Construction Today Volume 19, Issue12

The future is panelized

Security

Case study

The construction industry faces heightened and unique cyber challenges

Trends Three major legislative bills are driving investment in infrastructure

Complex renovation at Venice Beach delivers stunning community hub

Why increasing numbers of clients are seeing the benefits of Escobedo Group’s DARIO Panelized System

CEO Andrew Schofield

Group COO Joe Woolsgrove

Creative Consultant Tom Vince

Data & Insights Director Jaione Soga

Editor Libbie Hammond

Assistant Editor Mary Floate

Content Editors Alex Caesari, Danielle Champ, Steven Dobinson

Editorial Administrator Amy Gilks

Creative Lead Lee Protheroe

Managing Art Editor Fleur Daniels

Art Editors Paul Gillings, David Howard, Charlie Protheroe

Artwork Administrator Rochelle Broderick-White

Sales Director Alasdair Gamble

Project Directors Philip Monument, Joy Francesconi

Head of Content Management

Adam Blanch

Client Sales Executives

Chloe Allman

Project Managers Lewis Bush, Natalie Griffiths, Jo-Ann Jeffery, Ben Richell

Content Managers Johanna Bailey, Mark Cowles, Jeff Goldenberg, Wendy Russell, Richard Saunders, Kieran Shukri

Media Sales Executives Mike Berger, Jessica Eglington, Will Gwyther, Reid Lingle, Sam Surrell

General Manager Florida Division Ryan Finn

Social Media Co-ordinator Rosie Clegg

IT Support Iain Kidd

Administration Natalie Fletcher, Rory Gallacher, Ibby Mundhir

Hello and welcome to the latest issue of Construction Today. Our features for December include a look at how recent legislation is going to catalyze momentum to reinvest in America, which is great news for construction. An article looking at ransomware highlights the dangers and protections available, while two case studies offer real-world examples of successful projects, including how a century old building has been brought into the modern age.

It has been a rewarding year here at CT – we have loved speaking to so many steadfastly positive interviewees, who acknowledge the current sector challenges, but at the same time offer their insights into solutions. I am looking forward to being able to catch up with our contributors again in 2023, as I am sure they will all have some more amazing projects to highlight!

Editor

LH@finelightmediagroup.com

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Our cover story reports on the Escobedo Group, where David and Matt Escobedo are keen to share the full potential of their DARIO Panelized System, and explain why they believe that innovation is the future. For the full story turn to page 26.

Libbie Hammond,

Chase Lumber 36 Spence Brothers Construction

Escobedo Group / DARIO Panelized System

ROSS Companies

National Cement Company of Alabama

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All images courtesy of Del Amo Construction

sands

On the sands of the iconic Venice Beach boardwalk stands a new community hub for The Jewish Federation of Greater Los Angeles - BAR Center at the Beach. Built by Southern California-based Del Amo Construction, the nearly 100-year-old building is now open and equipped with exciting new spaces to gather, connect and live.

The Del Amo Construction team was tasked with implementing a total renovation of the former Israel Levin Senior Center, which was built in 1927 and originally served as a dance hall with multiple additions and remodels over the years, including the removal of its second floor following severe damage incurred by the 1994 Northridge earthquake. As a result, the building had become somewhat of a ‘Frankenstein’, which gave rise to multiple challenges throughout the construction process.

Some of the most significant constructability challenges that Del Amo Construction faced during the project involved navigating the unique site conditions, modernizing the historic building while maintaining its structural integrity and executing intricate architectural and design features.

Site on the sand BAR Center at the Beach serves its community from a prime location on the Venice boardwalk. However, this meant the Del Amo Construction team was working directly on the beach and within an exceptionally confined area throughout the entirety of the project. Furthermore, the building’s original foundation was built on the sand itself, requiring the team to shore the existing walls in place while the new footings and slabs were being constructed via a relocated and cantilevered shoring system.

The team gave constant attention to shoring, navigating new underground utilities in and around the temporary shoring and bracing to ensure the existing brick walls that were to remain withstood all new construction activities.

Historic roots

With consideration to the century-old structure, Del Amo Construction also needed to find ways to incorporate the original brick walls into the new center while strengthening its structural integrity. The team chose to apply Fabric-Reinforced Cementitious Matrix

(FRCM) to encapsulate the existing brick walls and provide increased structural strength that now supports new floors above. New materials and constructability approaches like the FRCM allowed the construction team to provide the Jewish Federation of Greater Los Angeles with a new building that is structurally sound for generations to come.

Design complexity

Designed by Belzberg Architects, BAR Center at the Beach displays an architecturally stunning, three-dimensional façade that functions as a sculptural art piece to help

the building standout in its oceanfront community. In order to bring this technically challenging architectural feature to fruition, Del Amo Construction orchestrated meticulous pre-planning with the design team, manufacturer and installers to ensure proper constructability of this unique element, including guaranteeing that every dimension would seamlessly integrate with the building, the lighting systems and storefront.

In particular, the lighting integration into the façade required a one-of-a-kind system that was installed by a process of trial and error to ensure that cabling to each of the individual three-dimensional panels would be fed without being seen from onlookers on the boardwalk. Furthermore, each section needed to be programmed to provide specific color schemes so that the wall façade would achieve the design team and owner’s vision. Del Amo Construction’s nimble construction processes and ability to make real-time adjustments helped the team to successfully implement this design element.

The result of this complex restoration project is three floors and 7,000 square

feet of new community space including a reception area, spacious community room, commercial kitchen, meeting rooms, classrooms, flex spaces, library and a new rooftop deck shaded by an angular, chuppah-reminiscent trellis. A threebedroom apartment sits atop the building to offer housing for recent college grads in exchange for them leading on-site activities between diverse sections of the community. This living component addition is a first amongother community centers within the federation.

The new BAR Center at the Beach not only accommodates the diverse needs of the populations it serves, but also enhances the building’s presence on the iconic Venice Beach boardwalk and brings new life and vibrance to the area. With its increased capacity and usability, its reach is projected to extend past Venice to greater LA’s Jewish community at large. Furthermore, in keeping with the neighborhood’s rich history, the center offers programming for all to experience and enjoy, regardless of religion. ■

www.delamoconstruction.com

SHAPING tomorrow

Gregg Healy highlights how recent legislation aims to rebuild America

Too often Americans tend to view the relationship between government and industry as one in which the role of government is perceived as inhibiting business growth through legislation. This year though, through the passage of three major bills, Congress has significantly moved the needle to promote reshoring of manufacturing in America as well as secure investment in industries of the future.

The Infrastructure Investment and Jobs Act, the Chips Act and the Inflation Reduction Act are three major legislative bills that will help to reshape the America of tomorrow. Each offer its own benefits, but together they are truly driving longterm investment and transformation.

Of the three major bills, the Infrastructure Investment and Jobs Act was signed a year ago in November. It includes provisions to invest over $110 billion dollars in America’s roads and bridges, $66 billion in rail infrastructure, $17 billion in ports and waterways and $25 billion in airports among other major investments. All are significant investments and the American populous, as well as industry will reap the benefits. Not only will there be an increase in construction jobs to build these improvements, but data shows that private investment also closely

follows infrastructure investments creating a multiplier effect of both public and private investment in local communities. Better infrastructure also means that the cost of transporting good within the country, as well as for both importing and exporting of products will be reduced while the speed of travel increases. It is no wonder why countries like China have invested a significantly larger percentage of their GDP in infrastructure and now have the largest airports, over 22,000 miles of high-speed rail, the best ports and an advanced network of highways. They understand that as the manufacturing center of the world, they can keep the flow of commerce moving quickly and cheaply by maintaining efficient infrastructure. Additionally, the World Bank notes that the most effective way to increase GDP is to invest in infrastructure. This is the first step.

With all the disruption over the past several years from a shortage of microchips, many of which are made overseas, the passage of the Chips and Science Act in August of 2022 is significant as it incentivizes industries to produce microchips in the Unites States as well as promotes the further research and development of chip related technologies. Currently, Taiwan is the largest producer of semiconductors in the world. With China claiming

dominance over Taiwan and overall global instability, there is now an impetus to manufacture more of these products – which so many of our consumer goods rely on such as automobiles, planes, appliances and computers - in the United States and rely less on imports. Nearly $53 billion has been set aside in incentives for manufacturing and research in this vertical, with an objective to solidify America’s dominance in semiconductor research while enhancing its ability to produce locally. This reinvestment in American manufacturing will only reap benefits for Americans as we increase our national security and independence,

we will also be able to create hundreds of thousands of jobs in STEM related fields that pay well above median wages in the communities where they are located. Already we have seen Taiwan Semiconductor Manufacturing Corporation (TSMC) announce a $12 billion investment in Phoenix to build a new manufacturing location, followed by Intel announcing another $30 billion investment in nearby Chandler as well as a staggering $20 billion investment in a new production facility in Ohio. These are just a few of the major recent announcements which highlight the communities that will benefit from these manufacturing and research facilities.

The third, and most recent legislation to pass in Congress is the Inflation Reduction Act, having passed right behind the Chips Act, also in August of 2022. There are many provisions in this bill addressing various aspects of healthcare, deficit reduction and energy production. However, the area that is particularly interesting to those looking to reinvest in America are the provisions around the accelerated interest in developing technologies to fight climate change and incentivizing investment around transforming our energy policy to promote sustainability goals. Clean energy, including solar panels and the adoption of electric vehicles, is not just an American objective. Globally we are

seeing many nations pivoting towards green initiatives and the incentives to produce products in the United States will strengthen our leadership in this space, create more jobs in this sector at home and help establish the US as an exporter of this technology. Already we are seeing the results of this bill as Savills tracking of electric vehicle investment shows that it exceeds $80 billion dollars and has created more than 83,000 net new jobs.

Individually, these three legislative actions are directionally positive towards promoting investments in the technologies of tomorrow, and moreover returning robust manufacturing jobs to the United States. Together, these three bills are a major catalyst in the momentum to reinvest in America and represent what is right when politicians lean into the industries of the future and target direct incentives to stimulate the macroeconomy. ■

Gregg Healy www.savills.us/industries/ industrial.aspx

Gregg Healy is Executive Vice President, Head of Savills Industrial Services Group in North America. Savills helps organizations find the right solutions that ensure employee success. Sharply skilled and fiercely dedicated, the firm’s integrated teams of consultants and brokers are experts in better real estate. With services in tenant representation, workforce and incentives strategy, workplace strategy and occupant experience, project management, and capital markets, Savills has elevated the potential of workplaces around the corner, and around the world, for 160 years and counting.

Plan ahead

By Carl Cadregari

Cyberattacks pose a serious risk to the construction industry. Here’s how to mitigate the risk.

Ransomware poses a risk to every industry, nationwide, however the construction industry faces heightened and unique challenges that make mitigating the risk of a security breach even more critical.

Demonstrating this, Nordlocker recently analyzed 1,200 companies in 35 industries globally that were the victims of cyber extortion between 2020 and 2021, and the results showed that the construction industry faced the most instances of targeted attacks. In an industry that relies heavily on confidential documents like drawings, contracts, budgets, and engineering notes, cyberattacks can pose risks that range from the external sharing of protected information to the inability of developers to access the documents they need for the successful completion of a project.

With cyber criminals becoming more and more sophisticated over the years, the potential damage and costs related to a successful attack are more worrisome and disruptive than ever before. In fact, a US Government interagency report estimated that, in the next year, cybercrimes will cost American companies over $6 trillion in damages.

Thankfully, the more common these attacks become, the more intel industry experts have been able to gather to

prevent future attacks and/or recover quickly if your construction business falls victim to a breach.

Stay up-to-date on data privacy and cybersecurity laws

Data laws and privacy regulations are ever-changing. To ensure compliance, construction developers and leaders should perform annual reviews of their data as it relates to the most up-to-date guidance to ensure that they are taking the proper safety measures. Establishing a process for this analysis will make certain that the review is done efficiently and effectively. For those that are busy with ongoing projects or don’t feel comfortable assessing data themselves, working with a thirdparty cybersecurity vendor can ensure that the reviews and updates are done by experts in a timely and accurate manner. However, if you are going to engage a vendor for a task of such importance, it is important that they understand your expectations around security and are meeting your mitigation standards.

Conduct regular internal risk assessments

Do you have user authentication systems in place? What about password protection? When’s the last time you changed your password? These are just a few and some of the

simplest questions that construction leaders should be asking themselves often to ensure they don’t fall victim to easily avoided breaches. One of the biggest mistakes that leaders make is to have all important documentation stored on one device, with no external backup. The breadth of damage caused by a ransomware attack can be minimized by making sure that critical contracts, sketches, plans and more are all saved in multiple locations, especially on an external hard drive. For heightened protection, utilize what’s known as the ‘3-2-1’ rule for optimized security, including creating up to at least three copies of important data, establishing two different storage formats, and keeping a copy of important documents offsite. Lastly, pay attention to security breach alerts and consider implementing an Endpoint Detection & Response (EDR) solution and Mobile Device Management (MDM) application for proactive threat identification.

Block unauthorized user access

The more important the data, the harder it should be to access. Whether it’s limiting credentials to select leaders as information gatekeepers or setting up multifactor authentication, it should not be a simple task to find and review confidential materials and communications. Additionally, be sure to have a swift and effective system in place with your human resources or administrative team to remove credentials for employees immediately following their termination or willful departure from your company. While you hope

that a former employee would respect the privacy of data, it’s best not to leave it up to chance.

Train your employees & hold them accountable

In today’s age, every onboarding schedule should have a cybersecurity element included. From there, annual trainings should be held to ensure that security measures are top of mind for employees. Once they have learned the basics and warning signs of an attack, challenge their understanding through methods like phishing email tests. Also, whenever baseline controls are updated, ensure that employees

an old business partner can help construction leaders stay up to date on the most recent threats, draw insights from the mistakes of others, and learn about effective mitigation tactics with proven results. Another resource to consider is guidance made available by the US Computer Emergency Readiness Team (US-CERT).

Even with the strongest controls and prevention programs in place, a cyberattack is always a possibility, especially in a high stakes industry like construction. However, having the proper mitigation plans, training, and tools in place to protect your data can minimize damages and avoid costly disruptions. ■

Disclaimer: The summary information presented in this article should not be considered legal advice or counsel and does not create an attorney-client relationship between the author and the reader. If the reader of this has legal questions, it is recommended they consult with their attorney.

are notified right away so they can do their part in protecting sensitive data. While human error is inevitable, leaders can add layers of protection through programs like multi-attempt password locks or encrypting critical files as added safeguards.

Lean on your peers

The global construction industry is a massive community, and it’s likely that others in the trade have the same concerns and experiences when it comes to cybersecurity as you do. Participating in information-sharing forums, sitting in on speaker sessions, or even having a conversation with

Carl Cadregari is an Executive Vice President in the FoxPointe Solutions Information Risk Management Division of The Bonadio Group. He has more than 28 years of experience providing actionable technology, cybersecurity and data governance architecture, controls auditing and general cybersecurity planning. His experience includes over 18 years in regulatory auditing and standards compliance assessments, developing and executing programs predicated upon ensuring that client computer controls are functioning.

Carl Cadregari www.foxpointesolutions.com

A success clear

Silver Spring Township, Pennsylvania is currently the fastest growing community in the greater Harrisburg, PA area. The township’s wastewater treatment plant serves a population of approximately 18,000 residents with an average treatment of .8 MGD and design capacity of 1.2 MGD. Knowing the number of customers to be served will continue to rise, it was looking for solutions to give its annual budget some breathing room while increasing the plant’s overall efficiency and capacity to stay ahead of the increased demand. Lowering operating costs for aeration, sludge removal and structure maintenance were also goals.

Solution

Silver Spring accepted an opportunity to have a riskfree performance trial of a new autonomous bio-augmentation technology from Enbiorganic Technologies. The performance trial would last for 60 days and at the conclusion, the city would have the option to keep the technology on a TaaS (Treatment as a Service) basis. A single EBS-Di unit from EnBiorganic Technologies (EBT) was set up by ABEL RECON, a licensed installer of EBT in one of Silver Spring’s lift stations approximately four miles from the treatment plant’s headworks.

cleaner and easier to maintain once treatment commenced. Algae growth which typically required pressure washing and physical scraping to remove, can now be eliminated by a normal water hose. Over time the microbes will continue to progress upstream and positively impact other portions of the system.

Sludge Handling Costs

Demonstrated in Figure A, is the significant reduction in KWh used to operate the plant. Compared to the five months prior to installation, the EBS-Di system is providing 37 percent KWh reduction at an estimated savings of about $1600/ month. Even compared to averages of the same months the year before

or an aggregate of all KWh usage in 2021, this demonstrates a 28 percent reduction in energy consumption.

The second major impact is the reduction in water consumption utilized for sludge handling. Sludge processing has now become more efficient, and less water is being sent to the landfill. It is estimated that $18/ton reduction for sludge handling will be realized. The total sludge load has also been affected. Jim Stevens, operator at the plant noted that the plant may be down to as low as seven loads from the usual nine. With this data trend, it is anticipated that a 62 percent reduction in monthly sludge handling costs will also be gained.

As shown in Figure B, this will equate to approximately $4,284 per month in savings. Prior to the start of the performance trial an Economic Impact Report (EIR) was created to determine if the technology could provide benefit and to what degree. At only 90 days into operation, 46 percent of the total estimated savings anticipated by the EIR have already been reached and this will rise over time.

Due to the results, at the conclusion of the performance trial, Silver Springs decided to sign a long-term contract with ABEL RECON for the EBS-Di technology and service, realizing that the cost savings in sludge hauling, treatment energy needs and maintenance labor derived from having the unit would more than cover the expense for the service contract and put it on an excellent footing for meeting its growing community’s needs. ■

EnBiorganic Technologies, founded in 2019, bridges science and technology to contribute to a living planet. It believes in synergy – various parts working together to produce an enhanced result, and is driven to build innovative solutions based on a foundation of solid science. Its team is focused on solving big issues that will have a significant impact in its backyard and beyond. Its current breakthroughs in wastewater solutions, HAB mediation and animal agriculture create value for clients, while protecting the planet’s most valuable resources.

Long-term tenancy

Cushman & Wakefield announces Turner Construction has joined the growing roster of new tenants at AMP&RSAND, a creative office redevelopment in San Diego’s Mission Valley area. Turner Construction signed a long-term lease for 15,936 square feet of space at the award-winning project.

“We are excited to welcome Turner Construction to AMP&RSAND, an amenityrich property with indoor-outdoor connectivity, freshly designed for tenants to help foster employee health and happiness, and build company culture,” says Managing Director, Derek Hulse.

Remote real estate

Proptech start-up, Giraffe360, which simplifies the process of capturing real estate content, announces its latest round of investment, led by San Francisco-based venture capital firm, Founders Fund, whose portfolio boasts names such as Airbnb, Spotify and SpaceX.

The announcement comes as Giraffe360 gets set to launch its latest, industry leading camera that will further revolutionize the way the property industry advertises homes online.

Its new camera builds on Giraffe360’s existing technology, boasting operating speeds three times faster than that of its current generation. Complete with a four-inch screen, 500gb of internal memory and fast charging ability, the latest offering is also 30 percent lighter than its current camera.

UK expansion

Global modular building specialist, Volumetric Building Companies (VBC), announces ambitious plans to expand in the UK.

VBC is on track to become a $1billion modular construction company over the next three years and is now targeting the UK build-to-rent, affordable housing, student accommodation, and hotel sectors.

This follows VBC’s merger with Polish modular manufacturer, Polcom, earlier this year to extend its reach into Europe, and strategic acquisitions, which include the assets of the modular business Katerra, to facilitate efficient servicing of projects across the US.

CEO,

“We are very excited to partner with Founders Fund. The new Giraffe Go Cam and funding will help guide the transition towards more immersive experiences of properties online, as the world takes on a more remote, online approach to properties.”

Giraffe360

Mikus Opelts, comments:

Destination restoration

Therme Canada unveils new visuals and updated plans as part of the project to redevelop Ontario Place, as a world-class yearround destination for all.

Mark Lawson, Vice President, Communications & External Relations, Therme Canada, says: “Having signed a long-term lease at Ontario Place, we are delivering on our commitment to create an iconic, global attraction along with new privately funded and maintained public space.”

The redevelopment will include shoreline restoration, 11.8 acres of freely accessible public space, enhanced trails, a public beach, new wetlands and aquatic habitats, and 4.1 acres of green roof that connects the building to the surrounding natural landscape.

Therme Group was selected by the Government of Ontario through an international bidding competition held in 2019

and has subsequently signed a long-term ground lease at Ontario Place.

The development will be a family-friendly experience focused on fun, relaxation and wellbeing. There will be indoor and outdoor pools, waterslides and a wave pool, natural spaces to relax, sports performance and recovery services, and botanical gardens.

The future is panelized

How Escobedo Group’s DARIO Panelized System is changing traditional construction

It has been a year since we were introduced to the Escobedo Group and its renowned DARIO Panelized System. Panelized construction is an innovative building system, which minimizes waste, environmental impact on site, and production delays due to the weather. One of the ways that the Escobedo Group is revolutionizing this industry is by working with engineers, architects, fabricators, and

builders under one roof. The close integration of these disciplines and the shared commitment to quality and continuing innovation defy what can be achieved with conventional or even ‘pre-fab’ building. “As we continue to grow and innovate it’s the passion and the dedication passed down to me from my father that continues to inform our decisions,” David Escobedo, the founder and co-owner, says.

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The Escobedo Group goes one step further in realizing its commitment to quality by transporting and installing its builds with in-house equipment and certified employees. “When we last spoke, we were working solely on strengthening DARIO and the overall process. Since then we’ve created DARIO Villas available in one, two or three bedroom floor plans with customizable

interiors that are perfect for family retreats or vacation rentals especially in hard to reach locations. The Villas range from 900 to 1300 sq. ft. and can be erected, once on site, in a single day.” The Dario system is not limited to these designs however; the Escobedo Group has worked with clients and their architects to realize luxury homes even in the remotest of locations. “We believe it is the future of construction. The Dario system allows us to bring these large-scale projects to life in a more efficient, sustainable, and faster way than conventional construction.”

The panels are built with high precision and quality; two characteristics for which Escobedo has always been known. “There is nothing we leave to chance here. This system has enabled us to improve how we manage materials and energy. For example, we have extremely high insulating values making

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There are absolutely no limitations as to what can be done with DARIO, and that is a huge difference between a prefab and our panelized system

the finished product much more energy efficient and improving on indoor air quality. We also extrude our own metal studs exactly to the size needed using a high content of recycled steel. This means that clients who purchase the product are supporting innovative designs, energy efficiency, and a construction process that is more sustainable,” Matt Escobedo, company President, shares. Another aspect that has formed part of Escobedo’s journey since we last spoke is the impact of the pandemic on the expansion of its catalog. “Something we saw happen during Covid-19 was the development of multigenerational living. Many of our clients have large properties, and they wanted to be able to create guest suites, offices, and spaces for their family to stay with them. This is how we came up with the DARIO Villas. For us, they are an excellent way to deliver the same quality of build in a faster, more efficient way,” says Matt.

One of these Villa projects can be found in rural west Texas, where the biggest challenge was the location. “Rural areas, where a lot of our clients have properties, can be difficult to access. We are able to save on labor costs and limit project delays constructing the panels in our facility. From concept to move-in the West Texas Villa had a turnaround time of six months.”

Customized solutions

Matt explains that while the floor plan is predetermined on a DARIO Villa, the Escobedo group can work with the client or the client’s designer to customize the interior or offer in-house design consultation and state-of-the-art finishes. The Villas also have the option of a partial or wrap around deck.

Another strength of the Dario panelized system is its flexibility as demonstrated in a rural Colorado project whose owner was also the building’s

designer. The Escobedo Group was able to realize its client’s vision and despite the difficulties of the location, it was able to complete the entire ranch house including integrated mechanical systems, a shop and cistern in less than a year. It took a mere fivedays from prepped foundation to dry-in.

Our conversation then turns towards how the company is able to separate itself from other builders in Texas and the surrounding region. One of the key benefits to the company’s operation is that it is vertically integrated within its supply network. “Our 60,000 sq. ft. facility houses separate millwork, stone cutting, and metalworking shops. In addition to our designers, our team consists of unsurpassed craftsmen in their fields. Some of the team members have worked with me for over 20 years,” says David. With over 100 people on staff the Escobedo Group completes 90 percent of its projects without subcontractors.

The few parts of a project that are contracted out, are contracted to trusted vendors. While Escobedo’s operation is a smoothrunning machine, for Matt, the system is continually being improved, and this will remain a focus as the business grows. “There are absolutely no limitations as to what can be done with DARIO, and that is a huge difference between a prefab and our panelized system. Pre-fabrication does have its restrictions, and we want to offer a solution for customers who want luxury home building that remains focused on quality while shortening the turnaround time.”

The future is in innovation

The company’s vision for the next few years then sparks a discussion surrounding the strategy for achieving it. David and Matt are confident in their team’s creativity and dedication, and they are proud of every member who has brought the business to

where it is today. “The future for Escobedo is in innovation. Our team will continue to develop and release new designs working with the latest technologies, as well as giving a place to skilled craftsmen. We are seeing interest all over the country for our product. Currently we are working on a handful of projects including a family retreat utilizing the Villas and a 20,000 sq. ft. luxury home.”

Matt shares that plans for the company’s growth are exciting. It was recently able to acquire an 11-acre property adjacent to its current site, which it will quickly grow into. “The Villas product is a fairly recent development and as interest in that product grows so will the company. We continue to work closely with clients to see the ways in which we can improve and how we can best support them.”

In bringing our conversation to a close, Matt wishes to share the full potential of the DARIO Panelized System, and encourage others out there to inquire about its possibilities. “When

architects hear ‘panelized systems’, they don’t quite understand what it is. For some, they assume that it is going to limit their design capability, but it’s quite the opposite. We’ve been able to demonstrate the system’s flexibility as well as our own. We are very collaborative here; we love to cooperate with interior designers and architects. Escobedo Group believes anything is possible and we are in a unique position to put that to the test. For those interested in the DARIO system, it’s important to keep in mind that it doesn’t restrict creativity or design capabilities in any way. On the contrary, it might just help elevate them,” Matt concludes. We look forward to seeing how the business remains innovative in its construction abilities, and how the DARIO Panelized System continues to take the industry by storm. ■

www.dariopanelized.com

Rooted in

relationships

Val Stiener of Chase Lumber discusses why people, place and products are the driving force behind the business

We are a building materials supplier, and have held firm to our roots. We don’t try to be something to everybody, we do what we do and try to do it to the best of our ability. I think that has been the secret to our success for this long,” begins Val Stiener, President at Chase Lumber (Chase), which is currently enjoying its fifth generation of family management. “There is a lot of competition in Dane County, Wisconsin,” she continues. “The market is extremely penetrated, so we are all fighting for the same piece of the pie. The saving grace is that it’s a fast-growing community, and there’s still a lot of development going on here. While the competitive market makes for challenging times, and as a result, many building materials suppliers have tried to get involved in everything from manufacturing to installation, we have stayed true to our specialty. We are a lumber yard, providing materials to builders. We are not a hardware store or a onestop shop. We focus on the contractor and provide the best materials and service that we can, and have done so for 125 years,” Val enthuses.

Rising prices

The past two years have been difficult for everyone, and the building sector is no exception. As an essential business, Chase didn’t slow down. The industry kept on going, and Chase had to pivot to keep pace. As Val explains: “We had to learn how to enable some of our people to work remotely: those that could, like estimators, could be at home. However, from loading trucks to delivering materials, many of our operations are impossible to carry out remotely. That said, we utilized a skeleton staff and persevered, pushing through the pandemic. It was taxing, but we learned to do things differently, just as every other business had to. Some of those changes are still in play, and while we do see many builders more accustomed to emailing rather than visiting us on-site, several customers do still like to see us in person. I think that’s just the nature of our industry.”

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The business was able to retain its team members, and Val is delighted to note that Chase is fully staffed. In fact, in her tenure, she has never known anyone to be laid off. Additionally, this year is set to top last year’s record sales, which Val believes is attributable to a couple of factors. “First of all, our industry kept working during the pandemic. We are also fortunate to experience ongoing development locally. However, in my opinion, the price of building materials is a factor. Prices have escalated, but builders keep building, and as such, they have to push through the cost of materials. From our perspective, if costs escalate, so do sale prices too. While some materials have reduced in price, many are not back to where they were

in 2019, others haven’t come down at all. “However, you have to look at both sides of the balance sheet. The cost of labor has gone up, as have materials purchase prices, alongside insurance and utilities. Fortunately for us, the materials and the amount of business we are pushing out the door have helped offset some of that, but as a result, we have to sell twice as much to manage our margins.

Leading by example

“Chase is part of a lumber buying group that consists of dealers from all over the country. This certainly helps independent lumber yards, like ours, because we all pull together. We are not competitors in that way,

▲ Val Stiener, President at Chase Lumber

but rather, we’re trying to stay independent and that is a contributing factor to why independent yards still exist today.

“It’s certainly been an unprecedented two years, but I work with a phenomenal group of people. We are a family-owned business, and we bend over backwards to try and help our employees, which, I would say, is repaid with their loyalty and commitment.”

Val has been with the company for 25 years. When she joined, both her brother and father were working at Chase, and her father very much led by example to create the culture that’s still in existence today. “My dad never missed a day of work, unless he was really ill. At the age of 83, he was still coming in to work every day, so that sets a good example. The commitment he had to his employees rubbed off. While different today, and particularly in terms of the greater flexibility and enhanced work-life balance we offer, our employees still have that same commitment to us.”

The culture of commitment extends to wider business relationships too. Prior to the pandemic, supplier relationships were very strong, as the business was dealing with the same people, which provided consistency and reliability. Val goes on to explain how those relationships have evolved post-pandemic and the challenges that presents. “Since Covid, staff retention in many sectors has taken a huge hit. As a result, many vendors and suppliers are struggling to meet demand. Quality of product can also be an issue, as can vendor support. While many suppliers do their utmost, unfortunately, we often experience difficulties resolving issues, which can be frustrating. Our priority is to ensure our customers receive top-quality products.”

While personnel may not be an issue for Chase, Val believes it’s going to take time for many manufacturers to get back to firing on all cylinders. “Manufacturers are innovating with smarter processes, turning to automation because they don’t have the people to do the work. In terms of the wider industry

itself, there is a shortage of contractors and laborers. It’s going to take time but things will change. The entire building industry needs to change. It’s a driving force in this economy. If we stop building then the economy stops,” she suggests. Looking to the future, Val is anticipating a downturn in the economy over the next couple of years. “How much that will affect us is yet to be seen,” she elaborates. “I’m sure we’ll feel it, but we are relatively cushioned by the robust health of construction in this area. My job is to keep people working and figure out ways to do that. We have a good group of builders that we work with. Right now, we’re just full steam ahead. We’ll keep doing what we do, control what we can, and see what happens.” ■

www.chaselumber.com

Building a better tomorrow

From beginnings in a basement to being on top; Genesis AEC’s construction journey within life sciences

In 1996, Bernie Friel founded the earliest form of Genesis AEC (Genesis) in the basement of his home. The following year he expanded the mechanical engineering and design company to include electrical and plumbing services by merging with another firm. This early move set the tone for the following twenty years of business, during which it grew to encompass a multitude of different skills and departments. Today, the company employs a team of more than 375 people, spanning a broad range of services, including architecture, engineering, construction management, commissioning, qualification, validation, and asset management. In speaking to Construction Today, Mark Gagnon, Vice President of Construction, expands further.

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“We are a Total Project Delivery firm. We handle everything from beginning to end, from the earliest feasibility studies, programming and planning, all the way through to the finished product. It’s this total vision, or should I say long-term solution, that really differentiates us from our competition. It’s not just a case of one project in and one project out for us; most of our clients are repeat customers, some of whom have been with us for 20 years, across hundreds of projects in multiple locations. We wouldn’t get that kind of repeat business if we weren’t doing something right. People appreciate the ownership with which we manage any project that we undertake. And they appreciate our adaptability, too– everything we do is tailored to the specific and unique needs of our clients.”

Deeper understanding

Genesis is one of the nation’s leading Engineering, Procurement, and Construction Management (EPCM) firms dedicated to the life sciences industry, and has served leading innovators such as Bristol-Myers Squibb, Bayer Healthcare, Glaxosmithkline, Merck, Celgene, Novartis, Johnson and Johnson, and Pfizer, to name a few. It offers a unique one-stop design and build approach, and houses teams of award-winning professionals across a myriad of disciplines, which really sets the company apart. As Tom Hughes, Associate Vice President of Construction details: “Where we shine best and what we attribute to our success today, is the crossdiscipline expertise we possess. The Genesis team is made up of subject matter experts in everything from process and procurement to compliance regulations, design, and engineering; all of which culminates to make us the best construction managers we can be. Through our extensive technical and scientific knowledge base, we have a deeper understanding of our clients’ needs, which helps us to deliver projects from a strong

quality standpoint every single time. I think that’s what really sets us apart, we’ve got everything under one roof, and we carry that approach through with collaboration across all of our geographical locations.

Whatever it takes

“In terms of our technological means, we are always on the lookout for the next software innovation to boost our efficiencies on the management side of things,” he continues. “We also use software to help with staff planning, but more excitingly, we’re currently looking at a new form of 4D scheduling software. With this, we will be able to create a step-by-step, interactive timelinemodel for any project, which features video game-like graphics and allows our clients to walk around the future stages of their development, at any point during the process. It also helps us in working alongside our

clients’ maintenance and operations teams early on as we can spot issues and figure out logistics way ahead of time. We already implement 3D scanning technologies, when surveying existing facilities, to ensure the absolute accuracy of our surveys. We can apply this information to 3D models within virtual reality to give our clients an idea of what the finished design can look like before we’ve even started construction.”

Genesis’ clients’ individual needs regarding their specific plants or research facilities vary, depending on the product or development they are working towards. This is what truly drives Genesis in its culture of

innovation, providing the requisite custom solutions to whichever challenges develop. Given the highly regulated fields that the company serves, much of its work has to be FDA approved and EU compliant, therefore the design and construction are focused largely on shrinking the critical paths to project completion. If the paths cannot be shrunk, then Genesis will endeavor to find another route, as Tom goes on to highlight in relation to a current project.

“We’re currently working on a large-scale consolidation project to update a client’s aging facilities. Of the two main buildings, one is around 100,000 square feet, to which

we are adding a further 40,000 square feet. Given that the ongoing work is taking place in a facility where active science and campaigns are still being practiced, we had to take huge precautions in measuring the existing structure’s strength and durability for coping with the noise and vibrations that we’d be creating. We employed a 900-ton crane, which had to be built by an assist crane, to put a tower crane on the top of the building, requiring an additional assist crane. The kind of coordination this sort of effort requires, just for one portion of a project, is exactly the manner of kinship that we exhibit for our customers time and time again. There were so many safety reviews and second and third checks in place to ensure no damage or disruption came to the millions of dollars’ worth of science taking place below.”

As a company that doesn’t self-perform any of the field work, and relies entirely on

subcontractors, relationships with people, both internally and within its supply chain, are at the top of Genesis’ agenda. No subcontractors are employed until they have passed its indepth vetting process, but once on board, they are welcomed into a long-lasting relationship of fair treatment and respect. The company opts for the term ‘trade partners,’ as both sides of the agreement equally need one another. As Mark concludes: “Everyone is focused on life science: the extension and enhancement of human life. We have a small firm’s feel and culture, despite our exponential growth over the last few years. Everyone is very approachable, and we love to work collaboratively. No matter what department, we all share the same bottom line of working towards the company’s success.” ■

www.genesisaec.com

It’s SIMPLE

Having completed a spectacular project, Spence Brothers Construction owes its success to this approach

In the late 1800s, a fire ravaged through Saginaw, Michigan. In response, brothers Matt and Hugh Spence launched a startup construction company, named Hugh Spence & Brother, to help reconstruct the homes that were destroyed by the disaster. Fast forward to today, and the company now has offices across the state with locations in Traverse City, Saginaw, and Ann Arbor. “Our niche markets include higher education, healthcare, housing, and office facilities. We also do quite a bit of water and wastewater treatment plant work, including self-perform concrete and carpentry services,” shares Brian Keeler, the Vice President of Preconstruction. Brian, who is joined by Shane Willis, Vice President and Project Director, and Jake Golden, Senior Project Manager, discuss what has made Spence Brothers (Spence) a leader of construction in Michigan for 130 years.

“We value family deeply here, and although we expect hard work, we realize that family comes first. That is part of the culture we have at Spence,” says Brian. It is one of the many reasons why the company stands out from its competitors. At Spence, each project is managed with a very people-centric approach, and with locations across Michigan, its teams are able to take greater care of project-owners with shorter distances to travel to project sites.

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Those family-values combined with a very personalized customer-approach are what enable the business to complete projects of an impressive size successfully. Of recent note is the Memorial Healthcare NOW Center completed in 2019, in Owosso, Michigan, a particularly unique contract of which the three leaders are immensely proud.

Project Director, Shane, shares more details regarding its award. “The President/CEO of Memorial Healthcare selected us to manage this once-in-a-lifetime project for the Hospital. We were the construction manager on the project who also had the benefit of selfperforming some of the trade work, such as the concrete footings and foundations inside the building and also the general trades, which included doors, cabinets, and hardware.”

With this project, the three gentlemen understood the importance of establishing a relationship built on trust with the architect, Edmund London & Associates and the Owner, all coming together to stand behind the project’s enormous value to the community. “We brought a 38-milliondollar healthcare facility to life in a small, rural area. Previously, its surrounding community would have had to travel about an hour out of town to get to similar facilities.”

The building was designed to provide a well-rounded suite of healthcare services. Coined the Memorial Healthcare NOW Center, the facility houses Neurology and Orthopedic departments, as well as a Wellness Center. “It allows patients to be seen and treated with a more holistic approach in one

facility versus many. For example, there is a state-of-the-art MRI in the basement that is one of only three in the state, so patients don’t need to travel away from the Center or schedule separate appointments

if they need an MRI. To have a building of that caliber in this community is pretty spectacular in my opinion,” Jake highlights.

Leaving a legacy

“The project was well-received by the surrounding community. Before we had even completed the project, people would arrive, ready to use the facilities. Once they realized it hadn’t yet been completed, we were confronted with questions about when they could expect it to be done. It was great to experience that excitement. I’ve heard nothing but good things about the facility from end-users; everyone has raved about the design of the building and how it turned out,” Jake expresses.

He also gives recognition to the team that brought the project together. “Everyone pushed to give the owner what they wanted. We had an amazing team of subs to work with. I think everyone will agree when I say that the entirety of this project is one of which we can be very proud.” Brian adds that

Spence looks forward to more opportunities to enhance the communities in which they work, “We do have some work in the pipeline, but this is really a one-of-a-kind build that we are grateful to have been part of.”

Looking towards the future, these leaders would like to see Spence continue its prosperity and secure a legacy that surpasses the 200-year milestone. “Although we continue to grow, we are not looking to double in size as we are happy where we are. I think we can all agree that we are willing to take on more work, but we want to ensure that we maintain our family-values and people-centric approach,” says Brian.

Shane agrees, “I would like to see us continue to grow without giving up what got us here, from both a relationship and construction excellence point of view. Maintaining and growing our base of repeat clientele is key, as our customers learn what it means to work with us and know that they can trust us.”

Brian emphasizes this by sharing that

when it comes to projects, the business works to nurture relationships built on trust. “We want to make sure that owners trust us to manage their funding and understand their vision to get the job done, and done well.”

From what we have learned, the success of Spence is visible in the company’s value system, which according to the leaders, is SIMPLE. The acronym stands for Safety, Integrity, Mentoring, People, and Excellence. The three gentlemen conclude that going forward, they are determined to uphold these values and continue to keep the company’s name synonymous with respect and trust. “For us,” Brian says, “it is crucial that we form a strong relationship with the owner of every project, because when we work together as partners, that’s when we achieve the best results for them and the community. ■

www.spencebrothers.com

ROSS

can

As it turns up the heat with acquisitional and organic growth, complex projects are becoming small fry for ROSS Companies

Founded in 1983 by Beth and Scott Ross and today led by CEO Dave Miskovich, ROSS Companies (ROSS) has operated – at least historically – in the metropolitan area of Washington, DC with a distinct, family-owned business mentality. Such an ethos has inspired dedication, commitment, and personal accountability across the team – or, in short, all the things that makes ROSS stand out in an increasingly competitive US construction market.

“When I joined the company in 2003, my goal was to embrace the family-owned atmosphere, while, at the same time, leading the company

into the future through technologybased innovation and attracting the best multi-family professionals to key positions within the organization,” says Dave Miskovich, CEO at ROSS. “Since then, we have gone on to become a full-service, vertically integrated organization. We acquire through ROSS Development & Investment, manage, and lease through ROSS Management Services, and renovate through ROSS Renovation and Construction. On every project, we work from a deal and managerial point of view, ensuring we incorporate property management into our underwriting and construction budgets.”

Strategic planning begets commercial growth. This much has been made evident by ROSS. In 2017, for instance, the company made the bold decision to expand south, opening a satellite office in Richmond, Virginia. The move has paid dividends. Now the company proudly provides efficient, hands-on services to Richmond, Hampton Roads, and the Carolinas.

Today, ROSS is widely respected in all aspects of multi-family property management, ownership, renovation, and construction. “It is important to understand the critical components which lead to longterm success before starting a renovation or construction project,” asserts Dave. “Our approach to asset preservation and managerial efficiencies provides a unique operational perspective and forms the backbone of our relationships with clients and vendors, which we have built up over the past 40 years.

United as one “Historically, the multi-family industry has been slow to adopt innovation,” he goes on. “However, one of the biggest lessons over the past three years has been the importance of embracing it, which will not only make our business more efficient but also help clients to understand the importance of technology. We are constantly evaluating tools to improve efficiency, working with our technology partners to understand industry trends and, more recently, looking outside the industry to find cutting-edge products and services that will enable us to stay up to date with latest market trends.”

This is just one of many lessons learned since the pandemic began. The last few years have served as a litmus test, clearly discerning the kind of stuff a company is made from. Fortunately, ROSS passed with flying colors.

The pandemic forced every company to reevaluate and rethink. With ROSS, it was no different. “Not only did Covid-19 cause

us to pause and reflect on who we are, but it also redirected our focus back to how we do business on a fundamental level,” says Dave. “The companies that survived were the ones that had strong foundations and a robust leadership team. Our ability to adapt to unforeseen working conditions was solely due to the strength of our people; we tackle every challenge as a family. Over the past two years, we united to overcome even the most trying of obstacles, and came out a stronger, more determined company.

“As a network, we quickly pivoted our strategy to adapt to the pandemic and the various regulations that were put in place,” he continues. “We relied on the strength of our employees, and trusted that together we would persevere. We knew we had a great team before the pandemic, but I believe we surprised ourselves in how quickly individuals stepped up to support each other. Their ability to shift to a remote working environment, implement safety protocols, and ensure high morale in extremely uncertain times stands as a testament to their pride and commitment to our organization.”

It is clear that people are central to ROSS – the name itself is the name of its founders, and like the family that established it, that sense of belonging and commitment keeps the company afloat when the going gets tough. “We have always operated with a family-owned mentality and the understanding that our most valuable asset is – without any doubt – our employees,” notes Dave. “The core values that our company was founded on are integrated into every aspect of our culture, which inspires collaboration and teamwork across departments.

“Since employees are trusted by management, they feel empowered and they understand that they are an integral part of the overall success of the company,” he goes on. “Consequently,

we have built a sense of loyalty across our employee network. As is evident, I possess a great deal of pride for our team and the individuals who make a difference in our organization each and every day.”

The conversation then moves onto projects that the close-knit, family-oriented team has been working on. “On our most recent project, the Opportunity Zone deal, we worked closely with our client to secure approvals from all housing authorities,” Dave reveals. “Whenever we are taking on a renovation project with a client, we take a full-service approach by providing a scope, budget, and timeline. Complex projects such as this require tremendous coordination, communication, and support to reach the finish line. To accomplish this in the midst of a pandemic was extremely satisfying for us and our partners.

“It has been a good year,” he recalls. “One of the top highlights of 2022 was the closing and start-up of a substantial Opportunity Zone project in Newport News, Virginia, where we will be completing a string of $65,000-to-$70,000-unit renovations. This project was extraordinary in that it was not only our first Ozone project, but also included the placement of tax credits. The deal has

proved complex and has taken over two years to come to fruition, involving various lender and jurisdictional partners to complete.”

As we move into the new year, Dave reveals that ROSS’ biggest focus will be on acquisition and management of company growth. “Returning to a period of normalcy, we want to build on the strength of our team,” he concludes. “I would like to see ROSS further expand into the southern region, doubling our renovation and construction volume. We strongly feel our investment and commitment to growth has put us in a strong position for continued expansion and success in this market.” ■

www.ross-companies.com

Apartment Turnovers and Apartment Restorers

Apartment Turnovers and Apartment Restorers is proud to be part of the ROSS Companies vendor family. We are a good team because our dedication to excellence mirrors the hard work, integrity, and dedication that ROSS embodies. The residents, tenants, and property management industry as a whole is better because of the associates who represent the ROSS Companies. We applaud the company’s major milestone of 40 Years. Well done!

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Bringing EXPERTISE to the table

What’s the secret to Kaufman Lynn’s success?

Maltz Jupiter Theatre Photograph: Miami In Focus

Kaufman Lynn

Not too much has changed at Kaufman Lynn Construction (Kaufman Lynn) since its founding in 1989. “We’ve grown organically to become a large construction company within the region, and beyond,” reflects Mike Kaufman, Founder and CEO of the company. “We achieved gross revenues of $400,000 in our first ever year; in 2022, that same figure is over $500 million. To have achieved that in just over 33 years is quite unique.”

Operating in Florida and North Carolina, today, Kaufman Lynn is a full-service commercial construction company. The company’s work encompasses multi-family housing, senior living, hospitality, government and public safety construction, education, healthcare, self-storage and parking garages.

“We typically divide our work between the public and private sectors,” explains Chris Long, President at Kaufman Lynn. “The latter is a pretty broad gambit, consisting of condominiums, for-rent apartments, workforce housing apartments, retail, hospitality, and hotels. Our public work projects range from five-million-dollar fire stations, parks, and EOC buildings for a number of municipalities, up to 140-milliondollar major projects. In all, we have around 35 active project cycles at any given time.”

The last few years haven’t been without their challenges, however. The arrival of the Covid-19 pandemic in early 2020 caused significant disruption to industries worldwide, with many operations brought to a standstill. Kaufman Lynn was by no means exempt

Maltz Jupiter Theatre - Photograph: Chuck Wilkins

from these difficulties, but the period did have its benefits.“We’ve always prided ourselves on being very nimble to react to different conditions in the market,” Chris reflects. “The pandemic was a task beyond any other that we had faced. Two-thirds of our people are bootson-the-ground, working out of job site trailers, and because we were deemed an essential business, they kept working throughout the period. Thankfully, we were able to come up with a strategy to prevent all the associates from mixing, limiting the risk in the event that one associate tested positive. We split up our project teams, conducted meetings outside, and did everything we could to protect our people. Fortunately, we didn’t lose anyone to the virus.”

Interestingly, Kaufman Lynn boasts the largest pre-construction department in Florida. According to Chris, this fact gives his clients “the best of both worlds,” by allowing the company to hit the ground running

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We are grateful to be working with Mike, Chris, and the rest of the team at Kaufman Lynn once again. As always, we look forward to working closely together and serving the community as one of ENR’s Top Specialty Contractors.

JM Family Campus

Photograph: Chuck Wilkins

when it comes to project construction. But it’s not the only differentiator for the company. On that subject, Chris points to nothing other than the company’s culture.

“Simply put, we work harder at perfecting our clients’ projects than any other contractor,” he confirms. “We take pains to understand what’s important to the client. It’s in our DNA, that’s how we’re wired.” It’s a view that Mike echoes: “Our Vice President of Pre-Construction, Chris Christy, is a true south Florida professional,” he states. “There’s none better at managing a project through from pre-construction to the beginning of the job itself. It’s thanks to him that we’re a leader in that department.”

This client-first approach is one that’s led to tremendous success for Kaufman Lynn, for which repeat business constitutes upwards of 80 percent of its total workload. “Our greatest successes come when we build for clients who appreciate the extra effort and commitment that we offer,” Mike notes. “We’re very fortunate to have the luxury of being able to make objective decisions about the type of project we take on, and which clients we choose to collaborate with.”

Serious expertise

Among such projects is the company’s recent $20 million historic renovation of the Miami Dade College Freedom Tower and, more recently, its work on the Maltz Jupiter Theatre. Finished in July 2022, the latter project was highly complex in nature, and its success represents an immense source of pride for the company.

“It’s hard for me to express just how intricate a project the Maltz Jupiter Theatre was to execute,” Chris admits. “We were charged with demolishing the stage of the existing theater, which was supporting the entirety of the remaining theater house. To accomplish this, we had to first plan and engineer the temporary support for the structure, then demolish the existing stage

and back of house and rebuild it within an inch of the existing foundations. We did this ten feet below the existing grade, while pumping out incoming water, and without allowing the existing structure to settle. That’s just one aspect of the complexity we were faced with, but it’s a challenge to which the team as a whole rose very well.”

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“When you are building cultural arts venues, you have to bring serious expertise to the table,” Mike adds. “Not only are you taking on structures that are typically unique in their design, and that require really strong construction, but then you

We don’t take for granted the position we have within our markets

are tasked with making them look and sound good. You have to have that in-house, and we do.”

A further significant project for Kaufman Lynn is the recent completion of the JM Family campus. JM Family is one of the largest private companies in South Florida, and Kaufman Lynn completed a major overhaul

of the corporate headquarters in Deerfield Beach, Florida. The $160 million project integrated innovative technology and sustainability features to reimagine and modernize the facility. “We are enormously proud of the work we did for JM Family,” says Chris. “This showed the extraordinary results you can achieve when you

partner with a client to understand and address their needs, even as those needs change during the life of the project.”

Ownership mentality

This year represents another significant milestone for Kaufman Lynn: the year in which it transitioned to an Employee Stock Ownership Plan (ESOP). As Mike explains, it’s a decision that aligns with the company’s

Left & below: JM Family Campus - Photograph: Chuck Wilkins

longstanding values. “We knew we had a great culture here, we wanted to protect that, and we believed that an ESOP was a reliable way to do so,” he comments. “At the same time, it was also a way of giving back to those who have put their heart and soul into the company over the years, offering an added benefit that will appreciate in value as the company develops, and provide a substantial benefit whenever our employees reach retirement.”

“The ESOP also engages our associates in an ownership mentality,” Chris points out. “Having a stake in the company changes how individuals approach their work. Because they feel a part of the company, it brings out a new level of commitment and determination to succeed.”

The future’s bright for Kaufman Lynn. As 2022 draws to a close, the company is expecting to confirm its best ever year,

surpassing $500 million in revenue for the first time. “Projections for the next two years remain strong,” Chris notes. “Beyond that, it will have much to do with the economy. From our perspective, the plan is to keep strengthening our market in North Carolina, especially the volume of our public sector work. We’re also exploring the possibility of expanding our operations on Florida’s west coast, taking advantage of the growth we’re seeing north into Tampa.”

“We feel very fortunate,” Mike concludes. “We don’t take for granted the position we have within our markets. Sticking to our core values through thick and thin has served us well in the past, and we intend for that to continue.” ■

JM Family Campus - Photograph: Chuck Wilkins

without carbon

The National Cement Company of Alabama (NCCA) first began producing cement at its current site in Ragland, Alabama in 1908, then operating under the name of the Atlantic & Gulf Portland Cement Company. The company changed its name to National Cement Company in 1920, enjoying various owners up until 1974, when it was purchased by the Vicat Group, a French company with origins stretching back as far as the early 1800s, when Louis Vicat first invested in artificial porous

cement production. Following the acquisition, Vicat Group set upon a program of modernization and plant improvements that have brought NCCA to its present-day status.

Today, the company produces Portland Cement Type I, II and III and masonry cements, which it ships via truck and rail from four terminal distribution locations around Atlanta, Georgia, and one in Greenville, South Carolina. NCCA also operates readymix concrete subsidiaries, in the shape of Kirkpatrick Concrete and Hodgson Concrete in Alabama, and Walker Concrete in Georgia.

How the National Cement Company of Alabama is steering towards a green future

Among the biggest challenges currently facing cement producers like NCCA is a growing emphasis on decarbonization, with pressure mounting both within the industry and beyond, from the consumer to the governmental level. NCCA’s own decarbonization plan sets out the company’s ambition to achieve carbon neutrality by 2050 through the value chain, and the company took a significant step towards this earlier this year, as it commenced a two-year, $300-million project to install new cement production equipment throughout its Ragland plant. As Spencer Weitman, President of the NCCA, explains, the equipment will take advantage of the “very latest carbon reduction practices and modern energy technologies,” chiefly substituting fossil fuels with alternative fuels.

Long term, we will embrace carbon capture and sequestration, capitalizing on technology that is maturing every day

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“The primary goal of the improvement project is to meet the global climate challenge head-on, and to be ready for the southeast’s impending demand for building materials with a lower carbon footprint,” Spencer comments. The company has already added a new vertical raw mill, a preheater tower with an advanced kiln line and cooler, an automated clay storage system, an alternative fuel storage facility, and a fully automatic integrated laboratory and control center. Meanwhile, the ongoing installation of electrical motors is expected to reduce energy consumption by as much as ten percent.

“We’ve also eliminated coal as a fuel source, replacing it with biomass,” Spencer continues. “This alone has delivered a 30 percent carbon footprint reduction. The next step for us will be the production of Portland Limestone Cement (PLC) or Type IL, an innovative blended cement that contains up to 15 percent limestone.

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This will drop our carbon footprint by another ten percent. We’re currently in the process of conducting testing and making various initial production runs.”

By 2023, it’s expected that all Type I general-purpose Portland cement (OPC) produced in Ragland will be switched to Type IL PLC. But these aren’t the only efficiency measures underway at NCCA. The company is also revolutionizing its shipping operations, prioritizing energy-efficient modes of transportation.

“On a ton-mile basis, shipping by rail is more fuel efficient than shipping by trucks, lowering greenhouse gas emissions by up to 75 percent on average,” Spencer tells us. “Therefore, our carbon neutrality goal impels us to look at moving a larger volume of freight by rail.”

National Cement also owns approximately 4000 acres of land, of which around 800 acres are used for the plant site, storage, and

J & M Tank Lines

J & M Tank Lines has been a familyowned company since 1948. While headquartered in Birmingham, Alabama, we have operations strategically located across the southeast to offer the best coverage and service to our customers. As an industry leader in dry-bulk transport, J & M is backed by an elite force of professional drivers and industry experts dedicated to service and safety.

Built on a foundation of integrity and respect, we strive to provide quality service to all. Our purpose is to create an empowering environment for our stakeholders, encourage a team mindset and to exceed industry service and safety standards.

quarrying, with the remaining 3200 acres consisting of timber or grasslands.

“We’re currently studying the best management of our land to gain the best carbon offsets for the future,” Spencer reveals. “Long term, we will embrace carbon capture and sequestration, capitalizing on technology that is maturing every day.

“The Vicat Group is also researching and building new ways to reduce the carbon footprint of all their plants worldwide,” he adds. “We’ll

adopt their designs and technology in order to further reduce our carbon footprint, in addition to what we’ve already accomplished.”

Also speaking to Construction Today, Hervé Lapillonne, Project Manager at NCCA, echoes Spencer’s comments. “In several countries, Vicat Group is very active on the topics of carbon neutrality, with hydrogen, ethanol, solar energy, calcined clay and algae tests underway in some of its plants,” he says. “At NCCA, we have the advantage of being smaller and more agile than Vicat Group as a whole. Although we’re a creator of CO currently, we’re therefore wellpositioned to develop innovative solutions in the future.”

We’re ready to face the future with great confidence

“ “ “ “

“All in all, we expect our investments to make our cementitious product one of the lowest carbon cements in this market,” Spencer reiterates. “It’s a big step in the entire industry’s efforts to achieve carbon neutrality throughout the concrete value chain.”

NCCA’s aim for 2050, like the majority of carbon goals, requires change on the grandest of scales. To reach it, however, is the product of a series of small changes, driven largely by the work of hundreds of dedicated individuals. To this end, Spencer is effusive about what he describes as the company’s “unique family culture,” which he believes creates the foundation for much of NCCA’s success.

“Here, everyone knows everyone,” he confirms. “We’re a lean, largely flat organization. Our management is approachable, and they take it upon themselves to interact with our employees as

The Euclid Chemical Company

In response to the technical and environmental challenges faced by cement manufacturers, Euclid Chemical offers EUCEMTM ICARE, a patentpending strength enhancement technology that offers unequaled performance and reduced CO2 emissions potential.

EUCEM ICARE products improve cement strengths while overcoming process constraints. With the EUCEM ICARE CP range, manufacturers can achieve full cement activation potential via improved cement fineness and particle size distribution. With EUCEM ICARE VRM, customers can expect improved cement quality and reactivity through optimization of the vertical mill process.

EUCEM ICARE maximizes cement activation potential and improves transport properties, while decreasing energy and production costs, clinker factor, and CO2 emissions.

best they can. We’re also hands on in our role, which gives us the ability to react to events and make crucial decisions at speed.”

It’s a quality that came into particular use during the Covid-19 pandemic. “We were able to organize ourselves rapidly, implementing strong health and safety measures to test, isolate, and protect our people,” Spencer recalls. “Fortunately, our industry was deemed essential, as was the construction industry that we serve. Therefore, we continued to operate effectively, with projects running as best they could, and the ongoing production and shipment of cement.

“Resilience is the word,” he then insists, reflecting on some of the logistical challenges of the period. “Although we source the maximum volume of product possible from within the US, we still rely on supplies from Turkey, Egypt, Germany, and elsewhere. Regardless, we kept going, working closely with many of our supplier and vendor partners to navigate the tough times. They stepped

up to ensure they had inventory in stock, or would help us by expediting parts or materials that we needed for our plant operations. It’s a testament to the long-term relationships we’ve built up and maintained over the years.”

Alongside the expansion of NCCA’s Ragland plant, the company has also increased the capacity of its terminals in Greenville, South Carolina and Jefferson, Georgia. Now, the company is building three new terminals: one in Stockbridge, Georgia, servicing the company’s Atlanta customers, along with two in its Nashville market: one in Dickson, and another in Lebanon.

“These terminals will help us reduce truck deliveries from our Ragland plant,” Spencer confirms. “We’ll be adding to our fleet of rail cars to handle these new terminals, and increasing the loading capacity at the Ragland plant to load more rail cars. We’re continually upgrading our fleets and plants.”

For now, the NCCA remains in transition. “We have one of the most beautiful plants in the country now with the technology available,” Hervé states. “The balance, the emission control, and the tools and devices we now have at our disposal is amazing. We’re ready to face the future with great confidence.”

“With the launch of our new production facility, new raw materials, new fuels, an increasing rail fleet, and the addition of more distribution terminals, we have a lot of moving pieces in play,” Spencer concludes. “In the near future, our focus is to increase efficiency across our operations, so that five years from now we’ll have a highly efficient and productive plant. We’ll continue to execute our carbon reduction plan, servicing our customers with quality, consistent products, that allow us both to grow in tandem.” ■

www.nationalcement.com/nccal

Being number

ONE(C)

Meet one of Canada’s best managed companies:

ONEC Construction

Providing best-in-class Engineering, Procurement, and Construction (EPC) and maintenance services for more than two decades, ONEC Construction (ONEC) has become a familiar name for those requiring project support and first-rate industry knowledge in Canada and the US. ONEC is headquartered in Edmonton, Alberta and employs around 300 personnel, which enables it to effectively offer clients the complete delivery of mid-size industrial, commercial, capital, and maintenance projects to a variety of active markets.

These sectors include renewables, agriculture, and chemicals; power and utilities; oil, gas, and petrochemicals; commercial, industrial, mining, and metals; and many more. From initial concept to final commissioning, ONEC’s multidisciplinary expertise in these myriad fields means it can offer a varied index of services – all from under one roof. Though it is a moniker passed around sometimes too often, ONEC can truly be thought of as a one-stop shop. This key differentiator firmly sets ONEC apart from the competition, being the only

firm of its size in the industry to offer a onestop solution for services such as project and construction management, engineering and design, procurement and logistics, scaffolding and insulation, mechanical and electrical installation, geomatics and surveys, and fabrication and construction.

Timely, safe, efficient, and on-budget, the construction giant has carved out a reputation for excellence, and the balance sheet agrees. Indeed, since company CEO Denis Wiart took the reins with his own unique blend of commercial and industrial

insights, annual revenue has grown from around $8 million to $60 million. The proof, as the idiom goes, is in the pudding. Just ask one of ONEC’s clients.

By continually improving the facilities of its industrial business partners, the company ensures effective project delivery, maintenance, and innovation. Recently, it has brought its services to new territories: British Columbia, Alberta, Saskatchewan, North West Territories, and across the western US states. The one-stop shop has expanded to a one-stop industrial complex.

“ “ “ “

Foundational to that growing network is a list of trusted partners. As a business, ONEC is fundamentally about building relationships. That way, the firm is set up for success from the outset with every project. Indeed, by aligning with others, ONEC has demonstrated that it can maximize its potential to offer its clients the best possible services and project outcomes. Such partnerships are managed by a subsidiary division, ONEC Nations Ltd., the goal of which

is to support operational excellence and indigenous inclusion practices in the execution of design-build project work in the power, utilities, renewables, housing, agriculture, chemicals, oil and gas, and metals and mining sectors.

Inclusive industry

Each partnership has a goal rooted in the professional encouragement and commercial involvement of indigenous and local businesses. The company has put forth a clear message: to succeed alongside the communities in which it works by offering indigenous people the opportunity to, first, envisage, and second, secure, a career path within industry – and, more specifically, one at ONEC.

Inclusion is important in business. It is important in the world. ONEC

knows this – and it is happy to put that ethos into practice. All of its business units, partnerships, and disciplines, for instance, both understand and harness the strength of the various treaties that bind the indigenous and non-indigenous communities together.

One part of that binding agent is technical knowledge and industry skills, which ONEC is keen to use and champion across its workforce. It is a winning combination, while also serving to enhance collaboration and integration.

But ONEC does not promote such without backing it up. For example, it is formally certified to ISO 9001:2015, recognizing the company’s quality management system as one that meets the international standards associated with the award.

First-class leadership Quality, in short, is paramount. This is particularly important when you consider the extensive range of services offered by ONEC – from turnkey project management to scanning and surveys. These all require advanced technology and state-of-the-art equipment.

With Trimble’s Sitevision, for instance, ONEC can move beyond typical design and construction methods and instead actively embrace an augmented reality communication system through the platform. More specifically, ONEC can create a 3D model for clients based on the documentation available, which allows those involved to visualize the final product in true-to-life scale and on-site – before it has even begun!

Everything, in this vein, is about reducing the complex to the simple. But there are many more benefits, including reducing potential change orders, upping buy-ins by growing stakeholder engagement, and potentially eliminating costly rework.

And this is just one example of the technology being harnessed by ONEC. There are many more, and in part, that is the reason for the firm being named one of Canada’s best managed companies earlier

this year. The award recognizes organizations that demonstrate strong overall business performance and sustained growth, while remaining Canadian-owned and -managed, and highlights those that, in all aspects, show first-class leadership, strategy, capability, innovation, commitment, and sustainable growth. Also considered is the company’s approach to internal culture, which is an often overlooked, but imperative, metric of success.

“The ONEC team is proud to be a Gold Standard award recipient of Canada’s Best Managed Companies program,” said Group CEO, Denis Wiart, in a recent press release. “It has brought several benefits to our firm as it is a constant reminder to review our strategy, results, and plans, in a fast-changing economy.” ■

www.onecgroup.com

Start-to -finish

services

With a strong focus on customer satisfaction, T&G Constructors has been building longlasting client relationships since 1987

For the past 35 years, T&G Constructors has been expanding its client portfolio and expertise in the commercial and residential building industry. Specializing in ground-up and largescale renovations, the company has been serving clients across a range of sectors, operating throughout Florida with offices in Miami, Tampa, Orlando and Delray Beach.

T&G Constructors was founded in 1987 by Rick Gonzalez and Dave Grabosky. As Co-Founder and current President of T&G Constructors, Rick holds a bachelor’s degree in Civil Engineering and Architectural Engineering from the University of Miami and oversees several strategic areas within the company including construction operations, project delivery and safety strategy. In his role as Vice President, Dave oversees marketing, client relations, business development and preconstruction, and has established numerous long-term client relationships based on the concept of relationship-oriented marketing. Testament to their combined expertise and industry knowledge, T&G Constructors is a multi-year recipient of

the Associated Builders and Contractors’ Platinum STEP National Safety Award and the AIA Contractor of the Year Award.

The company mission is built upon the principles of integrity, quality workmanship, minimizing risk and protecting investments, with a focus on building client trust and fostering long-lasting relationships and repeat business. To achieve this, T&G Constructors works hard to provide ‘total project delivery’ to clients, offering planning, pre-construction, management and post-construction services.

T&G Constructors differentiates itself from competitors by providing the asset planning services required to ensure that effective and cost-saving decisions are made from the start of the project. The company’s expertise in construction build-out and acquisition costs, planning and zoning as well as site research and demographic analysis means it is able to develop strategies which minimize risk and protect the profitability of its clients’ businesses. Before building commences, the company is able to assist clients with site inspections, constructability analysis and cost remediation plans.

the budget and end goal of its clients. Within this, T&G Constructors offers services including conceptual design, scheduling, budget formulation and contract document development. The company has developed long-lasting relationships with key partners who must meet the T&G subcontractor pre-qualification requirements before starting work on a project. This forms part of the pre-construction offering provided by the company so as to ensure the best possible results for its clients.

When it comes to project management, T&G Constructors feels a strong sense of ownership for the projects it is entrusted to oversee and is committed to providing high quality workmanship in delivering the client’s end goal. The use of pioneering

and accountability, allows clients to track the progress of every stage of the project.

Even post-construction, T&G Constructors continues to support its clients by providing services including life cycle cost reviews, owner training orientation and building maintenance. This is an important part of developing client trust and securing repeat business, a core element of the company’s growth strategy. A member from the T&G Constructors team is always available to answer questions post-construction and the utilization of the company’s construction management software simplifies the complex process of document retrieval. The provision of an effective after-care service demonstrates the company’s commitment to ensuring client satisfaction.

banking and retail. This includes a $2.3 million project completed on the Solar Vortex waterslide at Adventure Island in Tampa, a $5.7 million project renovating multiple aspects of the Miami Seaquarium and a $2.7 million contract to complete a high-end corporate office building with two warehouses attached for Hanover.

Furthermore, the company played an integral role in the Miami Bull Statue project which was unveiled earlier this year at the Wolfson Campus of Miami-Dade College. This unique artwork project was commissioned by TradeStation Group, Inc, as a reimagining of the Wall Street Charging Bull. The statue symbolizes the role Miami has played in the development of

cryptocurrencies and blockchain, staking the claim that “The Future of Finance is Here”.

T&G Constructors was commissioned to coordinate logistics and prepare the site for the arrival of the Miami Bull, carrying out work such as laying concrete, arranging lights and installing the monument upon which the statue would be displayed.

T&G Constructors’ extensive and varied portfolio demonstrates its wide-ranging knowledge and expertise in residential and commercial construction as well as the effectiveness of the ‘total project delivery’ strategy in establishing and maintaining long-lasting client relationships. This leaves the company in a strong position to continue its growth within Florida’s thriving construction industry. ■

www.t-and-g.com