Effectiveness Team and concentrate on building high-performing teams, optimizing work processes and systems, and implementing larger-scale organizational changes that enable Swinerton’s profitable growth.
This new approach aligns with our overall talent strategy, which focuses on developing skills to maximize successful project delivery, fostering an employee culture and mindset that prioritizes our clients’ needs, increased team consistency across projects due to high employee retention rates, and lastly, engagement through meaningful employee support, which ultimately drives the extra discretionary efforts we make to deliver the best work possible.
What Is Staying the Same Onward
At Swinerton, leadership is a core value, and all employees are expected to coach, empower, and elevate others. This commitment is clear at our jobsites and offices, where many managers and employees prioritize learning. Strong employee-manager relationships will continue to guide learning opportunities. Our refreshed learning vision and strategy will enhance, not replace, the quality on-the-job and social learning already occurring.
Our Field Talent Partners, led by director Kerry Swain, will continue to use the National Center for Construction Education & Research (NCCER) curricula for our Apprenticeship Training Program, reinforcing our commitment to our craft workforce. The Foremen Builder Program and Superintendent Builder Program will also remain a priority to ensure we are creating career opportunities and maintaining a strong pipeline of skilled field leadership. To date, the Apprenticeship Training Program, Foremen Builder Program, and Superintendent Builder Program have had 154 total graduates, with more to complete the programs by year-end.
We believe this shift to a personalized, accessible, and impactful learning environment will elevate ordinary learning experiences for our talent to extraordinary ones. History has shown us that when we meet our talent where they are at and invest in their learning, we have greater ability to deliver exceptional projects for our clients and provide extraordinary experiences for all our partners. While our industry partners might not see these changes up close, they will see over time that our focus on personalization, accessibility, and impact results in increased value on the projects we deliver.
Kristy Nelson, Senior Manager of National Learning Development, focuses on building future-ready skills. Previously a Strategic Talent Partner in the Pacific Northwest, she implemented talent strategies driven by her passion for career development. As she and her team bring this new learning vision to life, she welcomes Swinerton employees and external partners to connect with her directly to share feedback and help shape the future of learning.
E Kristy.Nelson@swinerton.com
EARNING OUR STRIPES
TOP TALENT DELIVERS TOP RESULTS
Swinerton’s ability to deliver unwavering quality and exceptional client experiences is dependent upon our efforts to build and maintain a strong, talented, motivated workforce—especially now, as the industry grapples with skilled labor shortages. Recent events like the 2024 Summer Build Project exemplify our commitment to attracting top talent to our industry, and empowering them with the tools and knowledge they need to succeed.
The construction industry has been facing a skilled labor shortage for years, resulting in an average of over 384,000 job openings per month as reported by the Bureau of Labor Statistics in 2023. The challenges many companies face include the lack of exposure young people have to construction careers and misconceptions about the industry.
Each year, Swinerton participates in construction career fairs and education events across the country to attract youth to the industry and ensure we have a strong pipeline of talented builders to meet our clients’ needs both now, and in the future. This past summer, Swinerton Project Manager Drey’lon Pree partnered with nonprofit Fortitude Careers alongside Ariat International and Cemex Concrete for an impactful one-day event: the 2024 Summer Build Project.
This initiative provided 14 students with invaluable hands-on experience in the construction industry, offering a comprehensive look into the various disciplines that make up a successful project.
Empowering Students with Practical Experience
The students, part of Fortitude Careers’ summer cohort, gained critical industry insights and real-world skills through a variety of activities designed to introduce them to multiple facets of building projects. They learned how to complete safety and quality assurance documentation, develop logistics plans, read construction drawings, build forms, cut and tie rebar, and place concrete. The event reinforced key topics including:
- Safety
- Engineering Procedures and Innovation
- Quality Control
- Craftsmanship
- Teamwork
- Project Management
- Logistics
- Housekeeping
These essential elements of construction were interwoven into the hands-on tasks, giving the students a well-rounded understanding of what it takes to execute a high-quality project from start to finish.
Building Success with Strong Industry Partnerships
Construction is always a team effort. Swinerton is proud of its industry partnerships, and even prouder to draw on them in a way that empowers the next generation of builders. For the 2024 Summer Build Project, Ariat International generously outfitted each student with premium construction-grade work boots, pants, and t-shirts. This thoughtful contribution ensured that the participants were not only prepared for the physical demands of the day but also represented the professionalism and attention to safety that the construction industry demands.
Another key partner in the project, Cemex Concrete, made the day’s activities possible by donating the concrete required for the students’ hands-on experience session. Students participated in critical tasks such as planning logistics, preparing staging areas, and conducting inspections before concrete placement. This real-world involvement demonstrated the planning and precision required for successful concrete work and project management.
Lastly, this event was made possible by the numerous Swinerton employees who donated their time to mentor the students and showcase their roles on a construction project. From logistics coordination and safety management to the fine details of quality control and craftsmanship, Swinerton’s experts shared not only their knowledge, but the importance of teamwork and leadership on the jobsite.
A Commitment to Future Builders
Swinerton owes much of its 135 years of success to its focus on talent. Our commitment to attract, retain, and develop the best builders in spite of industry fluctuations and adverse market conditions is how we’ve reached where we are today. Our continued investment ensures our clients and projects remain resilient to labor shortages and other industry challenges—and that we can continue to provide the same efficiency, productivity, and quality for years to come.
The 2024 Summer Build Project highlighted the importance of collaboration and mentorship in our ongoing mission to shape the future of the construction industry. Through the support of Ariat, Cemex, and our Swinerton volunteers, students walked away with hands-on experience and a deeper understanding of the industry’s core principles. Students shared that this event not only imparted practical skills but also instilled a passion for careers in construction, engineering, and beyond–a testament to the power of community partnerships and a commitment to developing the next generation of builders.
FACES IN THE FIELD
Meet a few of the exemplary craftspeople who strengthen our business and showcase the expertise and skill of our field crews.
Stanko Vivan General Foreman, Concrete, Orange County and Los Angeles (OCLA)
Stanko embodies Swinerton’s core value of passion with his talent for problemsolving, strong commitment to his team, and outstanding productivity. Stanko is always ready to take on new challenges and tackle each problem head-on with a keen attention to detail.
Gabriel Santillan Journeyman Carpenter, Drywall, Portland, OR
Known for his good attitude and sense of humor on the jobsite, Rafael is a dedicated leader who boosts the morale of his entire team. He demonstrates an exceptional commitment to his team by championing continuous safety improvements and elevating quality and productivity.
Travis Edwards
General Foreman, Drywall, Honolulu, HI
Travis contributes extensive experience and knowledge to his team and project with his unique ability to anticipate potential problems and offer proactive solutions that increase the safety, quality, and productivity of his entire team. A dedicated leader, he is also invested in the diversity and growth of his team.
Horacio Perez Carpenter General Foreman, Atlanta, GA
A 27-year veteran of Swinerton, Horacio is known for embodying our core value of ownership. He is an invaluable resource for his team for his ability to quickly devise solutions to problems that also meet Swinerton’s high standards for quality and safety on the jobsite.
Ivan Gomez
Labor Foreman, San Francisco Bay Area Special Projects
Ivan is reliable, helpful, and brings a great attitude to work every day. He has built strong relationships with the duty managers at his current project at SFO, and is always willing to help escort crews and material deliveries on the airfield and through the occupied terminal.
