May/June 2026

VOLUME 15 ISSUE 3

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FROM FIRE TO LIGHT: REFLECTIONS ON THE EVOLUTION OF WORK ZONES DICK COLE’S BARRICADE & LIGHT RENTAL CO. SPARKED BY A WARNING SIGNAL JEFF JOHNSON’S UNIQUE PATH TO TRAFFIC ZONE SUCCESS WITH TRAFFICADE A CONSTRUCTION CREW’S STRUGGLE FOR SURVIVAL AT THE GRAND CANYON WENDELL MOATE’S WORLD-RECORD CONCRETE CURB & GUTTER INSTALLATION

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CONTENTS Contributors - Manny Loyden & Mohamed Yousuf From The Editor: Auto Trails: How Americans Motored Before Route 66 - Douglas Towne Construction Around Arizona: Projects • People • Practices Special Advertising Section: 30 Years Of Building Arizona - Rummel Construction Back When: Smudging Central Avenue Douglas Towne Wing It And Warn ’Em: Arizona’s Early Days Of Traffic Control - Billy Horner From Fire To Light: Reflections On The Evolution Of Work Zones In Phoenix - Douglas Towne The Lone Warning Light That Triggered Dick Cole’s Barricade & Light Rental Company - Billy Horner A Snowbound Construction Crew’s Struggle For Survival At The Grand Canyon’s North Rim Peter Corbett

86 92 94 96 98 102 106 110

Wendell Moate’s World-Record Concrete Placement Company: Part 1 - Billy Horner Saluting Arizona’s Builders: Jeff Johnson Douglas Towne

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Old School Equipment: Roll-Over Protective Structures Billy Horner Building On The Past: 1942 - Slowing Down For Victory: Arizona’s Wartime Speed Limits - Billy Horner Architect’s Perspective: International Style Roots At ASU From 1950-1951 - Doug Sydnor, FAIA Digging Through The Archives: Charles “Wally” Wallace: His Concrete Ready-Mix Story - Billy Horner Bid Results Advertising Index

Front Cover Front Cover - A temporary work zone for Joynt Construction Co. along North Stone Avenue at Pennington Street, in front of Tucson’s Pioneer Hotel, 1956.

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MANNY LOYDEN PAGE 41

M

anny Loyden is the founder of HR Fuse, a multi-city HR community created to address the isolation and pressure many HR leaders face. Based in Arizona, Loyden brings a people-centered perspective shaped by firsthand experience working with HR teams navigating growth, workforce complexity, and operational demands.

Before founding HR Fuse, Loyden spent years supporting HR leaders in making high-pressure decisions about healthcare, burnout, retention, and compliance. He observed a recurring challenge: HR professionals were expected to shoulder significant responsibility quietly, often without trusted spaces to speak candidly or learn from peers facing similar realities. HR Fuse was built in response, offering a platform grounded in honest dialogue, peer support, and leadership, free from performative networking.

Today, HR Fuse convenes HR professionals through curated gatherings and community-driven conversations that prioritize trust, shared learning, and real-world problem-solving. The community has become a valuable resource for HR leaders seeking clarity, connection, and practical insight beyond traditional professional networks, especially in high-demand operating environments.

Loyden is also an employee benefits consultant at Amalyn Consulting, where he advises organizations on practical, cost-conscious benefits strategies aligned with organizational culture and long-term business goals. He serves as Vice President of the Homeless ID Project’s Board, supporting efforts to restore access, dignity, and opportunity for underserved individuals statewide.

MOHAMED YOUSUF PAGE 37

M

ohamed Yousuf is the CEO and founder of Smart Workforce AI, a workforce intelligence platform focused on transforming how shift-based industries operate in an AI-driven world. His background is rooted in building and scaling technology-driven systems that address structural inefficiencies in workforce planning, scheduling, and labor utilization across sectors, including healthcare, hospitality, retail, logistics, aviation, professional services, and manufacturing.

Through Smart Workforce AI, Mohamed emphasizes shifting organizations away from rigid, approval-heavy scheduling models toward intelligent, adaptive systems that balance operational needs with increased employee autonomy. From airline crew scheduling to distributed operations across various industries, Mohamed has observed what happens when workforce complexity exceeds the capabilities of the tools designed to manage it.

Mohamed believes that time is the most undervalued resource in business. When used responsibly, AI reduces friction, improves well-being, and allows for better decisions on a larger scale. He believes that automation is not an end in itself but is meant for clarity, resilience, and giving back time to people.

As a thought leader, Mohamed offers a practical perspective on the future of work, human-centered AI, and workforce transformation. He champions responsible AI adoption that emphasizes reskilling and augmentation over displacement, highlighting that AI’s greatest value is in boosting productivity while maintaining dignity, trust, and long-term economic stability.

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EDITOR’S COLUMN:

AUTO TRAILS: HOW AMERICANS MOTORED BEFORE ROUTE 66 DOUGLAS TOWNE

​T

his year marks the 100th anniversary of Route 66, a road that has been the topic of a hit song, a TV show, and more kitsch than Marilyn Monroe and Elvis Presley combined.

The highway took travelers from the shores of Lake Michigan in Chicago, through the Southwest, and deposited them at Santa Monica Pier, creating the shortest, yearround route between the Midwest and the Pacific Coast. But the highway was decommissioned in 1985, when the last section through Williams, Arizona, was bypassed

by Interstate 40. ​Route 66 began in 1926, when the U.S. Bureau of Public Roads stitched together

existing local, state, and national roads as part of the first federal highway system. But how did Americans cross the country by car before the advent of the Mother Road, given that autos had been in use since 1900? ​The answer is auto trails, an informal network of more than 250 marked routes that developed independently in the early 20th century and guided motorists to their destinations before the Feds took over highway transportation.

Auto trails were created, marked, and maintained by private business organizations. Some auto trails might sound familiar, including the Old National Trails Road, part of which later became Route 66. Others

Images Courtesy of Author

Top: Ocean-to-Ocean Highway Bridge, Yuma, 2015.

Above right: Map of transcontinental auto trails in the U.S., 1922.

Left: National Old Trails Road sign.

Below: Progression of road surfaces on Route 66.

Image Courtesy of Museum of Northern Arizona

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Image Courtesy of Libra ry of

Congress

that passed through Arizona and have largely faded from popular memory include the Bankhead Highway, the Borderland Route, the Dixie Overland Highway, and the Ocean-to-Ocean Highway.

The bucolic names of the auto trails, which often referenced geographic features, politicians, and historical features, conjure up an idyllic motoring past in which private organizations operated the nation’s transportation system before the bureaucrats came in and mucked it up. That’s not quite the story, however.

Auto trails were marked with colored bands and insignias on practically anything, including poles, buildings, and trees.

They were seldom paved except for brief stretches through towns and were hardly all-weather routes. If motorists managed to get through the mud and avoid the potholes, there was still the matter of fording bridgeless streams. More than the occasional auto had to be hauled out of some road hazard by a farmer’s mule team.

Even if these intrepid drivers avoided getting stuck, finding the way to their MAY JUNE 2026

Images Courtesy of Author

destination was difficult. The routes were Left: Spanish Trail Lodge, Ft. Stockton, TX, 1999.

Above: Spanish Trail Motel, Tucson, 1960s. often poorly marked and overlapped. Right: On the Old Spanish Trail movie poster, Auto trails were inefficient because towns 1947. lobbied to have them run through their Below: Old Spanish Trail map, 1930s. communities for economic benefits, resulting in zigzags and unnecessary mileage. If by Spanish conquistadors 400 years earthat wasn’t enough, auto trails often offered lier. A 1923 OST conference in New Orleans multiple alternative routes, confusing belea- was kicked off by an over-the-top speech by guered drivers further.

W.O. Hart, who declared, Driving cross-country was a DRIVING CROSS-COUNTRY “The Old Spanish Trail! perplexing mess that made What wonderful meaning WAS A PERPLEXING MESS. in those four words! It jintoday’s traffic congestion seem like a quaint problem. gles like bells in the ears and A personal favorite from the era is The brings to mind the days long passed when Old Spanish Trail, which once spanned the Spain was the greatest colonial power in nation, crossing eight states and stretching the world.”

2,750 miles from St. Augustine, Florida, to Three years later, much of the OST San Diego. Founded in 1915, the OST was became U.S. Highway 80. But the auto trail marked by a red, white, and yellow sign with lingered in the romance of cross-country an “OST” symbol. travel, appeared on early U.S. 80 maps, OST promoters could get a bit hyper- and became a popular name for cafés and bolic about its wonders, including wildly motels along the route. But don’t be fooled false claims that it followed the route used into thinking movies were made about it.

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On the Old Spanish Trail, a 1947 Republic Pictures film starring the “King of Cowboys,” Roy Rogers and his horse, Trigger, didn’t take place on the OST. The movie’s title refers to the Old Spanish Trail National Historic Trail, a trade route used by mule pack trains between Santa Fe and Los Angeles from the 1830s through the 1850s. It’s no wonder the Feds opted for highway numbers instead of names when they took over the nation’s cross-country roads in 1926.

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Projects . PEOPLE . PRACTICES

CHASSE BUILDING TEAM PASSES HALFWAY POINT ON THE FIELDHOUSE AT COPPER SKY ALISON BAILIN

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n the City of Maricopa, The Fieldhouse at Copper Sky is reshaping a former municipal building into a modern indoor recreation destination designed to serve a fast-growing community. The project is led by Tempe-based CHASSE Building Team as general contractor with design direction and engineering support from BWS and Studio 8 Architects. At its core, the effort is a strategic blend of adaptive reuse and ground-up construction, transforming the former Maricopa Police Department substation into a 44,088-square-foot sports and events facility scheduled to open in late summer 2026 after a 14-month build.

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Rather than demolishing the existing structure, the city chose to preserve approximately 10,853 square feet of the original building and expand east into the former impound yard. That secured outdoor area has been cleared to make way for a 33,235-square-foot pre-engineered metal building, adding height, volume, and unobstructed interior space. By blending the original concrete and copper tones of the former substation with new desert-inspired metal paneling, the design creates a cohesive aesthetic that complements the surrounding Copper Sky recreational environment.

Inside, the facility is designed for flexibility and durability. The court configuration can shift among four full-size basketball courts, six volleyball courts, or up to twelve pickleball courts to accommodate changing schedules and community demand. Support

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spaces include a central lobby with controlled entry, a 1,680-square-foot lounge and tournament hub for players and spectators, and a 971-square-foot assembly room for meetings, training sessions, clinics, and small community events. Additional back-of-house areas will house staff offices, storage, electrical components, and modern restrooms to support both tournament activity and daily open play.

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CONSTRUCTION AROUND ARIZONA Projects Images Courtesy of CHASSE Building Team

From a construction standpoint, the project rebuilds critical systems from the ground up, beginning with new structural steel framing that creates wide-span roof systems capable of supporting sports lighting, acoustic treatments, and HVAC distribution.

Mechanical systems are being upgraded to provide reliable year-round climate control, a key priority in Maricopa’s desert environment. Inside, durable finishes will define the experience, including LED lighting, resilient sports flooring, protective wall padding, and

EMPLOYEE SPOTLIGHT

not shy away from difficult situations, whether it is friction within a team or a client issue. A big part of my role is helping teammates navigate tough moments and stay focused on the goal. Many of our projects take years, so keeping the entire team focused is essential. There are also factors beyond anyone’s control, including soil conditions, weather, material availability, and budget changes.

Tracy Schmuker, Director within the CHASSE Building Team’s Municipal Division Experience: He stepped into this role in the summer of 2025 after serving as a Senior Project Manager since 2022, and works closely with the municipal leadership team to support projects across the region.

Most memorable day at work: There have been many, but the moments that stay with me are the ones that feel like Favorite aspect of the job: I truly value proud-dad moments. Seeing our teambeing part of a team. The people here are mates grow, tackle challenging projects, special, and that’s what makes the work and deliver them successfully is incredibly meaningful. As I move into the next phase rewarding. That look of pride when they of my career, I’ve found great purpose in realize what they’ve accomplished is hard shifting from mentee to mentor. Helping to top. the next generation grow has become something I care deeply about. I have two What they like to do away from work: I’m a proud dad of two boys, so most of young boys and coach outside of work, just as my dad did, so building people up my free time revolves around them. One plays soccer, and the other is into dirt bikhas always been part of who I am. As an ing, which keeps us busy in the best way.

Arizona native, I also take pride in buildI also love spending time with my wife ing in the state I call home. I enjoy the and getting outdoors to run, bike, camp, challenges each project brings because and hunt. I’m an avid road and mountain every one is an opportunity to learn, biker and recently stepped into ultragrow, and make something better. marathons. I completed 75 miles at the Most challenging part of the job: Every Mogollon Monster in September 2024 project presents unique challenges. I do and recently finished a 50-mile race.

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clearly organized circulation paths. Beyond the building footprint, exterior improvements include new hardscaping, removal of outdated security fencing, and enhancements to parking and entry points to better accommodate both tournament crowds and daily visitors.

The Fieldhouse at Copper Sky represents a roughly $16.2 million investment in Maricopa’s recreation infrastructure. City leaders have made clear that the need is real. Participation in basketball, volleyball, pickleball, and youth programs continues to grow, and existing spaces at Copper Sky are already operating at capacity. The new facility will ease scheduling pressure and open the door to expanded leagues, tournaments, regional events, and group programming that previously lacked dedicated space.

Just as important, the project gives a former public safety facility a meaningful second life. Rather than sending materials to a landfill or building entirely new infrastructure elsewhere, the City chose to preserve a portion of the original structure and integrate it with new pre-engineered construction. The result extends the life of an existing asset while delivering the performance and flexibility of a modern sports facility.

When complete, The Fieldhouse at Copper Sky will stand as a strong example of how adaptive reuse and thoughtful planning can strengthen recreational opportunities, community health, and long-term city growth within a single project.

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EIGHTEEN

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MCCARTHY TOPS OUT HILLTOP SCHOOL FOR THE ARTS AND THEATER BEAM IN LITCHFIELD PARK

media center, cafeteria, administrative offices, and additional classrooms.

In addition to the mayor, community members, and the construction team, the oday’s beam signing represents more event was attended by district staff, memthan the raising of steel; it reflects the bers of the district’s Governing Board, strength of our community and our shared and residents from the neighboring La commitment to the future,” says Litchfield Loma community, reflecting the strong Park Mayor Tom Schoaf. “This project on partnership between the district and the the hilltop is a symbol of progress, collab- community it serves. Attendees gathered to oration, and pride, and I’m honored to be acknowledge the safe and impressive progpart of a moment that will stand for gener- ress of the project and the shared vision ations to come.” guiding its development.

The mayor’s comments related to the “The beam represents more than steel Agua Fria High School District, with McCa- and signatures,” said Kristen Acton, AFHSD rthy Building Companies and ADM Group Governing Board President. “It symbolizes celebrating the topping out of Hilltop School our shared commitment to students, famfor the Arts and Theater. The milestone was ilies, and this community. Every decision marked by a beam signing ceremony and behind this project was made with learning, the placement of the final structural beam opportunity, and long-term impact in mind.” on the 115,111-squareThe ceremony also highfoot project, celebrating its “THE BEAM REPRESENTS lighted the school’s focus progress. on creativity, performance, MORE THAN STEEL Construction of the disand student growth. Hilltrict ’s new school and top School for the Arts and AND SIGNATURES.” theater, located at Litchfield Theater Principal Julie Jones and Camelback roads, includes building a emphasized the importance of students at 34,034-square-foot performing arts center the heart of the project. that features front-of-house space, a lobby, “Most of all, we can’t wait to have stuand seating for over 700, as well as a two- dents walk through these doors,” Jones story back-of-house area with multi-use said. “And as we sign this beam today, I am space and a food service area. Additionally, reminded that it is their courage to create, the project involves constructing two sin- perform, and grow that is the heart of Hillgle-level, high-tech classroom buildings, a top. They are the ones who inspire us and two-story building with a black box theater, remind us why this work matters.”

“T

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Beam ceremonies serve as a moment to honor collaboration, construction safety, and progress while focusing on future goals. With the structural framework now finished, construction at Hilltop School for the Arts and Theater will move into its next stages. The nearly $74.5 million project, which started construction in May 2025, is expected to be completed by Fall 2026.

McCarthy Building Companies is the general contractor for the project, and ADM Group is the designer.

Images Courtesy of McCarthy

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ecos 17 is a 12-building, 168,000-squarefoot neighborhood flex bay (NFB) campus developed by Scottsdale-based Cavan Commercial and constructed by CHASSE Building Team. The project includes 21 for-sale industrial units ranging from about 6,338 to 15,802 square feet, each paired with private outdoor owner yards from 5,596 to 75,204 square feet.

As construction approaches completion with a delivery expected in May 2026, Joe Norris, the project director, states that the most challenging part was coordinating the schedule while maintaining a steady workflow for all trade partners. “It was important EMPLOYEE SPOTLIGHT Cruz Stillwagon/Project Engineer Experience: 3 years with CHASSE Building Team Favorite job task: Seeing a project come together from the ground up and working closely with trade partners and team members to bring it to life.

Most challenging job task: Coordinating multiple trades and schedules to keep the project on track while maintaining a safe and productive jobsite.

Most memorable day at work: Pumping water out of footings at 6:30 PM on Christmas Eve after a big storm.

Favorite activities away from work: Golfing and spending time with family and friends.

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CONSTRUCTION AROUND ARIZONA Projects

CHASSE NEARING COMPLETION ON MESA’S PECOS 17 PROJECT

Image Courtesy of CHASSE Building Team

to sequence activities in a way that kept the One innovative method CHASSE used project timeline on track without disrupting during the project was its VCT (Virtual Conany trades’ production.” struction Team), which helped verify key Located at 7320 East Pecos Road within elements such as underground utilities, footthe Pecos Advanced Manufacturing Zone ings, slab-on-grade (SOG), wall locations, near Phoenix-Mesa Gateway Airport and and MEP coordination. “Using 3D modelLoop 202, the campus is designed to serve ing, the team reviewed and coordinated small and midsize businesses seeking own- these components in advance, allowing us ership opportunities rather than traditional to identify and resolve potential conflicts small-bay leases. “Each air-conditioned before installation,” Norris says. “This probuilding features multiple grade-level doors, active approach improved coordination heavy power, shared truck well access, and between trades, reduced the likelihood of energy-efficient systems exceeding code field conflicts, and helped maintain effirequirements,” Norris says. “The project fol- ciency throughout construction.” lows Cavan Commercial’s neighborhood flex Subcontractors involved in the project bay model — a modern, small-bay industrial include LR Cowan (concrete), Denny Clark format that blends operational functionality Masonry, Desert Structures (rough carwith accessibility and visibility.” pentry), Alcal (insulation), Starkweather The campus will serve a diverse range of (roofing), Flynn BEC (metal panel system), local and regional users, including contrac- AZ Neighbor (doors and hardware), Qualtors, service providers, light manufacturers, ity Overhead Door, Evolution Glass, Silver and expanding e-commerce and logistics Star (framing and drywall), Venetian (EIFS), businesses. Several buildings have already Altech Painting, Lanz (plumbing), CAMS been presold. Early buyers include Trench- (HVAC), ICON Electric, Proscapes (landscapAde, a leading company in trench shoring ing), Rikoshea (earthwork and paving), and services and equipment.

Cactus Pipeline (wet utilities).

Norris says the project was located along According to Norris, this project exema busy roadway with limited access, requir- plified strong teamwork and coordination ing careful coordination to ensure safety among the project team, trade partners, and reduce disruptions. design team, and ownership “The development included group. “Through consistent VCT HELPED VERIFY communication, proactive multiple buildings with different layouts and orienta- KEY ELEMENTS SUCH AS planning, and the use of tools tions, which created unique virtual construction coorUNDERGROUND UTILITIES. like sequencing and logistical dination, the team was able challenges during constructo address site constraints tion,” he adds. “These factors required and keep steady progress,” he says. “Overdetailed planning and coordination to all, the collaboration and dedication from ensure each building progressed efficiently everyone involved helped ensure the projwhile maintaining safe operations around ect stayed on schedule and was completed the busy roadway.” successfully.”

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TWENTY TWO

MAY JUNE 2026

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hoenix’s construction market is entering 2026 with renewed stability and sector-specific momentum, even as data center and AI-driven infrastructure projects create new labor and equipment pressures, according to LGE Design Build’s newly released Q4 2025/Q1 2026 Construction Delivery Outlook Report.

“Phoenix has transitioned from an overheated growth cycle into a more measured and strategic phase,” says Blake Wells, vice president of preconstruction at LGE Design Build. “Industrial demand has improved, retail remains exceptionally tight, and office is beginning to regain momentum. At the same time, the surge in data center and AI infrastructure is reshaping labor availability and procurement timelines, making early planning and tight coordination more important than ever as we move into 2026.”

Key insights from the quarterly report include: Phoenix Market Demand • The industrial sphere improved meaningfully in the second half of 2025.

Net absorption accelerated while new construction deliveries slowed, resulting in a notable decline in vacancy by yearend. Leasing activity remained historically elevated, supported by users in logistics, manufacturing, and technology. At the same time, construction activity decelerated significantly year-over-year, with fewer speculative starts.

• The office market posted its strongest quarterly net absorption since 2019, signaling renewed tenant engagement after several years of muted activity.

Vacancy declined in Q4, driven primarily

by Class-A and Class-B space, while older, less competitive product continued to experience pressure. Construction activity remained concentrated, with a heavy focus on the tenant improvement space • Retail remains the tightest sector in the Phoenix market. Construction activity grew slightly, but it stays moderate compared to demand, showing that new projects are mostly necessity-driven rather than speculative.

Data Center and AI Infrastructure Boom • The rapid expansion of data centers and AI-driven infrastructure continues to influence construction markets well beyond ARIZCC.COM

CONSTRUCTION AROUND ARIZONA Projects

PHOENIX CONSTRUCTION MARKET STABILIZES AS DATA CENTER PROJECTS CREATE LABOR AND EQUIPMENT PRESSURES

the hyperscale sector. Phoenix is seeing policy shifts and labor constraints rather increased activity, with downstream impacts than physical shortages. on labor availability, material pricing, and • Global manufacturing conditions are project scheduling across commercial mixed, but reduced stockpiling, easing construction. transportation bottlenecks, and improved • Phoenix remains an attractive market logistics reliability have led to fewer surprise for AI and high-performance computing disruptions. due to available land and proximity to • Rail volumes increased roughly 2–3 major technology and semiconductor percent year over year, reinforcing rail as the investments. However, power availability most dependable long-haul option, while has become a key constraint, with utility ocean freight demand remained relatively capacity, substation timing, and long-lead flat and trucking activity cooled following electrical equipment increasingly shaping the post-tariff shipping surge. project timelines and feasibility.

• Tariff clarification has improved • Data center construction is pulling forecasting and procurement planning, even electricians and specialty as elevated tariffs continue DATA CENTER trades away from traditional to influence sourcing commercial and tenant strategies and encourage CONSTRUCTION IS improvement work, while reshoring and alternative PULLING ELECTRICIANS supply paths. driving increased demand for switchgear, UPS systems, • Labor remains the AND SPECIALTY TRADES generators, and advanced most persistent constraint, AWAY FROM TRADITIONAL with widespread workforce cooling equipment. Even projects outside the data COMMERCIAL AND TENANT shortages contributing to center sector are feeling IMPROVEMENT WORK. schedule risk across the these effects, as labor supply chain. competition and long-lead equipment Material Costs continue to influence cost and schedule • Material costs in Q4 2025 show signs assumptions. of stability following several years of sharp Construction Labor volatility, though pressure remains uneven • Arizona construction employment across categories. increased to 226,800 jobs in December, up • Overall construction material costs 1,200 month-over-month and nearly 6,000 rose modestly quarter over quarter, year-over-year, with growth led by building with metals such as steel, conduit, and construction and specialty trades. copper continuing to experience the most • Gains were concentrated in the Phoenix upward pressure due to tariffs, production metro area, while heavy construction and constraints, and steady demand from data the Tucson market saw modest year-over- centers and infrastructure projects. year declines.

• In contrast, materials like framing Supply Chain lumber, concrete block, and insulation • The construction supply chain stepping have remained relatively stable or declined into 2026 is notably more stable than in slightly, helping offset increases in higherrecent years, though it remains shaped by risk categories.

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MAMMOET BUILDS OVERSIZED MODULES AT DALLAS-FORT WORTH INTERNATIONAL AIRPORT

“M

odular construction techniques allow construction companies to reduce the scope of work at building sites, and for different structural elements to happen in parallel,” says Reid Whitley, project manager at Mammoet. “This can be incredibly beneficial for sites like airports, where space is limited, and lessening disruption for passengers is critical.”

Mammoet, a Dutch company specializing in engineered heavy lifting and the Images Courtesy of Mammoet

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transport of large objects, recently proved major construction and infrastructure projthese remarks by successfully support- ects to be completed faster, more safely, and ing the installation of six modules for the more cost-effectively. For busy sites like airfirst phase of the future ports, where space is limited, sixth terminal at Dallas-Fort civil work can cause sigMODULAR CONSTRUCTION and Worth International Airport nificant disruptions, it has ALLOWS PROJECTS TO major benefits.

(DFW), marking a significant milestone in a multi-phase BE COMPLETED FASTER, For Terminal F, Mamproject to expand capacity moet worked with Walsh SAFER, AND CHEAPER. Group, which led the Innoat the major U.S. hub.

This initial phase of DFW’s vation Next+ joint venture to Terminal F has been built using modular build the initial 15-gate terminal concourse construction techniques, a method in which and the new Skylink Station. The operation large structures are prefabricated off-site in marks the biggest airport terminal modules sections before being transported to their ever moved, with the heaviest unit weighfinal location and connected. It enables ing 3,660 tons and measuring 85 meters in length.

The modules were fabricated at a nearby airport site and transported individually to the site using Mammoet Self-Propelled Modular Transporters (SPMTs). The SPMTs were fitted with metal supports, enabling them to lift and carry the modules across the tarmac to their new location. Building in huge modules allowed Terminal F to be installed in six pieces in less than two weeks Prior to Terminal F’s installation, Mammoet performed a similar operation at DFW to install a pier-style expansion at Terminal C, which will house 9 gates, resulting in a net gain of 4 gates for the terminal. The next stage of the project will see it support a similar expansion of Terminal A. “Mammoet prides itself on being the world leader in heavy lift and transport,” Whitley says. “This project shows another piece of what is possible with our equipment and teams.”

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CONSTRUCTION AROUND ARIZONA Projects

GERMAN CEMENT INDUSTRY BENEFITS FROM MAMMOET’S 3D ENGINEERING LIFT CAPABILITY

M

ammoet is helping the cement industry modernize by providing safe, efficient solutions for moving and installing heavy objects. This was the case for the construction of the first large-scale Carbon Capture and Utilization (CCU) plant at the Lengfurt cement plant of Heidelberg Materials, one of the world’s largest building materials manufacturers. Due to its engineering expertise and extensive experience, Mammoet was engaged by Linde Images Courtesy of Mammoet

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Engineering to develop a lifting and installa- the overall construction site logistics. This tion concept for various large components. later enabled safe, efficient, and smooth Early involvement facilitates execution, saving the customer time and efficient planning reducing costs.

The confined space and many differ- Safe installations with a flexible crawler ent contractors required precise planning crane solution of workflows, interfaces, and construction First, the 110-ton absorber column was progress. A feasibility study was conducted a erected on the pre-dressing area using a year before execution, in which various solu- tandem lift. The load was swung by almost tion options were analyzed in detail.

180 degrees on the crawler crane’s hook Using a 3D model of the existing cement and moved approximately 20 meters to the plant, Mammoet’s team leverinstallation position. There, aged its engineering platform, 3D PLANNING KEPT the column had to be careMove3D, to visualize the fully guided behind a building complex processes, space THE CRANE’S CRAWLER before it could be positioned, requirements, and potential TRACK COMPACT. aligned, and bolted to the steel interference at the confined structure’s foundation. Due construction site. This visualization gave to the absorber column’s 55-meter length all parties a clearer understanding of and the complexity of the lifting process, the planned moves and made coordina- this was the most challenging heavy lift. tion easier.

Following this, the 74-ton stripper column, The use of an 827-ton crawler crane four 79-ton tanks, and the 196-ton heat proved to be the most flexible and efficient exchanger were installed. method for safely and on-time lifting and Mammoet’s crawler crane solution installing large components at the confined offered several crucial advantages, including construction site. Thanks to three-dimen- the flexibility to safely lift loads of varysional planning, the crane’s crawler track ing sizes and weights over long distances, could be kept as compact as possible, mini- which avoided intermediate transport on mizing the impact of lifting operations. the construction site. To accommodate Mammoet’s concept included delivering pre-installation and parallel construction of the large components to the construction the steel structure, the crawler crane consite, planning pre-dressing areas within the figuration was changed shortly before the crawler crane’s swing radius, and managing project began, which saved additional time. crane setup and heavy lifts.

The early involvement of Mammoet, 3D Through early involvement, Mammoet’s engineering, close on-site supervision of team provided valuable recommenda- execution by the planning engineers, and tions to adapt the CCU plant layout to the open, solution-oriented, and trust-based installation requirements. Additionally, the collaboration significantly contributed to space requirements were integrated into the project’s success.

ARIZONA CONTRACTOR & COMMUNITY

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MAY JUNE 2026

CHRISTINA NOBLE

D

owntown Mesa didn’t change overnight. Its transformation unfolded slowly, through small decisions and longterm commitment.

For more than a decade, Jeff McVay has guided that evolution. As the City of Mesa’s Manager of Urban Transformation, he has focused on aligning planning, investment, and local businesses. His work centers on a shared vision for downtown rooted in authenticity, choice, and community connections. McVay reflects on the lived experiences that shaped his philosophy, the moments when progress nearly unraveled, and the quiet work required to transform place into something people believe in.

Q: When did you first realize you wanted to shape cities?

A: I grew up in Rewey, a small mining town of about 230 people in rural Wisconsin.

It wasn’t until I moved to downtown Platteville in college that my perspective shifted.

I didn’t experience it as an epiphany at the time, but I realized I preferred urban life. I changed my degree to geography and took my first planning class. From there, cities became Right: Jeff McVay. Below: Downtown Mesa.

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experiential rather than abstract.

Q: What was it about Mesa that made you think, ‘This is where I need to be.’?

A: At first, my connection to Mesa was professional. I was the downtown planner. But when my wife and I moved as close to downtown as we could, it became our community.

There was a moment when we realized Arizona wasn’t an experiment anymore. This was home. Once that happened, I wasn’t just professionally invested; I was personally and financially invested, too. I wanted this place to succeed because it was my life.

Q: Before you began your work in Mesa, how would you describe the emotional or cultural state of Downtown Mesa?

A: The city had invested for decades in downtown: light rail, the arts center, museums, and public facilities, but culturally it was inactive. Businesses closed early; foot traffic was minimal. At the same time, that long period of inactivity preserved something incredibly valuable: a character that couldn’t be recreated. This downtown has incredible bones. The last 30 years of neglect were, in some ways, a benefit, because nobody went after the historic building stock we have.

Those exposed brick walls, those imperfect, funky, quirky spaces, people feel that. It feeds into the experience.

Q: You described a downtown that had potential but felt dormant. We’ve seen that downtowns can change slowly, then

CONSTRUCTION AROUND ARIZONA People

HOW MESA’S DOWNTOWN FOUND ITS VOICE: INTERVIEW WITH JEFF MCVAY

suddenly. When did you first notice the shift in energy in Mesa?

A: It wasn’t one silver bullet moment.

The shift happened when everything came together through the downtown master plan.

Former Mayor Scott Smith’s decision to bring light rail down Main Street was critical, and when Mayor John Giles came in, he doubled down on that direction. It took time, but I

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CONSTRUCTION AROUND ARIZONA People noticed the shift when business owners also downtown. Knowing we helped save livebecame advocates for downtown. When they lihoods, people I knew, that’s something I’ll started recruiting other businesses and invest- remember for the rest of my life. ing beyond their own storefronts, it stopped Q: What have you learned about yourself? being a city-led effort and became a commuA: I’ve learned that genuine belief builds nity movement. trust. When people sense that you care, Q: Can you tell me about a moment when believe, and have passion, you can bring othsomething almost fell apart? Or share some- ers along and have a greater impact. thing that keeps you up at night, not from fear, It’s the people down here making it but from caring? what it is. Over the last two A: Early development “THOSE EXPOSED BRICK years, our City Council has deals didn’t always succeed, placemaking a strateWALLS, THOSE IMPERFECT, made and any single failure can gic priority. Placemaking is FUNKY, QUIRKY SPACES, a difficult concept to define send the wrong signal to the market. Those were stressful because place is ultimately PEOPLE FEEL THAT.” moments, especially because I a feeling. People make a was personally wrapped up in those decisions place. You can build the infrastructure that at the time. But working through them ulti- invites people in, but it’s the people themmately strengthened downtown and helped selves who create meaning. us find partners who were invested for the Q: How do you picture Mesa 20 long term. years from now?

What keeps me up at night? Knowing A: I’ll be complaining that it’s too busy and how close many small businesses are to the I can’t get a seat at my favorite bar. That’s real edge. These are people I know personally. success. My hope is that Mesa is considered Their livelihoods and identities are wrapped a city of choice because people choose to be up in their businesses, and that emotional here for the environment they want to live in, weight stays with you. whatever that environment is. I’d want downQ: Those high-stakes decisions clearly car- town to continue to have that uniquely local ried emotional weight. Was there a moment feel and remain a place where arts and culture that moved you the most?

A: It was when COVID hit. We used federal Downtown Mesa. funding to support small businesses, especially ARIZCC.COM

are foundational to the city’s identity. When I say “Mesa” to someone, Mesa stands on its own, with its own identity.

Q: Our conversation suggests your work stretches beyond policy – it’s about people and trust. Is there a question you wish people would ask, but no one does?

A: ‘How can I help?’ Or better yet, ‘Where should I go to experience what’s changed?’

ARIZONA CONTRACTOR & COMMUNITY

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MAY JUNE 2026

MARCUS REICHLEY, ASU WALTER CRONKITE SCHOOL OF JOURNALISM

M

ost people never stop to consider why construction paint comes in different colors, how utilities are mapped beneath a stadium, or what it takes to keep a field game ready. For hundreds of middle schoolers at Mountain America Stadium, those were the kinds of questions that came to life during the annual STEM Game Day, an event of the American Council of Engineering Companies of Arizona (ACEC).

More than 500 students attended this year’s event in Tempe, which took place on Feb. 3. A staff made up almost entirely of volunteers guided them through hands-on activities designed to teach them the engineering complexities involved in hosting a Big 12 college football game. The event is part of a statewide effort to introduce engineering careers to students long before they reach high school. Over the past four years, STEM Game Day has reached more than 2,000 Arizona students, and participation continues to grow as more schools show interest.

For many students, it was their very first time interacting with engineers outside the classroom. Seeing complex concepts transform into real-life magic aims to inspire future generations of STEM students. ACEC partnered with School Connect to help coordinate logistics, including buses, chaperone support, and district registrations from across the Valley.

CONSTRUCTION AROUND ARIZONA People

MIDDLE SCHOOLERS TAKE CONSTRUCTION CHALLENGE ON THE GRIDIRON

“We want to first educate the students major Arizona universities, each hosting its that engineering exists and that it’s a part of own version of STEM Game Day. their everyday lives,” says Zach Lambros, a “This started here in Arizona,” Lambros civil engineer and one of the said. “After that first year, we lead organizers. “But we’re really amped up the number THEY SHOW STUDENTS of students at ASU, and then also promoting the fact that a career in engineering is THAT ENGINEERING IS NOT we did pilots at UofA and very attainable for them, JUST A SCHOOL SUBJECT NAU. It’s now a well-estaband resources are available lished event, and we’ve even BUT A CAREER PATH. to help them get there.” been recognized nationally.”

Lambros serves on The national attention ACEC’s Workforce Development Commit- has sparked interest beyond the state. Colotee, the group that originally launched the rado, Nebraska, New Mexico, and Tennessee event as a small pilot for about 100 stu- are among those testing their own versions. dents. The early success convinced them Lambros has also played a role in helping they were onto something. Within a few Nebraska’s committee develop its model, years, the program expanded to all three sharing lessons from Arizona’s rapid growth.

Images Courtesy of Author

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CONSTRUCTION AROUND ARIZONA People

At the ASU event, students rotated through four stations led by local professionals, each highlighting a different area of engineering: transportation, structures, utilities, and a career session focused on education pathways. Volunteers used everything from turf-painting stories to utility-mapping demonstrations to capture the students’ attention.

Even with the focus on students, the event is also a story about the professionals who return year after year. Everyone on the field is a volunteer, from the station leads to the guides who walk groups through the stadium.

“It’s totally volunteer-based, and that can be a little risky,” Lambros says. “We’re dependent on the industry’s response. But we’ve had multiple people returning year after year who believe in our effort and want to be part of the solution.”

STEM Game Day occurs once a year, and organizers deliberately keep that frequency. Holding the event in late winter makes it easier for schools to participate before statewide testing begins and helps prevent volunteer burnout. The annual schedule has become something schools expect and prepare for, and with attendance now regularly exceeding 500 students per site, ACEC Arizona expects that interest will continue to grow.

Looking forward, Lambros mentioned that the organization plans to continue its annual Arizona events each spring while supporting the other states that are beginning to adopt the model. The growing visibility within ACEC has created new opportunities to work across state chapters, especially as more committees focus on long-term workforce development.

“Our goal is the long-term development of the next generation of engineers,” Lambros says. “As more states take an interest, we’re excited to help them adapt the model and build something that fits their communities. If we can keep reaching students every spring, and keep expanding the idea nationally, then we’re doing exactly what we set out to do.”

Organizers hope the program eventually becomes a familiar sight not just in Arizona but nationwide. For now, they see each spring’s event as a chance to ignite curiosity, provide hands-on learning, and show students that engineering is not just a school subject but a career path they can see themselves pursuing someday.

WILLSCOT EMPLOYEE PENS BOOK ABOUT ROSCO, A RESCUED PITBULL

L

eslieann Brescia has worked in the modular industry for WillScot for 15 years, providing temporary space solutions and many extras for the Arizona construction industry. Away from her Chandler WillScot office, she recently wrote about her experiences adopting Rosco, a pitbull who came from a shelter after a tough life on the streets.

Her book, Inspired by You, is about this neglected stray’s transformation from a scared, forgotten dog into a beloved companion—a heartwarming journey filled with challenges, unexpected humor, and deeply meaningful moments of connection.

The 76-page book can be found on Amazon, which features this summary by

Brescia: “This story goes far beyond the bond between a dog and his rescuer. It reflects the power of resilience, compassion, and the true meaning of unconditional love. Rosco opened my eyes to the greater mission of helping animals in need and inspired a passion for advocacy, awareness, and educating children from a young age about kindness and responsibility.”

Arizona Contractor & Community wanted to find out more about Brescia and her book.

Q: What’s the motivation behind Inspired by You? A: I always thought about authoring a book, but I just didn’t know what to write about. One day, I decided to start writing about my dog’s journey.

Q: What do you hope readers will gain from your book?

A: To raise awareness and educate people to find their voice—especially if they don’t have one. I also hope to motivate people to step out, take action, make a difference, and do something to help their community.

Q: What are your favorite lines from the book?

A: I have three: • “If you can’t love a dog like a family member, you shouldn’t get one.”

• “We aren’t things, we’re hearts with fur and tails.”

• “We don’t need perfect homes; we just need your homes.”

Q: What’s your favorite reaction to the book?

A: That the book was written from a dog’s perspective; everyone loves that!

ARIZONA CONTRACTOR & COMMUNITY

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MOHAMED YOUSUF, CEO – SMART WORKFORCE AI

C

onstruction delays typically trigger hidden costs. Equipment kept longer than expected means higher rental costs. Permits may also need to be renewed if timelines are extended, potentially resulting in hundreds of thousands of dollars in add-ons.

One of the top hidden costs caused by delays, however, stems from crew misallocation. If workforce scheduling doesn’t adjust when materials, equipment, or another trade is delayed, companies are stuck paying workers even though no work is done. And if companies try to catch up when a project falls behind by paying for extra hours, budget overruns get even larger.

To address hidden costs associated with workforce scheduling, some companies are now tapping into the power of artificial intelligence. AI helps companies expertly manage the delicate scheduling balance needed to avoid both overcrowding and idle time. When delays hit, AI helps companies minimize workforce overruns by ensuring the right skills are in the right place at the right time.

What benefits does AI bring to scheduling?

Construction scheduling requires extensive coordination. Having crews in place Image Courtesy of Author

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CONSTRUCTION AROUND ARIZONA Practices

WHY USING AI TO SCHEDULE CAN SAVE CONSTRUCTION COMPANIES ON HIDDEN COSTS

at the right time is critical, but it’s not the that cause unnecessary costs, both during only consideration. Construction companies normal operations and during delays. also need to ensure they have the right skills For example, an optimized crew results available to complete the day’s tasks. in a balanced workload, which reduces AI enhances workforce scheduling by fatigue, overwork, and worker frustration. ensuring all relevant data is considered and When crews are fresh, fully staffed, and able leveraged to optimize results. It makes data- to focus on the task at hand, they are more driven decisions faster than humans can, likely to avoid errors that can lead to cost while considering a wider range of data overruns and safety breakdowns. inputs. And it identifies patterns in past perAI also helps ensure that construction formance that point to potential problems. companies remain compliant with safety AI’s speed enables real-time sched- and labor regulations, reducing costs related uling optimization. If the to injuries, reporting, and weather forecast suddenly AI’S SPEED ENABLES fines. Besides making sure changes, AI can evaluate its workers have the skills and impact on upcoming projects REAL-TIME SCHEDULING certifications needed for the and recommend necessary shift they are filling, it also OPTIMIZATION. scheduling adjustments to guards against scheduling mitigate it. If there’s a spike in callouts, an AI that violates required breaks and maximum scheduling platform can automatically cre- shift lengths. Regarding time tracking, AI ate a strategy to ensure projects have the automatically records employee activity to required workforce. support payroll and audits.

AI can also enable predictive schedulWorker satisfaction is another valuable ing. By looking at past data on absenteeism, and easily overlooked benefit of AI-powered productivity, supplier reliability, weather scheduling. By providing 24/7 scheduling patterns, and more, AI can anticipate support in a frictionless, real-language forchanges in worksite needs that should be mat, AI makes it easy for workers to navigate addressed in scheduling. scheduling platforms, whether they need to How does AI-powered scheduling save call in sick or find an available shift. With money for construction companies? advanced platforms, AI can manage most An optimized schedule ensures construc- scheduling tasks without a human manager. tion crews have the right people they need How can construction companies help to work efficiently when they need them. By employees embrace AI scheduling? using AI to achieve this optimization, conThe biggest hurdle to realizing the benestruction companies eliminate many factors fits of AI scheduling is getting employees to embrace the new technology. There is considerable fear in the workplace that AI will replace jobs, making workers hesitant to adopt AI-powered platforms. Consequently, companies need to introduce AI in ways that help workers get on board.

The most important step to encouraging participation is being transparent about the benefits AI can offer. Explaining how the system can reduce overtime, increase productivity, and accelerate workflows can be helpful. As the system proves effective, ensure you celebrate how it cuts disruptions and creates more stable schedules so workers can see the advantages of supporting it.

Traditional scheduling techniques are static and rigid, leaving construction managers without the tools they need to pivot effectively when delays lead to scheduling snafus. AI changes the game, allowing for the type of fast fixes that keep productivity and margins high.

ARIZONA CONTRACTOR & COMMUNITY

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LUKE M. SNELL, P.E.

W

alking through the wooded section of a local nature trail, there’s a lonesome concrete post along the path, hidden in the bushes. To most people, it has little meaning, but to me, it evokes fond memories on many levels.

I was raised in the fence industry—my dad and mom sold cedar fence posts, sharpened so farmers could install them easily.

Cedar is rot-resistant and inexpensive, so it was widely used, especially for electrical fences. I remember helping Dad sharpen the posts, talking to the farmers, and loading the posts into their trucks.

The fence business expanded by adding rustic styles (rail, stockade, and basket weave). As a teenager, I started a construction company to install these fences in Syracuse, N.Y. The work helped pay for my first two years of college and gave me experience managing a crew. Digging holes and installing fences was not very glamorous, but the experiences shaped my life.

When I was a professor at Southern Illinois University Edwardsville, I was asked by a ready-mix concrete company to research the use of returned concrete in the manufacture of fence posts. On most construction

ARIZCC.COM

CONSTRUCTION AROUND ARIZONA Practices

THE BACKSTORY OF THE LONESOME CONCRETE POST ON OUR NATURE TRAIL

projects, not all the concrete in the trucks Construction of Concrete Fence Posts,” was is used, so the ready-mix company sought published. The 32-page booklet shows how ways to put it to use. Where I live now, in important the concrete post was to farmers Ohio, like southern Illinois, is farm country, at the time and implies that the government so they wondered whether there was a mar- endorsed it. ket for concrete fence posts.

Some items that the books never My research showed how farming had emphasized were the difficulties of installchanged over the years. In the early 1900s, ing concrete posts. The farmers had to dig a concrete was considered the ideal material hole at least 3 feet deep and below the frost for fence posts. If the farmers made their line. A 6 x 6-inch post, 8 feet long, would own concrete posts, their only cost would be weigh about 300 pounds and be awkward to for the cement. They would use aggregates handle. Just moving and putting the post in from their farms. It was labor-intensive, but the hole would be a two-person job. After the out-of-pocket expenses were low. the post was set, the dirt was backfilled and The other option was a wooden post, tamped to ensure it was secure. Having built which had to be imported since prairie several fences in New York’s Finger Lakes farms lacked trees. It was estimated that a area, I can attest that digging a 3-foot-deep concrete post would cost between 10 and hole in its rock-infested soil is challenging.

20 cents, while a wooden post would cost As farms became mechanized, farmers about 30 cents, with most of the cost in needed larger fields to remain profitable, transporting the post from which meant removing many forested areas to the farms.

ON MOST CONSTRUCTION of the existing fences. As Cement companies saw a PROJECTS, NOT ALL farms became electrified, marketing opportunity, and farmers began using elecTHE CONCRETE IN THE tric fences that required their Concrete on the Farm books included instructions only a single light wire, TRUCKS IS USED. for making concrete posts. making sturdy concrete They stressed that a wooden post would posts obsolete. last 3-5 years, much less than concrete, Other major changes were also occurwhich isn’t affected by termites and won’t ring. Once-isolated farms had paved rot or burn. In 1915, the US Department farm-to-market roads, which reduced the of Agriculture Farmers’ Bulletin 403, “The cost of transporting wooden fence posts.

Manufacturers began producing lightweight steel-and-plastic fence posts and simpler, safer methods for installing them. Using a sledgehammer or a post driver, a pointed wooden or steel post could be driven into the ground without digging a hole. This made installing the fence much easier and quicker.

Can a ready-mix company keep its employees productive by having them make fence posts from otherwise-wasted concrete? It is possible, but the market is small, mainly for posts at corners and openings where post stability is essential. Most farmers are no longer interested in installing concrete fence posts, which are now more expensive than wooden or steel posts.

Concrete fence posts might still be found on old farms, or, in my case, on an abandoned farm site. The farm’s only remaining trace is this single post, missed during the cleanup. Most passing by will never notice it. But I am glad they left this concrete post when they removed the rest of the farm’s remains, because every time I see it, it brings back fond memories.

ARIZONA CONTRACTOR & COMMUNITY

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FORTY

MAY JUNE 2026

MANNY LOYDEN, FOUNDER, HR FUSE

H

uman resources (HR) has always been demanding, but within the architecture, engineering, and construction (AEC) industry, it carries a uniquely heavy and often invisible burden.

HR leaders are managing more than policies and people. They shoulder the emotional and operational strain of long project timelines, persistent workforce shortages, safety risks, mental health challenges, and immigration enforcement, often with little time to pause, reflect, or seek support.

This reality is not anecdotal. Data increasingly confirms what HR professionals already know.

Growing Stressors C ​ onstruction workers experience higher rates of depression, anxiety, stress, and substance misuse than workers in many other professions. When mental health goes unaddressed, the impact extends beyond individuals to absenteeism, reduced productivity, and increased safety risks. In the most severe cases, the outcome is tragic, with federal safety data showing that construction has one of the highest suicide rates, roughly four times the national average.

As pressure mounts on job sites, HR is often the first call. HR teams manage safety incidents, employee assistance resources, leave requests, and crisis response, while also supporting leadership in keeping projects staffed, compliant, and financially viable.

At the same time, HR leaders are navigating a labor market under sustained strain. The construction industry faces a workforce shortfall exceeding 400,000 workers, with immigrant labor playing a critical Images Courtesy of Author

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CONSTRUCTION AROUND ARIZONA Practices

HR IN AEC IS CARRYING MORE THAN EVER, AND THE DATA PROVES IT

role, accounting for roughly one-third of the national construction workforce and more than 60 percent in some trades. Recent immigration enforcement actions have added to the instability, leaving HR teams to manage compliance, workforce planning, and the emotional fallout among employees facing job uncertainty in an already tight market.

The Emotional Toll on HR In the AEC industry, attention is constantly focused on what comes next, what is behind schedule, and what still needs to be solved. Rarely is there space to pause and ask how HR teams are holding up.

HR is expected to remain steady, neutral, and available, often absorbing the organization’s emotional weight. Because their role centers on supporting others, their own stress can feel secondary or inappropriate to express.

Community is central to that support.

Over time, that silence takes a toll, leav- Peer connections and coaching reduce ing many feeling isolated. HR teams are isolation, normalize shared challenges, deeply embedded in their firms yet unable and enable HR leaders to shift from conto fully process challenges internally because stant reaction to more grounded, strategic of confidentiality, leadleadership. Building HR HELPS MANAGE SAFETY ership dynamics, or this support does not sheer workload. As a INCIDENTS, EMPLOYEE ASSISTANCE, require sweeping strucresult, their well-betural change. It begins LEAVE REQUESTS, AND CRISIS ing is often overlooked. with leadership valuing National surveys show peer engagement and RESPONSE ON JOBS. that more than 75 permaking room for HR cent of HR professionals report burnout or professionals to connect beyond their own are at significant risk, nearly half are consid- organizations. ering leaving the profession, and 25 percent When HR wellness is treated as integral have taken time off work in the past year to organizational health, firms become more due to stress or mental health concerns. resilient, responsive, and sustainable over Recent reports describe this as one of the long term. This is not about stepping the most difficult periods HR has faced. away from responsibility. It is about sustainFor HR professionals in AEC, these pres- ing the people who carry it. sures compound long-standing industry Breaking Isolation: How Peer Networks challenges rather than replace them. Firms Help HR Thrive invest heavily in safety protocols, scheduling For HR professionals, breaking isolation tools, and project controls, yet emotional starts with creating space to be human in a sustainability receives far less attention. role that rarely allows it. The expectation to Expecting HR to absorb ongoing stress indef- carry everything quietly makes it essential to initely is unsustainable. have a place outside the organization where Sustaining HR from Within: Caring for the open conversation, shared experience, and People Who Carry Responsibility real understanding are possible.

Supporting HR does not mean lowerTrusted peer networks reduce isolaing expectations or stepping away from tion and offer perspectives that cannot be accountability. It means recognizing that HR found within company walls. The AEC indusis not just an administrative function but an try already understands that ignoring strain emotional infrastructure that requires care leads to failure, and the same is true for the and reinforcement. What HR professionals people supporting the workforce behind need most right now is not more checklists the scenes. Normalizing conversations or policies but space. Space to reflect and about emotional load alongside safety and connect with peers who understand and productivity helps HR professionals share speak honestly, without the pressure to responsibility without carrying it alone. always perform professionally.

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FORTY TWO

MAY JUNE 2026

of technology upfront can save a lot of headaches later.

Using drones to survey and inspect Next up: drones. The Hudson Yards CLARK LOWE, PRESIDENT & CEO — project in New York City used these flying cameras to monitor the site. As the largest O’CONNOR COMPANY U.S. private real estate development covern the past few years, we’ve seen many ing 14 acres of public spaces, this project compelling examples of how cost-effec- was a groundbreaking test for the new tech. tive tech can make a real difference in big This $25 billion site tapped drones to projects. The following real-world projects survey the land and inspect hard-to-reach demonstrate how these tools save us time, spots. Forget hiring a whole team to climb money, and headaches on the job. all over the place — drones did the job Getting it right early with Building quicker and cheaper.

Information Modeling Drones captured high-resolution images Let’s start with Building Information and created detailed maps without the Modeling, or BIM. Less than five years ago, usual hassles human construction crews Kimly Construction worked with JTC to pilot encounter. They made progress tracking the new BIM-based logistics management easy, enabling the team to adjust plans in system and a virtual inspection platform real time and avoid costly delays. By reducat the JTC Logistics Hub. They also used ing the time and risks linked to manual BIM software during the construction of inspections, drones have truly earned their the Punggol Digital District project in Sin- keep on this job. gapore. Instead of guessing and winging it 3D printing for faster builds on a massive $22 billion job, they used BIM Dubai’s Expo 2020 showcased the potento digitally map every detail before break- tial of 3D printing in construction. The ing ground. technology was used to build the “Office The software generated a 3D blueprint of the Future” pavilion, the world’s first that everyone — architects, engineers, and 3D-printed commercial building. contractors — could access The 2,690-square-foot and modify. When engineers A BIT OF TECHNOLOGY office building required spotted design defects, only 17 days to print and UPFRONT CAN SAVE A they immediately used the two more days to assemble.

BIM platform to notify sub- LOT OF HEADACHES LATER. Even more impressive, the contractors. This real-time project was completed by communication allowed them to catch mis- only 18 craftsmen. Twelve workers managed takes before they happened. By catching printing, and seven managed on-site instaldesign clashes in the mechanical, electrical, lation. In all, the project cost only $140,000. and plumbing systems early, they estimate Estimates indicate that this construction savings of at least 20 percent in potential approach could reduce labor costs by up to rework costs.

50 percent and waste by up to 60 percent.

Throughout the project, the technolDubai’s project demonstrated that 3D ogy helped the crew plan materials more printing enables construction sites to proaccurately, reduce waste, and keep every- totype and fabricate complex parts quickly, thing running smoothly. It shows that a bit saving time and money. This approach offers

I

ARIZCC.COM

CONSTRUCTION AROUND ARIZONA Practices

REAL-WORLD EXAMPLES OF COSTEFFECTIVE TECH ADOPTION IN LARGE-SCALE PROJECTS

significant potential for highly customizable homes and offices that are completed quickly and cost-effectively. 3D printing is not just fancy tech; it delivers real-world savings and efficiency gains.

IoT and advanced analytics for smooth operations Another game-changer is the Internet of Things (IoT) and advanced analytics.

London’s Crossrail, Europe’s largest infrastructure project, integrated IoT to monitor its vast setup. Workers installed sensors in tunnels, tracks, and trains to collect performance data, wear-and-tear information, and environmental conditions.

The project’s integrated IoT sensors not only detect ground movement and instability but also detect hazardous conditions in structures such as tunnels, embankments, and retaining walls. This enables maintenance teams to identify failing track sections and repair the rails before an incident.

Advanced analytics help predict maintenance needs, optimize resources, and prevent expensive downtime. Experts predict that integrating IoT sensors could reduce maintenance costs by up to 25 percent and improve operational efficiency.

In our line of work, these examples make it clear that the hype about new worksite tech isn’t just about flashy new toys. BIM, drones, 3D printing, and IoT are tools that make a significant difference by helping us work more efficiently, keep our sites safer, and save money over time.

By bringing these innovations to our projects, we can manage the challenging aspects of construction more smoothly and cost-effectively. The success stories here provide a roadmap, showing that by embracing the right technology, we can build a better future for our industry.

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FORTY FOUR

MAY JUNE 2026

T

rade education is entering a new era.

For decades, the traditional path after high school in the United States was clear: attend a four-year college, earn a degree, and enter the workforce. That narrative is shifting with tuition increases and rising student debt. Trade education is back in the spotlight, influenced by a growing shortage of skilled workers and jobs offering potential six-figure salaries. Today, programs are being reimagined with technology, updated curriculum, and stronger connections to real-world jobs.

The result is a new generation of training programs designed to prepare workers more effectively and faster for high-demand industries.

Across the country, employers are struggling to find skilled workers in fields such as electrical, plumbing, carpentry, HVAC, construction, and advanced manufacturing.

At the same time, many young people are reconsidering whether a traditional college degree is worth the cost.

Trade education offers a practical, financially appealing alternative. Students can learn specialized skills, enter the workforce sooner, and avoid large student loan debt.

But the trade schools of today look very different from those of previous generations.

The Rise of Digital Trade Training Modern programs are increasingly integrating technology into training. Digital platforms, simulation tools, and mobile devices allow students to learn technical and digital skills simultaneously. In rapidly

ARIZCC.COM

evolving industries, this combination is essential.

Steve Metzman, CEO of Connected Apprentice, believes that technology’s greatest impact is in effectively preparing workers and enhancing hands-on learning, not in replacing it.

“There’s a problem in many trade school training programs that the instructional framework and learning toolsets are outdated based on what’s being used on today’s construction jobsites. Today’s job sites are digital, and many trade schools are still using PDFs and sometimes books,” Metzman says. “By combining digital curriculum with practical instruction, programs help students understand both theory and application.”

Mobile technology is especially important. Apprentices can access training materials, safety guides, diagrams, and instructional videos directly from devices like tablets while on job sites or in labs.

This reflects how industries operate today. Workers depend on digital tools to diagnose issues, verify specifications, or communicate with their teams. Teaching these habits early helps each apprentice transition more easily into the workforce.

Trades are also increasingly leveraging technology as a recruitment tool, helping programs differentiate in a competitive landscape. Modern learning tools are very attractive to prospective students. This tech-forward approach positions programs as innovative and more compelling than competing trades seeking the same talent.

Apprenticeships in Focus Another major shift is the increasing focus on apprenticeship programs. Unlike traditional classroom education, apprenticeships allow students to earn income while they learn. They gain firsthand experience from professionals and develop skills that employers actively seek. Many industries are seeing a surge of retirements among experienced workers, making apprenticeships an increasingly important strategy to rebuild the talent pipeline.

Programs are also expanding beyond traditional trade school settings. Community colleges, workforce development organizations, and even correctional education systems are introducing trade training to reach populations that have historically had limited access. Providing training in correctional facilities, for example, prepares incarcerated individuals for stable employment upon release, a project Metzman is actively pursuing. Advocates say practical

Above: Steve Metzman

CONSTRUCTION AROUND ARIZONA Practices

HOW TRADE EDUCATION IS CHANGING TO MEET THE MODERN WORKFORCE

job skills improve reentry outcomes by helping people secure steady work and rebuild their lives.

Metzman and other workforce leaders see technology as essential for expanding access. Digital platforms enable curriculum delivery in areas with limited instructors or facilities while maintaining program standards and aligning with industry needs.

Increasing Access and Flexibility Accessibility is becoming central to modern trade education. Historically, programs were hard to reach for individuals in rural areas or without reliable transportation. Digital tools now allow parts of the curriculum to reach students directly while preserving hands-on training.

This blended approach makes trade education more flexible and scalable.

At the same time, perceptions of trade careers are evolving. Vocational paths were once considered less important than college degrees. Today, educators and employers highlight the long-term job stability and earning potential of skilled trades.

As industries modernize, workers need to understand digital systems, safety standards, and advanced equipment, as well as traditional craftsmanship. This changing skill set is why trade education is evolving.

Preparing for the Future By blending hands-on instruction with technology, expanding apprenticeship opportunities, and reaching students in new environments, modern programs are offering practical solutions to workforce shortages and shifting educational priorities.

For many students, the message is clear: a successful career path no longer depends on a four-year degree. Often, it may begin with learning a skilled trade that is increasingly important in today’s economy.

ARIZONA CONTRACTOR & COMMUNITY

FORTY SIX

MAY JUNE 2026

the remaining $17,300 on December 11, the contractual completion date. ​Meanwhile, Retail periodically invoiced BRIAN POUDEROYEN, LANG THAL KING & HANSON the project owner, with the final invoice cerppellate court decisions that apply Ari- tifying that all work – including the electrical zona’s Prompt Payment Act are rare. – was complete. The owner paid Retail in As a result, the Arizona Court of Appeals’ full; however, Retail paid none of Canon’s recent memorandum decision in Canon v. invoices.

Retail, which delivered a good outcome for Dispute subcontractors, is worthy of attention.

Shortly after issuing its final invoice on In a nutshell, the decision gives Ari- December 11, Canon stopped work on the zona subcontractors a valid argument that, project, having completed, it later argued, if a general contractor does not object to “almost all” of the electrical work in a their invoice within 14 days of receipt, that “timely and workmanlike manner.” invoice may be legally deemed as approved On February 1, 2022, still unpaid, Canon (see Canon Electric LLC, v. Retail Contracting issued a three-day stop-work notice, pursuGroup, Inc., No. 1 CA-CV 24-0935, Arizona ant to Arizona’s Prompt Payment Act, and a Court of Appeals, Division One). notice of intent to lien.

Background In August 2022, Canon sued Retail for In 2021, Retail Contracting Group served breaches of contract for nonpayment, vioas the general contractor for a construction lations of the Prompt Payment Act, and, project at a LensCrafters store in Scottsdale. specific to section 4(G) of the contract, Retail Contracting subfailures to give (a) writcontracted the electrical IF A GENERAL CONTRACTOR DOES ten notice of failure to work to Canon Electric NOT OBJECT WITHIN 14 DAYS OF meet standards of workfor $91,000, which, with manship and (b) 24 change orders, increased RECEIPT OF A SUBCONTRACTOR’S hours to cure. to $99,100.

Retail countersued, INVOICE, THAT INVOICE MAY BE Of significance to the alleging breach of conLEGALLY DEEMED AS APPROVED. tract and breach of the eventual legal dispute, the subcontract included several provisions implied warranty of workmanship. Retail requiring a 24-hour notice. One such pro- argued that Canon committed the first vision required Retail Contracting, before material breach of the subcontract (for claiming breach of contract and terminat- stopping work) and, later, failed to cure ing Canon Electric, to give to Canon: defective workmanship. Retail claimed that, • Written notice of any failure to because of Canon’s work stoppage and failcomply, and ure to cure the defects, Retail was forced • 24 hours to cure the failure. to hire, at a cost of $145,000, another elecCanon started its work on the project trical contractor to finish the job. Retail and, per the subcontract invoicing schedule, sought a net $45,900 from Canon – the submitted three invoices: $40,900 on Sep- cost of the replacement contractor, less Cantember 20; $40,900 on November 19; and on’s invoices.

A

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CONSTRUCTION AROUND ARIZONA Practices

NEW COURT DECISION ON ARIZONA SUBCONTRACTOR INVOICES

Appeal In March 2024, Canon filed a motion for summary judgment. In August, the trial court granted Canon’s motion and ordered Retail to pay to Canon its damages, interest, and attorneys’ fees. Retail Contracting appealed, and the Arizona Court of Appeals upheld the trial court’s decision.

The Court of Appeals’ decision in Canon v. Retail is straightforward, and it is notable for the Court’s interpretation of the Prompt Payment Act’s notice requirements in cases where the general contractor objects to a subcontractor’s invoice.

In its decision, the Court states that, under the Prompt Payment Act: “Retail was required to either (1) pay Canon’s invoices received within seven days of being paid by the owner … or (2) withhold payment and ‘prepare and issue a written statement’ to Canon detailing the reasons for doing so within 14 days of receiving Canon’s invoices (emphasis added).”

Although there were other bases for the Court to find that Retail owed Canon payment for its invoices, the decision implies that Retail was obligated to pay Canon’s invoices simply because Retail did not object to them within 14 days of receipt.

Some construction professionals will not agree that the Act – particularly A.R.S. § 32-1183(E) relating to subcontractors’ invoices – has such a requirement, and they will disagree with the Court’s interpretation.

Nevertheless, even though Canon v.

Retail is not an official “Opinion” of the Court, it can still carry sway with judges, and it gives Arizona subcontractors a facially valid argument that, if a general contractor does not object within 14 days of receipt of a subcontractor’s invoice, that invoice may be legally deemed as approved, and therefore due and owing.

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MAY JUNE 2026

30 YEARS OF BUILDING ARIZONA

1996 - 2026 FROM A TWO-PERSON STARTUP WORKING OUT OF A SPARE BEDROOM TO ONE OF THE SOUTHWEST’S LEADING HEAVY CIVIL CONTRACTORS.

CELEBRATING 30 YEARS

RUMMELCONSTRUCTION.COM

BUILT ON VISION AND PARTNERSHIP

T

hirty years ago, Rummel ConstrucInitially, the company operated out of tion began not with a large office or a Rod’s spare bedroom. Rod handled estifleet of equipment, but with a spare bedmating and administrative tasks while room and a shared vision.

Rick focused on field operations.

Brothers Rick and Rod Rummel had Within a year, the roles shifted. The spent years working in the construction office moved to Rick’s house, Rod began industry before deciding overseeing field operato launch something of and the company “Starting our own tions, their own. slowly started gaincompany was “Starting our own ing traction. company was always “If we got a job, always a dream.” a dream,” Rick recalls. we built it ourselves,” “The timing finally Rick says. worked out, and we decided to give Reflecting on the company’s 30-year it a shot.” milestone, Rod credits the entire team for At the time, the two were workthe achievement. “It’s really a testament ing together at FNF Construction. to the people who have joined our team When a promising outside opportunity and stayed committed for the long haul.” ultimately fell through, it became the catRick agrees. “It’s a great sense of pride alyst for launching their own company. in our people and the many industry “We looked at each other and said, friends who helped us along the way.”

‘Let’s give it a try on our own terms,’” Rod remembers.

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RUMMEL CONSTRUCTION Founded: 1996 Headquarters: Scottsdale, Arizona Employees: 700+ Heavy Equipment: 400+ machines Markets Served: • Mining • Energy • Residential development • Transportation infrastructure • Flood control • Commercial site development

RUMMEL CONSTRUCTION

Starting with an Idea

S

tarting a construction company comes with long odds. Many startups struggle to survive their first few years.

For the Rummel brothers, the early goal wasn’t dominance in the industry; it was simply staying in business.

“When you look at the statistics on startup companies, the odds are stacked against you,” Rod explains. “Once we made the commitment, the goal was to survive and keep building.”

Their first projects were small but meaningful. One of the company’s earliest public works jobs was a turn lane project for the City of Tempe.

Early private work included site preparation for an asphalt plant and other grading projects across the Valley.

With a limited bonding capacity of around $200,000 to $250,000 in the early years, the company focused on smaller

CELEBRATING 30 YEARS

opportunities to build its reputation. communities. “We didn’t say no to anyRelationships quickly became a thing,” Rick recalls. “If they needed people willing to work critical part of the company’s growth.

“If they needed weekends or take on the difficult work, we One early opportusomeone willing nity came at Sun Lakes, were there.” where the company to work weekends, Success at Anthem secured yard space by opened the door to addiwe were there.” tional work at large clearing debris from a property in exchange for the ability to developments, including Power Ranch use the site. and Verrado.

As the company grew, Rummel ConBuilt on Opportunity struction expanded its capabilities across multiple heavy civil markets, including Another early milestone came when mining, transportation infrastructure, Rummel secured a five-year mainteflood control, energy development, and nance contract at the General Motors large-scale residential projects.

Proving Grounds. “That job gave us an With a large fleet of equipment and a anchor,” Rick says. highly skilled workforce, the company A breakthrough moment arrived developed the ability to mobilize quickly in the late 1990s when the company and take on complex earthmoving projects across the Southwest. secured work at Anthem, one of Arizona’s rapidly expanding master-planned

RUMMELCONSTRUCTION.COM

On the Map During the early 2000s, Rummel Construction experienced significant growth alongside Arizona’s residential development boom. “We went from about 150 employees to nearly 750 in just a few years,” recalls Executive Vice President Carlos Gonzalez.

The company also made a key strategic decision: instead of relying solely on hiring experienced operators, it began developing its own workforce. “We were bringing in people from completely different industries and teaching them how to operate equipment,” Carlos explains.

Employees who started in entry-level positions were trained and promoted into equipment operators, grade checkers, and supervisors.

Training and workforce development remain a major priority for the company today. Rummel Construction supports apprenticeship programs approved by FOUR - SPECIAL ADVERTISING SECTION

“We were bringing in people from completely different industries and teaching them how to operate equipment.” the U.S. Department of Labor and the State of Arizona that help employees develop careers as equipment operators and mechanics.

These programs combine classroom instruction with hands-on experience in the field.

Weathering the Downturn Like many construction companies involved in residential development, Rummel faced its greatest challenge during the economic downturn beginning in 2008. “We didn’t know if we were going to get through it,” Rick says.

At the time, most of Rummel’s work was tied to residential development.

Leadership recognized the need to

diversify into additional sectors. “We realized we couldn’t have all our eggs in one basket,” Carlos explains.

The downturn forced a strategic shift to diversify beyond residential development into public works, mining, energy, and other sectors, including large-scale earthmoving projects.

Built on Values Despite decades of growth, the company’s leadership philosophy has remained remarkably consistent.

One of the most enduring principles at Rummel Construction is simple: “If you can’t sell it to yourself, don’t expect the customer to pay for it.”

The phrase reflects the company’s RUMMEL CONSTRUCTION

commitment to safety, quality, and integrity.

Safety is also central to the company’s culture.

Rummel frequently emphasizes that “Safety is Our Culture,” reflecting a belief

that every employee plays a role in maintaining a safe work environment.

The company has received numerous safety recognitions from industry organizations and continues to prioritize safety training and jobsite awareness.

A Culture Built on Trust From the beginning, Rummel Construction emphasized getting to know employees personally and investing in their development.

Training programs, apprenticeship opportunities, and career advancement from within have helped build a strong and loyal workforce.

Leadership says investing in people has always been a cornerstone of the company’s success.

Looking Ahead A major milestone came in 2022 when the company transitioned to an Employee Stock Ownership Plan (ESOP).

The move reflects the founders’ longterm vision of creating a company that could thrive beyond their leadership.

CELEBRATING 30 YEARS

RUMMELCONSTRUCTION.COM

PROJECTS THAT SHAPED THE JOURNEY

O

ver three decades, Rummel Construction has played a role in building some of the Southwest’s most significant developments and infrastructure projects. These projects reflect the company’s growth, capabilities, and long-standing partnerships across the region.

Anthem Master Planned Community Maricopa County, AZ One of Rummel Construction’s earliest breakthrough opportunities came with work at the Anthem development in the late 1990s. As one of the largest master-planned communities in Arizona at the time, the project helped introduce the company to major developers and opened the door to additional large-scale residential work across the region.

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Power Ranch Development Vistancia Development Gilbert, AZ Peoria, AZ Following the success at Anthem, Work at Vistancia further expanded Rummel Construction secured work the company’s experience with high-end at Power Ranch in Gilbert. The projresidential development and complex grading operations. Project involved extensive site “That project development and grading e cts like this help e d for another major mas- really helped put solidify long-term relationter-planned community. ships with developers and us on the map.” established Rummel ConThe work strengthened the company’s reputation for delivering struction as a trusted partner on major large residential infrastructure projects community developments. efficiently and reliably.

Hermosa Mining Project, Patagonia Mountains Verrado Development Buckeye, AZ The Hermosa mining project in The Verrado project marked another southeastern Arizona marked a sigsignificant milestone for the company. nificant step forward in Rummel Construction’s expansion into the Faced with a demanding schedule and a mining industry. After acquiring DM massive earthmoving scope, the project required rapid mobilization of equipment Engineering in 2018, the company grew and crews. The successful execution its involvement in mining operations demonstrated the company’s ability to and site services, broadening its portfolio beyond residential development. scale quickly and take on increasingly complex projects.

RUMMEL CONSTRUCTION

Mining Operations Expansion, Various Locations In the years following the economic downturn, Rummel Construction significantly expanded its work in the mining sector. Projects across Arizona and the Southwest helped stabilize the company’s workload while demonstrating its ability to manage large-scale earthmoving operations in challenging environments.

Growth at Scale Today, Rummel Construction performs work across multiple sectors, including: • mining • transportation infrastructure • residential development • flood control • energy • commercial site development With a large fleet of equipment and a skilled workforce, the company continues to take on complex earthmoving projects throughout the Southwest.

CELEBRATING 30 YEARS

RUMMELCONSTRUCTION.COM

EIGHT- SPECIAL ADVERTISING SECTION

RUMMEL CONSTRUCTION

CELEBRATING 30 YEARS

RUMMELCONSTRUCTION.COM

RUMMEL CONSTRUCTION

BY THE NUMBERS A snapshot of growth, scale, and impact over 30 years.

30 Years Building Arizona

700+ Employees

400+ Heavy Equipment

6+ Market Sectors Mining • Transportation • Residential Flood Control • Energy • Commercial

100% Employee-Owned Transitioned to ESOP in 2022

Thousands Projects Completed

Millions Cubic Yards of Earth Moved

Decades Long-Term Client Relationships From a two-person startup to a leading heavy civil contractor, the numbers reflect a company built on consistency, scale, and longterm partnerships.

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RUMMEL CONSTRUCTION

THIRTY YEARS OF MILESTONES 1996 Rummel Construction founded

1997 First public works project: Tempe Turn Lane

Late 1990s Anthem development work begins

Early 2000s Rapid growth during residential boom

Early 2000s Workforce development program established

2008–2011 Economic downturn reshapes company strategy

2011 Expansion into mining sector

2018 Acquisition of DM Engineering

2022 Transition to Employee Stock Ownership Plan (ESOP)

CELEBRATING 30 YEARS

RUMMELCONSTRUCTION.COM

EMPLOYEE SPOTLIGHTS The People Behind the Work Jason Crow

VP of Operations | 26 Years

J

ason Crow didn’t apply for a job at Rummel—he stumbled into it one Saturday. What started as tagging along with his uncle has developed into a career of over twenty years, progressing from laborer to Vice President of Operations. Along the way, Jason discovered something that resonated: a company built on integrity, where leadership is earned and passed down. His philosophy? Build people as much as projects.

When did you join Rummel, and in what role?

On March 17, 2000, I started working as a laborer in Anthem, earning $10 per hour.

Why have you stayed?

Early on, I saw the company refund an owner because the job was highly profitable. That level of honesty showed me I was in the right place. As I grew, they gave me the opportunity to lead.

Most memorable project?

Palo Verde Nuclear Generating Station during the 2008 recession was a defining challenge. Corte Bella Golf Course (in Sun City West) is also special—I still think about it every time I play there.

How would you describe Rummel’s culture?

Teamwork. It takes all of us to get the job done.

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What does the 30-year anniversary mean to you?

It’s been an incredible ride—from under 50 employees to where we are today. We’ve weathered challenges and kept moving forward.

Carlos Gonzalez

Executive VP | 24 years

“F

ail to plan, plan to fail.” Planning and scheduling of our work and resources have been a cornerstone in how we approach our projects and manage the business.

When did you join Rummel, and in what role?

I joined Rummel Construction in 2002 as a project coordinator. I lived in Anthem at the time and had seen Rummel scraper at a nearby job. So I asked a co-worker I knew who had worked with them and applied.

Why have you stayed?

I have stayed at Rummel because I felt there was a tremendous opportunity with a team of talented, driven individuals who I knew could succeed as an organization. We did things the right way and with integrity, valued longterm client relationships, and provided employees with growth opportunities.

Employees and customers were valued as individuals. We knew we had to be profitable to have a sustainable business, but it was always about doing business

with integrity, operating with the best interests of our people and clients in mind, which would create that sustained growth. Our reputation as individuals and as a business mattered.

Most memorable project?

My favorite project was the U.S. Highway 89 Landslide repair CMAR for ADOT [in Northeastern Arizona], where we had a fantastic team driven by a shared goal.

I played a key role throughout the project, from pursuit and planning to estimating, equipment selection, and execution.

It also significantly impacted the communities, as transportation was cut off from vital services, and we were able to restore that with the project. Additionally, it was set in a stunning landscape, with views of the Vermillion Cliffs and Marble Canyon.

How would you describe Rummel’s culture?

Our culture is a team environment where we consider it a family. We put people in a position to grow and take ownership of their jobs. We always promote that a construction company takes many roles, and what we do in the field and in the office are tied together. When one part performs well, the whole company performs better. Now, as Employee Owners in a 100% ESOP for the last 3+ years. Our people see that the jobs we run, the decisions we make, and the way we serve our clients all show up in the value of what we own together.

What does the 30-year anniversary mean to you?

It is a great milestone, and it is the result of so many individual contributions over the years that have made this RUMMEL CONSTRUCTION

company great and successful that it is truly a team accomplishment. To know that we are set up to carry these traditions into the next generations and to continue growing this legacy makes it all worth it.

Anthony Ikeler

Area Superintendent | 24 Years

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nthony Ikeler’s story starts the way many great ones do—young, unsure of the path, but willing to show up and learn. Just days after turning 18, he joined Rummel as a laborer. What followed wasn’t just a job, but a steady climb built on grit, mentorship, and a realization that this wasn’t temporary— it was a calling.

Over the years, Anthony grew into leadership, shaped by the people who invested in him along the way. Today, he’s not just building projects—he’s helping shape the next generation of those who will do the same.

When did you join Rummel, and in what role?

I joined Rummel Construction in September 2002, a few days after turning 18, as a laborer.

Why have you stayed?

I wasn’t sure what I was going to do after high school. Rummel gave me the opportunity to learn on the job—and it turned into one of the coolest careers out there. We move mountains for a living.

Most memorable project?

Working in Tehachapi, CA, building windmill pads in the mountains. Running a 637 up there with those views was something I’ll never forget.

How would you describe Rummel’s culture?

People come first. From safety programs to training, Rummel invests in its people.

What does the 30-year anniversary mean to you?

It’s a place people still want to be part of. I get to drive around with my family and say, “Rummel helped build that.”

raising three children and navigating personal challenges, he found unwavering support from the company. That experience shaped not just his loyalty, but his mindset: show up, do right by others, and give back to the place that stood by you.

When did you join Rummel, and in what role?

September 2003 as an Equipment Superintendent.

Why have you stayed?

Loyalty—to the company and to the people, from top to bottom.

Most memorable project?

Every project. I take pride in driving across the state and seeing the work we’ve been part of.

How would you describe Rummel’s culture?

It’s a very family-oriented company.

What does the 30-year anniversary mean to you?

A sense of pride in being part of a company that’s built a strong reputation over time.

Calvin “Jim” Gremmert Vice President of Operations (Retired) | 25 Years

When did you join Rummel, and in what role?

I joined August 23, 1999, after 16.5 years with my previous employer. Rick and Rod reached out, and after meeting with them, I came on board as a

foreman. I told them I wanted to grow with the company, and the rest is history.

What was it like in the early days?

It was exciting. The company was growing quickly, and I had the chance to work closely with Rick and Rod and understand their vision and drive.

What were some of the biggest challenges?

Finding people. We were growing so fast that building the right team was a constant challenge, but we worked through it together and developed incredible training programs over the years.

Most meaningful or memorable moment?

When I was offered the opportunity to become a company shareholder, that’s when I knew these guys were different, and I was proud to be part of the team.

How would you describe Rummel’s culture?

Teamwork. It’s always been about working together and supporting each other.

What are you most proud of?

Supporting employees as they develop in their construction careers and in their personal lives has always been important to me.

What does the 30-year anniversary mean to you?

A great deal of pride. I’m grateful to Rick, Rod, and everyone I worked with.

They not only shaped my career in this industry, but helped create a life for my family we could only have dreamed of.

“It’s the people who have joined our team and stayed committed that made this possible.”

Tom Magurany

Equipment Manager | 22.5 Years

F

or Tom Magurany, Rummel has been more than a workplace—it’s been a constant during life’s most demanding seasons. Early in his career, while CELEBRATING 30 YEARS

RUMMELCONSTRUCTION.COM

Trusted Partners Empire Southwest Doug Calvet, Account Manager

W

orking with Rummel is a firstclass experience. Their entire team approaches every opportunity with a partnership mindset, beginning with their founders, Rod and Rick Rummel.

This thinking aligns closely with how Empire conducts business and ensures that all parties look out for one another’s best interests in every interaction.

Across Sales, Product Support, Rental, and Technology, Rummel team members conduct themselves with integrity, honor their commitments, and maintain transparency throughout the entire process.

Rummel differentiates itself by treating every relationship as a long-term partnership rather than a transaction.

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They are as committed to their partners’ preserve and strengthen the long-term success as to their own, creating a level relationship. With the volume of work of trust that is truly unique. In addition completed together, occasional misunto the value they place on relationships, derstandings are inevitable, but in many Rummel continues to be an early adopter of those moments, Rod or Rick Rummel of new technologies, constantly redefinwould begin the conversation with, “In ing what’s possible on the jobsite. the spirit of our partnership,” and proBy integrating advanced machine ceed to make adjustments on their end to control technology, reality capture ensure Empire’s interests were protected. hardware, and real-time data analytThat type of attitude is not always comics, they achieve unmatched precision, mon in the industry, but it is deeply appreciated—and reciprocated—by the efficiency, and safety on every project.

Their commitment to innovation not entire team. only accelerates timelines and reduces Rummel may not always have the lowest initial cost, but costs but also minimizes they provide the lowenvironmental impact “Rummel is as through smarter resource est risk and the highest committed to their return on investment management. Always partners’ success for any client who partadapting and evolving, they set the standard as to their own.” ners with them. With a 30-year history, they for modern excavation— have faced and overcome many chalwhere tradition meets cutting-edge performance. lenges, ensuring positive results for their To pick just one moment over clients. Combined with their integrity, decades of working together is challengreliability, and dedication to excellence, Rummel is an easy recommendation. ing, as Rummel consistently exceeds When Rummel gives you their word, expectations. There have been numeryou can take it to the bank. ous situations in which they were willing to sacrifice short-term gain to

RUMMEL CONSTRUCTION

PulteGroup Todd Knape, VP Land Development

How would you describe working with Rummel?

Having been a client of Rummel’s for nearly 30 years, I have always found them to be a collaborative business partner in supporting the development of the best strategy, sequence, and execution for both large and small complex projects.

CELEBRATING 30 YEARS

What sets them apart from other behavior and timely drone technology contractors? supported adjustments during the projHigh levels of communication, smart ect that allowed modifications to the design and strategy, concurrent with use of technology, resourcefulness, and professionalism with highly competent earthwork, resulting in a balanced site team members. upon completion of grading.

Can you share a moment where Why would you recommend them Rummel exceeded expectations? to others?

Rummel was instrumental in balRummel’s level of sophistication and ancing the earthwork on a 1 million cut strategic approach are superior to those yard, 1,000-acre, of their competi1,200-lot residentors. They assign “Rummel’s level of protial project that sophistication and strategic experienced included a 9-hole fessionals and approach are superior to provide sup ergolf course, where soil and earthvision on every their competitors.” project to miniwork factors were changing with varying soil composition. mize rework and capitalize on identified Their continuous attention to soil opportunities.

RUMMELCONSTRUCTION.COM

LOOKING BACK - AND FORWARD

T

hirty years ago, when Rick and Rod Rummel decided to start their own company, there were no guarantees.

Like many new businesses, the company began with modest resources, a small office in a spare bedroom, and a willingness to take on whatever opportunities came their way. The early years required long hours, persistence, and a great deal of trust in the people who chose to join the company along the way.

Looking back today, both founders say the most meaningful part of the journey has been the people.

“It’s really a testament to the people who have joined our team and stayed committed over the years,” says Rod Rummel. “The company we see today is the result of the effort and dedication of a lot of individuals.”

Over three decades, Rummel Construction has grown from a small startup into a major heavy civil contractor serving projects across the Southwest. Along the way, the company has weathered

economic downturns, expanded into new industries, and taken on increasingly complex projects.

Through it all, the values that guided the company from the beginning have remained the same: take care of people, deliver quality work, and do what you say you’re going to do.

For Rick Rummel, the 30-year milestone represents both reflection and gratitude.

“It’s a great sense of pride in our people and the many industry friends who helped us along the way,” he says. “It was never easy, but after 30 years, it’s very satisfying to look back at what everyone has built together.”

Today, the company enters its next chapter as a 100% employee-owned organization, ensuring that the people who help build the company every day also share in its future success.

And while the company’s scale has grown far beyond those early days, the spirit that started it all remains unchanged. The goal is still simple: keep building.

“It’s very satisfying to look back at what everyone has built together.”

RUMMEL CONSTRUCTION

Back When

SMUDGING CENTRAL AVENUE DOUGLAS TOWNE

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his 1946 photo of Downtown Phoenix looking north along Central Avenue from Adams Street features some familiar landmarks: the San Carlos Hotel, the Security Building behind it, and North Mountain in the distance. The streetscape also shows long-gone businesses like Wilson’s Jewelry, Dr. Scholl’s Shoes, and Lamson Business College on the west side of Central. Across the street, there’s a camera shop and the Vista Theater on the block that was demolished in 1970 to make way for the Valley Bank Center. ​Of interest is the obstacle pedestrians must navigate in the foreground: a makeshift work-zone barricade. Construction

workers made it by leaning two barricades against a box labeled “GLASS” to cover a hole used to access underground utilities.

The barricade includes a “Toledo Torch” smudge pot whose kerosene flare acts as a warning after dark. An impressive safety feature of these pots is that they are designed to automatically right themselves if knocked over. ​Toledo Torches were phased out of local traffic control and replaced with battery-powered lights by the 1970s.

Meanwhile, smudging has shifted from a work zone warning to a New Age practice that burns sacred herbs to purify spaces, foster spiritual connection, and attract positive energy.

While smudging has gained a second life, some items advertised along Central,

Image Courtesy of Worthpo int

such as “Gregg Shorthand,” a phonetic note-taking system, and “Comptometer,” a mechanical calculator, have yet to come back into vogue. Only that “Feet Hurt?” comment on the shoe sign still applies today, especially for construction workers walking around in their steel-toed boots all day.

Image Courtesy of Arizona Contractor & Community

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ARIZONA CONTRACTOR & COMMUNITY

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MAY JUNE 2026

WING IT AND WARN ’EM: ARIZONA’S EARLY DAYS OF TRAFFIC CONTROL BILLY HORNER

L

ong before today’s clean lines of cones, arrow boards, and meticulously planned traffic control layouts, Arizona’s construction zones were, quite literally, a matter of interpretation.

In the early days of road building, utility work, and building construction, contractors were largely responsible for protecting motorists and pedestrians, with the expectation that they would use common sense when approaching. There were no barricade standards, no uniform manuals to consult, and no inspectors measuring lengths with a tape. The focus was on production, start the job, finish the job, and safety often came later, if at all.

Arizona’s adoption of formal traffic control studies and practices did not take shape until the City of Phoenix’s Public Works Department issued its first traffic control manual in 1961. Prior to that, what passed for “traffic control” relied heavily on a contractor’s creativity, available materials, and tolerance for risk. If there was a hole in the road or a trench across an intersection, it Left: Pedestrians and traffic navigate through spoils and open trenches along Central Avenue, facing south to Madison Street in Phoenix, 1939.

Below: The Works Progress Administration using makeshift boards as a barricade while overlaying East Van Buren Street at 39th Street in Phoenix, 1938.

was up to the crew to determine how, or whether, to warn the public. Often, they simply “winged it” as the project unfolded.

As the project progressed, workers scoured the jobsite for anything that could be repurposed as a warning device. Scrap wood became makeshift barricades. Pieces of rebar were driven into the ground to support boards or rags. Old barrels, crates, railroad ties, and whatever else happened to be lying around were pressed into service as visual cues that something wasn’t quite right ahead.

Daytime was one thing. Nighttime was another story entirely.

Ongoing construction projects were exponentially more dangerous after sunset.

Outside of city centers, street lighting was sparse or nonexistent. Residential roads, rural routes, and even major arteries often disappeared into darkness once the sun went down. Aside from the occasional lamp within city limits or overhead cables strung across busy intersections, drivers relied on their headlights and luck.

To combat the darkness, early contractors turned to one of the simplest warning devices imaginable: fire. Smudge pots and kerosene lamps became the go-to solution for marking hazards such as open trenches, holes in the roadway, approaching construction zones, and underground utilities.

Image Courtesy of AZSLA

Image Courtesy of McLaughlin Photography

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ARIZONA CONTRACTOR & COMMUNITY

Image Courtesy of McLaughlin Photography

like a giant candle. At dusk, workers would make their rounds, lighting each pot by hand and hoping the flame would last through the night.

Many of these pots were manufactured These round smudge pots were black metal by the Toledo Pressed Steel Company of spheres fitted with a wick that burned fuel Toledo, Ohio, and they became a familiar Above: Wood boards and smudge pots caution pedestrians and traffic during underground construction in Phoenix, 1940.

Below: The Toledo Pressed Steel Co. smudge pot factory, 1970s.

Image Courtesy of Newspaper Archives

SIXTY EIGHT

sight on Arizona roadways. Flickering in the dark, they offered just enough warning to alert an attentive driver that danger lay ahead, provided the flame hadn’t gone out, and the motorist was paying attention.

Time brought advances: battery-powered lights replaced open flames, and the introduction of reflectorized silkscreen materials dramatically improved nighttime warnings. These innovations quickly spread beyond construction zones, appearing on street signs, railroad crossings, and highway traffic-control devices. Visibility improved, consistency followed, and the groundwork for modern standards was laid.

As safety practices evolved, so did company culture. Contractors began implementing in-house safety programs to protect workers and the public alike. Incentives became common, with awards and individual employee accolades recognizing safe performance and successful project completion. Some companies proudly advertised their safety records in newsletters or even on billboards posted near their worksites, making safety both a point of pride and a marketing tool.

MAY JUNE 2026

Images Courtesy of Arizona Contractor & Community

Despite all this progress, accidents and mishaps remain an unfortunate reality. Wherever there is activity, risk follows.

Even with rigorous training, incentives, regulations, and the occasional threat of enforcement or termination, the inevitable still happens. There are those who argue

that too much safety can dull awareness rather than sharpen it, a debate that persists in our highly regulated world.

Still, when looking back at Arizona’s early days of traffic control, when barrels, boards, and burning kerosene stood between the public and danger, it’s hard not to appreciate

how far the industry has come. What was once improvised is now engineered, and what was once an afterthought has become a fundamental part of every project. The road to safer roads, it turns out, was anything but straightforward.

Top: Miller Road at Thomas Road in Scottsdale, looking east, with a large open trench bordering homes, 1950.

Above: A Smudge pot built at the Toledo Pressed Steel Co. Right: Smudge pots used during Shumway Construction’s underground pipe project near Indian School Road and 51st Avenue in Phoenix, 1957.

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ARIZONA CONTRACTOR & COMMUNITY

FROM FIRE TO LIGHT:

Image Courtesy of Arizona Contractor & Community

“That includes drivers hitting them or accidents involving the contractor’s equipment while working on the job.” ​Theft was another cost of doing business. “There’s a big loss there, probably 20 percent too,” Cole says. And it just wasn’t fraternity brothers pulling pranks, taking the occasional barricade, though Arizona State I wasn’t free to leave either. The MPs even- University was a popular recovery location. tually got in touch with my employer, who “The university maintenance guys would vouched for me,” he says. “I quickly picked pick them up when students abandoned up the barricades and got out of there!” them, storing them in their maintenance C ​ ole has been involved in the traffic con- yard,” Cole says. “I could look in there and trol industry since the 1950s. He’s retired, tell by the color of the light what company but owned Barricade & Light Rental Com- each one belonged to.” pany from 1966 to 1999, which continues ​Other popular stops to collect wayward to operate as RoadSafe Traffic Systems. Cole Barricade & Light Rental barricade signs says a lot has changed with crewere the City of Phoenix’s Sky ating safe work zones, but some Harbor Airport maintenance yard THEFT WAS things remain endemic: damage and the contractors’ yards. ​ ANOTHER COST OF and theft. ​Employee theft and laziness ​When he owned Barricade & DOING BUSINESS. were also substantial contribLight Rental, Cole estimates that utors to the loss of barricades. the company had around 2,000 barricades “Workers just wouldn’t pick them up, or at its peak. “Annually, we’d have around they’d steal them for the batteries,” Cole 20 percent of the barricades out of service says. “I’d find my company’s barricades all because of on-the-job damage,” he says. over town, and the people who had them

REFLECTIONS ON THE EVOLUTION OF WORK ZONES IN PHOENIX DOUGLAS TOWNE

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orking for a local barricade company doesn’t seem like a job that could cause a national security crisis. But tell that to Dick Cole, who was employed by the National Barricade Company in the mid-1960s. He learned how exciting the profession could be when his boss sent him to Luke Air Force Base to pick up traffic barricades left over from a construction project.

“I inadvertently drove into a restricted fuel area, and some armed military police arrested me and took me in their truck to their office,” Cole says. “They had to ID me within a certain amount of time, or else it was considered a ‘Red Alert.’”

Exactly what that designation meant, Cole doesn’t know, but agrees it sounds ominous. “I don’t recall being handcuffed, but SEVENTY

MAY JUNE 2026

Images Courtesy of Arizona Contractor & Community

Above: The cover of the first City of Phoenix manual for temporary traffic control, 1961.

Left: One of 250 three-legged sign holders made for the Arizona Highway Department, designed

by Don Cornelison, central maintenance engineer, with Harold Watson, shop supervisor (l-r), 1973.

Right: Traffic control during bridge construction for Morrison Knudsen, 1968.

Below: Ron Jones with Apache Barricade Co., unloading barricades, 1968.

would swear they were theirs, but they had our name on them. It’s a tough business.” ​Cole recalls his first experience with a work zone was as a kid, when Arizona Public Service was working in the alley behind

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his Phoenix home in the early 1950s. “The barricades were wood with steel legs and had ‘DANGER’ printed on them,” he says. ​Work zones in Phoenix were marked with just fire pots—Toledo Torches—and

wooden barricades, with little else around the perimeter. “Everyone just dodged around it; there were no signs, and some torches were placed in the trenches to provide light,” he says. “They didn’t have any manuals to go by; it was just what they thought would do the job.”

The closest Cole came to being cited by city officials for a work zone violation was when he displayed some self-manufactured vertical panels on Central Avenue, in a section with an island in the middle of the street, near downtown in the late 1950s. “I used rebar for the base; it wasn’t a steel plate. At that time, there was no regulation, but the city official wondered if it would work, as it was lightweight.”

Cole believes the industry has progressed except for one aspect of work zone safety. “The units today have lights that aren’t bright enough,” he says. “We used to have 12V lights, but now they’re 6V lights.

The technology exists for a brighter, smaller, more effective light, like on bicycles, that can be seen from far away. Barricade lights seem very dim to me; their effectiveness depends more on their reflective sheeting.”

ARIZONA CONTRACTOR & COMMUNITY

Images Courtesy of Arizona Contractor & Community

Another perspective comes from Jeff Johnson, who founded Trafficade in 1990 and, as a kid, visited Cole at his Barricade & Light Rental Company to learn about the industry.

Johnson launched Trafficade in his parents’ backyard and grew it into the state’s

largest traffic control company, with facilities in Phoenix, Prescott, Chandler, Flagstaff, and Tucson. The company had four divisions: Traffic Control, Work Zone Services, Shoring, and Signs and Sales, until Johnson sold all but the shoring division in 2021. ​A big change in traffic control is the

number of companies. “In 1990, when I started the company as a senior in high school, there were only three other local barricade companies,” Johnson says. “There are probably around 25 companies now; an expansion that’s met the growing demand in the Valley.” He adds that the traffic control industry seems less regulated these days, with inspections, fines, and even project shutdowns rare.

According to Johnson, while federal officials have become more focused on highway traffic, the City of Phoenix has been much more specific about regulations related to the urban environment, especially recently, regarding the Americans with Disabilities Act (ADA), pedestrians, and bicyclists.

He notes that Phoenix was very proactive when the ADA rules were implemented at the city level for temporary work zones.

“A city inspector approached us and asked, ‘What do we do so we don’t get sued?’”

Johnson says.

“The city rented a Valley Metro bus to transport people with various disabilities, including visual and physical impairments, to work zones,” Johnson recalls. “These individuals showed us what they could navigate Above: Barricade & Light Co.’s barricades stored for future project use, 1987.

Left: Flagger directing traffic during highway work for Pulice Construction Co., 1988.

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Images Courtesy of Arizona Contractor & Community

Above: Contractor Tom Nesbitt, founder of Nesbitt Contracting, with his personalized barricade, 1994.

Left: Barricades along Glendale Avenue during street improvements, 1994.

Below: Distributors for the Neo-Flasher, Dan Stewart and John Slacks (l-r) demonstrate the new battery-powered warning signs for Tucson contractors, 1953.

and what they couldn’t, along with the reasons why. The city was very active, as were we at Trafficade, in ensuring that our designs were ADA compliant so that when we moved a blind or wheelchair-bound person from a sidewalk, down a ramp, and into a closed lane, we did so in a safe manner.”

The field trip was an eye-opening experience for Johnson. When he heard about the new ADA regulations, Johnson initially considered the potential negative impacts on his business and how they could complicate traffic control plans.

“But seeing the struggles of people with these disabilities, the emotional and empathetic part kicks in,” Johnson says. “I didn’t realize it was such a big issue. Now I understand what they’re going through, and I really want to help these individuals. Then we wanted to be the frontrunners on this issue and provide solutions. It’s a very positive traffic control development.”

There have also been significant technological improvements, starting with upgrades to reflective products used on barricades and signs. “For workers in the street, day or night, the clothing is full-body reflective, along with an OSHA standard hard hat, protective eyewear, and steel-toed boots,” Johnson says. “Thirty years ago, it would have been good if workers had worn a small safety vest with a couple of stripes of reflective material.”

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The biggest development, however, is definitely “new school” technology. “There are smart work zones where AI is involved, using cameras and other technologies to create detours and notify vehicles of lane closures, etc., and these pop up on their GPS map,” Johnson says. He adds that, initially,

one had to register with a company to get this information, but now there’s an Intelligent Transportation System (ITS) that lets you communicate directly with the person in the vehicle.

And how AI-driven traffic control will continue to develop is anyone’s guess.

ARIZONA CONTRACTOR & COMMUNITY

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Images Courtesy of Dick Cole

THE LONE WARNING LIGHT THAT TRIGGERED DICK COLE’S BARRICADE & LIGHT RENTAL COMPANY BILLY HORNER

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lthough both of his parents were Arizona natives, Dick Cole was born in 1942 in Compton, where his father worked in an aircraft factory during World War II. When the war ended, the family

returned from California, and his father took a job with a plumbing contractor in Phoenix.

By the early 1950s, the postwar construction growth was reshaping the city, and traffic control captured Cole’s interest. The

yellow-and-black makeshift barricades and street cones appearing across town represented a new effort to safeguard pedestrians and vehicles amid booming construction.

From his home near 12th and McKinley streets, Cole would ride his bicycle downtown in search of job sites. One project made a lasting impression: road construction along Central Avenue next to the Westward Ho Hotel. The long row of towering barricades, smudge-pot lanterns, and activity captivated him. He even tried to Above: Cole and his Volkswagen bus while working for Safety Engineering, early 1960s.

Left: Cole during the construction of his slump block building along Winslow Avenue near 38th Street, 1970s.

Below: Western Machinery Co., a dealer for Neo Flasher barricades, 1954.

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Images Courtesy of Arizona Contractor & Community

buy a broken barricade from a contractor, only to be told it was rented property and not for sale.

At the time, only a few companies in Phoenix rented barricades, including Western Machinery Co. and McDermont Equipment. Cole approached Mr. McDermont to show his interest in the industry.

While McDermont wouldn’t sell him a barricade, he appreciated Cole’s enthusiasm and took him to a project near Seventh Street and McDowell Road so he could see

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a traffic control installation. For a young future entrepreneur, it was better than any classroom lesson.

By 1956, Cole’s focus had narrowed to warning lights. One afternoon, he stood outside the First National Bank at Central and Polk avenues, where a contractor had opened the sidewalk for repairs. The entire hazard was marked by a single flashing light.

A worker told him he could buy a similar one at Equipment Sales Company (ESCO) on 19th Avenue.

Top left: Meade Engineering advertisement for barricade and sign rentals, 1961.

Above: Dick Cole with his barricade light collection, 2026.

Below: Cole with his company’s barricades, 1987.

Convincing his skeptical father that a warning light was worth $25, a significant sum at the time, was no easy task. But persistence paid off. They drove to ESCO, where Cole purchased a Paralta light manufactured in California. It was his first official piece of traffic-control equipment.

Another California-based manufacturer, Neo-Flasher in Burbank, interested him. During a family trip to California, Cole persuaded his father to detour to the NeoFlasher facility. The staff was busy, but not too busy to speak with an eager teenager, which left a deep impression. Neo-Flasher products were distributed in Arizona through WEMCO and McDermont Equipment, reinforcing Cole’s growing understanding of the regional supply network.

Before traffic control became his life’s work, Cole had a job at A.J. Bayless on Seventh Street and McDowell. Starting as a bag boy and later promoted to cashier, he learned about responsibility and disappointment. During a shift, three men robbed the store. While one distracted him by asking for cigarettes, another slipped cash from the register. Though Cole suspected what ARIZONA CONTRACTOR & COMMUNITY

had happened, he hesitated to report it.

A week later, he was fired. His explanation fell on deaf ears. The setback stung, but it didn’t stop him.

While attending high school in the late 1950s, Cole began building barricades in his parents’ backyard. He purchased lights from ESCO and constructed wooden and steel frames himself, renting them to local contractors. After reading an article in Popular Mechanics, he designed and built his own welder using two 5 KVA transformers purchased from Arizona Public Service. With

that homemade welder, he began fabricating sturdier steel barricades.

One of his first customers was Larry Lus Plumbing. Cole scrambled to meet the demand for barricades, cutting steel with a hacksaw, welding frames together, and painting them black and white with a strip of reflective sheeting. It was grassroots entrepreneurship at its finest, but exhausting work.

His first formal job in the industry was with Safety Engineering, owned by Dick Meade and Dave Peters. Cole was the

company’s only employee. He repaired barricades and delivered them in a Volkswagen bus. The warning lights were large and heavy, powered by 100-volt batteries. More than once, a battery burned out in the back of the bus, filling it with smoke. Cole later joked that it was “cutting-edge technology” for its time.

In 1965, Cole married Penny Briske and took a job with Clarence Parks, owner of the National Barricade Company, an established operation. Meanwhile, he continued renting out the 50 barricades he had built himself.

By 1966–1967, he made the leap, leaving his employer and launching Barricade & Light Rental Company.

Among his first major accounts was John W. Lattimore Concrete, which remained a loyal customer until it dissolved. Another key client was concrete contractor Robert Adams. At that time, the City of Phoenix required barricade companies to stencil the contractor’s name on the bottom white panel of each barricade for every project, a detail that highlighted how regulated and visible the industry would later become.

As his business expanded, Cole purchased a lot next to John W. Lattimore’s Above: Employees loading barricades for a project, 1987.

Below: Barricade & Light Rental’s work zone for JWJ Contracting Co. at Phoenix Sky Harbor International Airport, 1986.

Images Courtesy of Arizona Contractor & Community

SEVENTY EIGHT

MAY JUNE 2026

Above: Western Machinery Co., a dealer for Neo Flasher barricades, 1954.

Right: Barricade & Light Rental work zone equipment on a Wheeler Construction road project in Flagstaff, 1992.

Below: Barricade & Light Rental work zone equipment on a C&F Equipment Co. project in Flagstaff, 1992.

office at 38th Street and Winslow Avenue.

There, he laid the block for his first building himself, using the same welder he had built as a teenager. The Winslow Avenue shop became a cornerstone of the company’s operations.

One day, a young visitor arrived who mirrored Cole’s own childhood curiosity. Jeff Johnson, too young to drive, had his father, Dennis, bring him to the shop. Like Cole decades earlier, Johnson was captivated by flashing lights and barricades. He asked if he could take broken equipment home to tinker with and repair. Cole saw something familiar in the boy’s determination, an

instinct that the industry was “in his blood.”

Johnson would later launch Trafficade in 1990, which became Arizona’s largest traffic control company.

By the 1990s, Barricade & Light Company had grown to 150 employees, mainly operating in Phoenix and Tucson. What began as a backyard hobby had evolved into a significant regional enterprise.

In late 1999, National Equipment Services (NES), a large national equipment rental firm, made an offer to purchase the company. Cole accepted. After the

acquisition, NES rebranded the operation as RoadSafe Traffic Systems, retaining much of the existing staff and continuing the legacy Cole had built from a single $25 light.

From bicycle rides through downtown Phoenix to building his own shop with a homemade welder, Dick Cole’s story is one of curiosity turning into craftsmanship and craftsmanship into an industry. What began as a boyhood fascination with yellow-andblack barricades eventually helped shape Arizona’s traffic-control landscape for generations.

Images Courtesy of Arizona Contractor & Community

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ARIZONA CONTRACTOR & COMMUNITY

build a lodge on the North Rim. Utah Parks Co., a division of the Union Pacific Railroad, was the only bidder for the contract to construct a lodge and 62 cabins. The bid was $550,000, which is equivalent to $10.2 million today. The company completed the first Grand Lodge on Bright Angel Point in 1928.

Lodge in the summer of 2025, is the latest Four years later, a fire in the kitchen example of this phenomenon. destroyed the building. The spectacular Grand Canyon National Park was estab- blaze could be seen from the South Rim, 13 lished in 1919, and later plans were made to miles away. Then, in September 1936, a fire

A SNOWBOUND CONSTRUCTION CREW’S STRUGGLE FOR SURVIVAL AT THE GRAND CANYON’S NORTH RIM PETER CORBETT

F

ire and ice have plagued the North Rim of the Grand Canyon for nearly a century. The Dragon Bravo Fire, which destroyed the venerable Grand Canyon Above: The remains of the Grand Canyon Lodge after the Dragon Bravo Fire, 2025.

Right: Grand Canyon Superintendent Miner “Tillie” Tillotson, 1930.

Below: Grand Canyon Lodge shortly after completion, 1929.

Images Courtesy of National Park Services

EIGHTY TWO

MAY JUNE 2026

Image Courtesy of Library of Congress

Above: Grand Canyon Lodge, 1971.

Below: Grand Canyon Lodge bellboys, 1930.

devastated a log structure that served as a North Rim dining hall and men’s dormitory.

Later that year, construction began on a replacement lodge. Once again, a division of the Union Pacific Railroad won the bid to begin construction on a $250,000 Grand Canyon Lodge.

As for ice, near-Arctic winters at elevations above 8,000 feet kept the northern section of Grand Canyon National Park closed for nearly half the year. Twenty-foot snowdrifts piled up. Dagger-like icicles formed on building eaves and canyon cliffs.

Yet in the winter of 1936-37, a construction crew of 30 men, two women, and a child hunkered down at the North Rim, building the new lodge to open on June 1 for the tourist season. But the workers were marooned at the North Rim from late December 1936 through the third week of February. Food supplies dwindled, and towering snowdrifts blocked the only supply road from Jacob Lake, 45 miles away.

At the nearby VT Ranch, Carl and Elberta Cox were also snowbound. By mid-February, rescuers were alarmed. Mrs. Cox, 32, was pregnant, and her March due date was fast approaching. The Coxes reported they were surviving on canned salmon and popcorn.

A cross-country skier brought food ARIZCC.COM

supplies to the VT Ranch, now operated as Kaibab Lodge, just north of the national park. “It was pretty dire,” said Davy Crockett, author of Grand Canyon Rim to Rim History.

“They were running out of food.”

The Union Pacific Railroad, which was building the new lodge through its Utah Parks Co. division, minimized the severity of the situation for its workers, said Crockett, vice president of Grand Canyon Historical Society.

“The men are all working and in good spirits,” W.E. Ryberg of the Ryberg Brothers Construction Co. told the Salt Lake Tribune.

“If we have to, we could get them out,” leading them down the North Kaibab Trail to Phantom Ranch and up to the South Rim, Union Pacific officials said. “We could drop them food and snowshoes from airplanes.”

Grand Canyon Superintendent Miner “Tillie” Tillotson initially nixed the cross-canyon rescue as too risky.

Image Courtesy of National Park Services

ARIZONA CONTRACTOR & COMMUNITY

Image Courtesy of National Park Services

Above: Grand Canyon Lodge after a snow, 1941.

Right: Grand Canyon Lodge caretakers, 1930.

Meanwhile, rescuers faced obstacles workers at Bright Angel Point and the in clearing snow from the primitive road expectant couple at VT Ranch. between Jacob Lake and the North Rim. Storms knocked out a trans-canyon The Arizona Highway Department deployed phone line in early February. Two men with its most powerful snowplow, a 175-horse- homemade snowshoes trekked the 45 miles power rotary model. After 10 days, the to Jacob Lake to alert authorities to the crews had only cleared 8 increasingly ominous situamiles. With thawing and “I’VE HAD ENOUGH BEANS tion at the North Rim. refreezing, snow drifts had Others stranded included turned to ice. Dynamite TO LAST A WHILE — THREE Elbert and Olivia White, who could only do so much to OR FOUR YEARS MAYBE.” operated the hydro power remove the drifts. Newsplant at Roaring Springs papers across the country ran front-page below the North Rim. They hiked out nearly headlines about the stranded construction 5 miles with their 17-month-old daughter,

Janice, navigating through snow, waterfalls of melting snow, and icicles on cliffs that weighed a ton, Crockett said.

“It was a hard trip, and we were frightened, but none of us suffered any bad effects,” Olivia White said.

In the third week of February, 15 lodge workers decided on a cross-canyon trek to the South Rim. Those 15 men roped themselves together to prevent anyone from slipping over the edge of the slick North Kaibab Trail. They safely descended the steep trail, hiking 14 miles to Phantom Ranch and wading across the icy Bright Angel Creek Left: Union Pacific motor buses at Grand Canyon Lodge, 1929.

Below: Grand Canyon Lodge lobby, 1985.

Image Courtesy of Library of Congress

EIGHTY FOUR

MAY JUNE 2026

six times. Mules carried the men the final 10 miles to the South Rim, arriving late on Feb. 22. “I was sure glad to see those boys coming up the trail,” Grand Canyon Superintendent Tillotson said.

That left the Coxes at VT Ranch, plus 15 more workers and others at the lodge, still not out of danger.

Finally, an airplane was sent to deliver a part to repair a tractor on its way to the North Rim. The fixed tractor carried the group on snow sleds to a plowed section of the road leading to Jacob Lake, where they continued the rest of the journey by car, then by bus to Kanab, Utah.

Rescued worker Dick Carlson was relieved. “I’ve had enough beans to last a while — three or four years maybe.”

Worker Fred Schleuter said the crew endured eight blizzards from Dec. 23 to Feb. 23. At night, they only had candlelight in the lodge after the power line collapsed. They melted snow after the water pipes froze.

“But I never saw a more congenial bunch of fellows considering the predicament,” Schleuter said.

The road to the North Rim was not opened until May 19.

It turned out that Elberta Cox’s delivery date was later than expected. The Coxes welcomed a son, Clifton Edgar Cox, on April 12. He likely was the youngest “survivor” of those stranded at North Rim in the winter of 1937. Clifton Cox died in 2015, according to Crockett.

Carl Cox, a former park ranger who bought the VT Ranch in 1935, died in 1960 in Prescott. He told folks that his place in life was at the VT Ranch, which was known as the place “where the deer come to see the tourists.”

A new North Rim lodge to replace the much-loved 1937 hotel is probably years away. A more fire-safe structure seems likely. Park officials have hinted at other preliminary plans.

The Arizona Republic reported that Superintendent Ed Keable indicated the new lodge could be winterized to remain open year-round. That would create challenges for the Arizona Department of Transportation (formerly the Arizona Highway Department) in keeping U.S. 89A and State Route 67 plowed and open from Jacob Lake to the North Rim. The challenges of building and maintaining the Grand Canyon Lodge during the harsh winters of the Kaibab Plateau and staying safe from wildfires remain an ongoing struggle against fire and ice.

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Image Courtesy of Wendell Moate

WENDELL MOATE’S WORLD-RECORD CONCRETE PLACEMENT COMPANY: PART 1 BILLY HORNER

W

endell Moate’s path into the construction industry was shaped by working with heavy equipment at a young age. Born in Georgia, Moate moved with his family to Prescott in 1955. Both of his parents were World War II veterans who continued their careers with the Veterans Administration at nearby Fort Whipple.

Through pumping gas and working on cars, Moate developed an appreciation for machinery and problem-solving. He graduated from Prescott High School in 1963.

Moate attended Arizona State University in Tempe and joined the Arizona Highway Department’s Engineer-in-Training program.

The position provided real-world experience on road construction projects during the summer. In 1963 and 1964, Moate EIGHTY SIX

production efficiency, and equipment utilization.

In 1968, Moate became an estimator at Ray Stevens Paving in Phoenix, but less than a year later, the U.S. Army drafted him. He was sent to Vietnam and served at Pleiku in the Central Highlands with a 155 mm artilworked with highway department survey lery battery, an experience that reinforced crews on Interstate 15 through the Virgin discipline, teamwork, and the ability to River Gorge in northwest Arizona, one of operate under pressure. the Southwest’s most challenging construction projects.

For an ASU class assignment, Moate documented his work on Interstate 10 near Harquahala Valley, between Centennial and Tonopah west of Phoenix. Exposure to surveying, grading, and roadway construction provided insights that later influenced how he approached concrete placement, Above: Concrete Placement Co. pumping concrete for box culverts for Presley Homes in Ahwatukee, 1982.

Right: Concrete Placement Co., 1972 sidewalk stamp at State and Seventh avenues in Phoenix, 2022.

MAY JUNE 2026

Images Courtesy of Arizona Contractor & Community

Above: Bobby Dryer and Wendell Moate (l-r), with a new Cat 12G blade, late 1970s.

Left: Arizona Highway Department staff during Interstate 15 construction: Paul Ernshaw, Wendell Moate, Max Blazzard, John Baumgartner, and Dave Thode (l-r), 1965.

Returning to Arizona in 1970, Moate briefly worked for R.V. Arroyo, a Phoenix-based concrete curb-and-gutter contractor. He then partnered with his uncle, Ken Vincent, to form Concrete Placement Company, Inc. (CPC) in 1971.

Vincent contributed valuable welding and concrete-finishing skills that helped establish the young company. After four years, Vincent retired, leaving Moate as the sole owner.

CPC set up its office and equipment yard at 1150 East Gilbert Drive in Tempe. One of the company’s first equipment purchases was a Massey Ferguson tractor from Mike Watts at Apache Rentals, located down the street. More than 50 years later, Watts vividly recalls the tractor’s model and color, and that it lacked a front bucket. Watts says his children attended the same schools as ARIZCC.COM

ARIZONA CONTRACTOR & COMMUNITY

Images Courtesy of Wendell Moate

Top: Concrete Placement Co. logo, 1970s.

Above: Concrete Placement Co. office on Gilbert Drive in Tempe, 1970s.

Right: Wendell Moate’s company car, a 1960 Chevrolet El Camino, painted in a Ray Stevens Paving color scheme, late 1960s.

Moate’s, underscoring how much smaller the Phoenix area was at the time.

CPC’s first significant contract came in late 1971, when the company secured a job with Briscoe Paving to install curbs, gutters, and sidewalks at Scottsdale Community College. The successful completion of that project led to additional work throughout the Valley.

In 1972, CPC invested in innovative equipment that became central to its success, including a Miller Formless M-1000 extrusion curb-and-gutter machine. The company later added a second Miller Formless M-2000 subgrade-trimming machine.

These machines enabled CPC to deliver highly efficient, precise concrete work while maintaining consistent quality.

CPC expanded into residential construction, installing curbs and gutters, sidewalks, catch basins, and other concrete structures for subdivisions. CPC’s first motor grader was a Caterpillar No. 112 purchased from Empire Machinery Co., and it later acquired several Caterpillar 12G articulated blades.

Moate recalled that Owen Cowling was his sales representative at Empire before Cowling eventually left to work for Professional Contracting Co., and later for Red Mountain Machinery Co.

Moate worked with many Valley homebuilders, including Continental Homes and Pulte Homes. When Presley Homes began developing Ahwatukee in the early 1970s, CPC poured some of its residential street curbs and sidewalks. The company also completed concrete work for the Elliot Warner Loop and installed all the box culverts for the project.

CPC’s first public-sector work came through the City of Scottsdale, where the company did gutter repair and replacement in the 1970s. Moate developed a working relationship with Pat Neal, the City of Scottsdale’s design and construction services Left and below: Concrete Placement Co. pouring curb and gutter along Via de Ventura Road at McCormick Ranch for Kaiser Aetna, 1978.

Images Courtesy of Wendell Moate

EIGHTY EIGHT

MAY JUNE 2026

director, who relied on CPC for high-qual- known record of 6,500 feet in an eightity workmanship. hour shift.

Moate also worked with Tom Nesbitt A key factor was Moate’s second Miller of Nesbitt Contracting. In the mid-1970s, Formless M-2000 machine, which trimmed Nesbitt flew Moate in his the subgrade to within Cessna to the City of Willa quarter-inch tolerance “AS FAR AS I KNEW, THIS cox in Cochise County for concrete placeAMOUNT OF CURB HAD NEVER before a project to rebuild and ment. This allowed the BEEN POURED IN A SINGLE M-1000 to operate at peak update several roads, including Main Street. Nesefficiency, ensured proper SHIFT,” MOATE SAYS. bitt Contracting served as compaction, and signifithe general contractor, and CPC was the cantly reduced manual labor demands. concrete subcontractor.

Moate coordinated with a local readyCPC also completed numerous subdivi- mix supplier for the project. “I contacted sion projects with Sanner Contracting, South Dale Sneed, who was part-owner of Allied Mountain Contracting, and other earthmov- Concrete & Materials,” Moate says. “Sneed ing and paving contractors across Arizona. and I had worked on several projects before, In March 1979, CPC gained national and I explained the plan. Sneed made sure attention when Rocky Mountain Construc- trucks were dispatched to the site every tion magazine published an article titled 1 0 m i n u te s , “World’s Record Curb?” about a project completed for AL&C Realty Holdings Corp. in Scottsdale. CPC set what was believed to be a world record for curb and gutter installed in a single day.

“The developer, AL&C Realty Holdings Corp. of Scottsdale, was in a rush to get this road completed,” Moate says. “Since it was a straight shot and we had two machines, I wanted the challenge to see if we could ity na Contractor & Commun Images Courtesy of Arizo pour it in a single day.”

The project spanned a two-mile stretch Top: Wendell Moate standing on a curb machine of McCormick Ranch, from just south of with his kids and Patricia, his wife, 1978.

Above: Concrete Placement Co. 1981 sidewalk Shea Boulevard to Via de Ventura. In just stamp at Joan De Arc and 39th avenues, 2025.

11.5 hours, Moate and his crew pre-graded, Right: Wendell Moate poses by a 1981 Concrete placed, and finished 10,720 linear feet of Placement Co. sidewalk stamp at Joan De Arc and 39th avenues, 2025. curb and gutter, far surpassing the previous ARIZCC.COM

maintaining a steady flow of concrete and keeping the machines running without delay.”

Moate contacted Miller Formless, which wasn’t aware of a similar record. “As far as I knew, this amount of curb had never been poured in a single shift,” he says. Moate submitted the accomplishment to Guinness World Records but was told they didn’t track commercial records.

Another notable connection during this period was with homebuilder Gary Andersen, who traded residential lots for Moate’s concrete work.

By the early 1980s, Moate had intense competition from contractors such as John W. Lattimore, L.R. Contreras, William Pulice, and others. CPC continued performing curb, gutter, and sidewalk work for Professional Contracting Co., and after declining multiple offers, Moate sold the company to Professional in 1982.

Moate partnered with Andersen on the lots he had acquired through bartering to build several custom homes, and the two formed Andersen Moate Ltd. The venture was short-lived, and by 1984, Moate found himself immersed in efforts to reclaim CPC due to non-payments and financial complications. Although Concrete Placement Company eventually ceased operations, its legacy remains visible throughout Arizona in the curbs, gutters, and sidewalks that still bear its mark.

Our upcoming July–August 2026 issue will explore Wendell Moate’s second major venture, Sunrise Equipment Co., which he co-founded in 1978.

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ARIZONA CONTRACTOR & COMMUNITY

SALUTING ARIZONA’S BUILDERS: JEFF JOHNSON DOUGLAS TOWNE

​A

t age 19, Jeff Johnson, the founder of Trafficade and its former president and CEO, faced a critical decision.

Should he keep running his fledgling workzone traffic company or follow his passion for radio broadcasting? ​Arizona motorists are fortunate that Johnson chose traffic control, even though some Valley radio stations appreciated his skills as a board operator and occasional DJ. He interned at Top-40 station KZZP-104.7 before working at KGRX-FM (The Wave), which had a New Age format, and finished his radio career at the heavy metal station KZRX-100.3.

“We faced stiff competition from Big Red Radio’s Dave Pratt, the Morning Mayor,” Johnson says. “It was tough. I did both jobs (Trafficade and radio) for 1.5 years. Finally, I Top right: Jeff Johnson, 2021.

Right: Jeff Johnson and his father, Dennis Johnson (r-l), by a Trafficade Work Zone Shoring truck, 2015.

NINETY TWO

had to make a decision, and I chose my barricade company.”

Arizona’s largest traffic control company traces its roots back even further to 1983, when Johnson was in fifth grade and “interned” at a local barricade company. “I wanted to buy a barricade light and met Dick Cole, who owned Barricade and Light Rental,” Johnson says. “He gave me a tour of their facility and let me take some broken lights home. I’d fix them and bring them back as a hobby.” ​That activity made Johnson realize he wanted to run a barricade company. “About the time I started elementary school, I fell in love with barricades and signs—I thought the flashing lights were so cool,” he says.

Johnson later began assembling handmade barricades by cutting plywood, applying reflector sheeting, and buying premade legs from a firm in California.

In his senior year at Mesa’s Dobson High School in 1990, Johnson decided to test the waters by starting his own barricade

business in his parents’ backyard. He made some company flyers and handed them out to small paving and excavation firms he thought might need the service. “No one was interested,” Johnson says. “Those companies probably just threw down a few traffic cones and saw no reason to hire someone to do the job.”

Then Johnson got the break he had been waiting for when he cold-called Tim Drexler of Ace Asphalt. “I decided to go after one of

MAY JUNE 2026

the biggest companies, Ace Asphalt. It just so happened that Ace wasn’t happy with their barricade service. They used twine with flagging between barricades to rope off parking lots they were grading. Their barricade company never cleaned the twine and flagging when they picked up their equipment. Ace’s customers would complain about the mess.”

“I’m a new company, and I’ll cater to your needs,” he recalls telling Ace Asphalt.

Drexler had no idea Johnson was still in high school and hired him, which marked the start of some long days. “I received the work orders after school and had to labor many late hours, sometimes until two in the morning,” Johnson recalls. “For delivering barricades to Ace’s paving jobs, I just used a pickup truck. The quantities of barricades varied, so sometimes I had to make multiple trips.”

Fortunately, most of Johnson’s work was finished after rush hour, resulting in quicker commutes. The jobs usually required about a dozen barricades. However, sometimes when Ace Asphalt was repaving a shopping mall parking lot, 80 or more were

Above left: Jeff Johnson and his father, Dennis Johnson (r-l), by a Trafficade truck, 2000.

Left: KZZP – 104.7 FM sticker.

ARIZCC.COM

Top left: Trafficade barricade made from old plywood panels by Jeff Johnson in his parents’ garage, 1990.

Above: Trafficade truck.

needed. “I didn’t have any ‘employees,’ I just paid my high school friends to help out now and then,” Johnson says.

But financially, Trafficade wasn’t an overnight success. “Early on, I put a pencil to Jeff’s business figures and did some calculations,” Dennis Johnson, his father, says.

“Afterward, I asked Jeff, ‘How are you ever going to make any money doing this work?’”

Johnson, however, demonstrated that pursuing your passion, combined with long hours and smart business decisions, can lead to success. Over the years, he has also benefited from mentors on the American Traffic Safety Services Association (ATSSA) board.

Trafficade eventually grew to become the state’s largest traffic control company, with more than 375 employees. The company had facilities in Phoenix, Prescott, Chandler, Flagstaff, and Tucson, and included four divisions: Traffic Control, Work Zone Services, Shoring, and Signs and Sales. In 2021, Johnson sold all but the shoring division, which he now operates as Trench-Ade. Those aiming to emulate Johnson should pay attention to how he describes his impressive success. “People often ask me why I got into the traffic control business,” Johnson says. “They want to know if I had this incredible foresight that I’d have this big, successful company. No way. I just wanted to do something that I enjoyed, and I thought that starting a barricade company would be a neat business.”

ARIZONA CONTRACTOR & COMMUNITY

Images Courtesy of Arizona Contractor & Community

OLD SCHOOL EQUIPMENT ROLL-OVER PROTECTIVE STRUCTURES BILLY HORNER

I

n previous articles, we highlighted heavy machinery without overhead cabs and equipment equipped with canvas umbrellas. In this section, we’ll focus on the development of roll-over protective structures (ROPS), which differ from the steel and makeshift canopies we’ll discuss in a later issue.

Historic images of people operating equipment without cabs are common.

Today, ROPS are considered essential safety equipment in agriculture, construction, and mining.

ROPS originated in the early 20th century, when tractor rollovers became a leading cause of fatalities. As heavier and more powerful machinery, especially in construction, entered the field, the risks grew.

By the 1940s, engineers and manufacturers recognized that preventing rollovers entirely was unrealistic due to uneven and unpredictable terrain, shifting loads, and machinery designs. The focus then shifted to protecting operators.

NINETY FOUR

Early solutions were simple and often improvised, with steel bars or basic frames mounted behind or beside the operator’s seat. These were often built by small fabricators or even contractors themselves, with little standardization.

Why didn’t early machines include cabs? Well, some did, but they were often equipped with a heater box for cold conditions at the buyer’s request. Development priorities focused on functionality and performance. Operator comfort and protection came later. Climate-control technology was also in its early stages and not yet practical for slow-moving, mechanically driven equipment.

During the 1950s and 1960s, ROPS research expanded across the United States and Europe. In 1959, the Centers for

Disease Control and Prevention reported that Sweden became the first country to mandate ROPS on new agricultural equipment after high fatality rates. This marked a turning point, showing that engineered safety solutions could greatly cut deaths and encouraging broader global adoption.

By the late 1960s, domestic equipment

Top: Tucson-based New Pueblo Constructors operates heavy equipment with and without ROPS during the transition, 1972.

Right: Advertisement for Fleco ROPS, 1971.

MAY JUNE 2026

Images Courtesy of Arizona Contractor & Community

manufacturers began offering ROPS, though adoption remained inconsistent. Independent fabricators, such as Fleco Corporation of Jacksonville, Florida, marketed retrofit kits and custom solutions for existing “baldheaded” machines. Major manufacturers often relied on these third-party suppliers for ROPS systems.

Regulation soon followed. In 1972, the Associated General Contractors (AGC) in Arizona published Department of Labor deadlines requiring ROPS on machinery built after September 1, 1972, with earlier equipment needing compliance by April

1973. While exceptions existed, these rules established a baseline.

By 1975, OSHA mandated that most farm tractors manufactured after October 1976 be equipped with ROPS and seat belts when used by employees, accelerating adoption across commercial and industrial operations.

Even in the 1980s and 1990s, some equipment continued to operate without ROPS protection. However, as regulations tightened and awareness grew, such machines gradually fell out of everyday use.

Top: Tucson-based Borderland Construction operating with ROPS on their heavy equipment, 1985.

Above: Western Machinery Co. advertisement for ROPS, 1972.

Right: An Empire Machinery mechanic working on a roll-over protection canopy, mid-1970s.

ARIZCC.COM

ARIZONA CONTRACTOR & COMMUNITY

BUILDING ON THE PAST

1942 – SLOWING DOWN FOR VICTORY: ARIZONA’S WARTIME SPEED LIMITS BILLY HORNER

I

n the summer of 1942, as World War II reshaped life across the United States, Arizona’s highways became part of the war effort. A statewide push to observe President Franklin D. Roosevelt’s requested

War Image Courtesy of National

96

40-mile-per-hour speed limit showed that modest changes behind the wheel could yield meaningful tire and gas conservation.

A report submitted by then-State Assistant Traffic Engineer William Price to State

Highway Engineer W. R. Hutchins showed that newly posted 40-mph signs were already influencing driver behavior. While motorists still exceeded the speed limit, fewer went over 50 mph.

Tires, the report noted, could last nearly twice as long at 40 mph as at 55 mph.

For Arizona contractors and drivers alike, respecting the speed limit was no longer just about safety; it was an act of responsible economics and patriotism.

This change in driving behavior on Arizona’s highways was a small but essential contribution to victory during World War II.

Archives

MAY JUNE 2026

Image Courtesy of Library of Congress

Images Courtesy of Arizona Contractor & Community Image Courtesy of National War Archives

Above: A road sign near Manheim, Pennsylvania, with the new “Victory Speed” limit sign, 1942.

Top right: State Assistant Traffic Engineer William Price with new Arizona speed limit sign, 1942.

Right: A pile of worn tires to be used for wartime reclamation, 1943.

Bottom Left: Office of Emergency Management poster, 1940s.

Left: Future Arizona home builder, Forrest Cox, with a “War Speed” limit sign in Arizona, 1943.

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ARIZONA CONTRACTOR & COMMUNITY

B

auhaus, a design school in Weimar, Germany, was founded in 1919 by the architect Walter Gropius, who served as its director until 1928. It continued in Dessau and Berlin until 1933, under the guidance of architects Hannes Meyer (1928-1930) and Ludwig Mies van der Rohe (1930-1933). The school focused on avant-garde design and International Style architecture.

The term International Style was first used in 1932 by Henry Russell Hitchcock and Philip Johnson in their essay “The

Architect’s Perspective: International Style Roots at ASU From 1950-1951​​​​​ Doug Sydnor, FAIA

doug_sydnor@outlook.com International Style: Architecture Since 1922.” The style strictly adhered to functional and utilitarian design, expressed through minimalism, simple rectilinear forms, flat walls and roofs, open interiors,

and the use of glass, steel, and concrete.

This approach was popular in Europe from the 1920s through the 1970s.

The earliest known local International Style architecture was in Chandler. There, the Farm Security Administration sponsored affordable housing developments, including the Chandler Unit, built c. 1939-1940 by architects Burton Cairns and Vernon DeMars. They were featured in the 1945 book Built in USA by architectural critic Alfred Roth, published by the Museum of Modern Art. In 1947, Lescher & Mahoney, a prominent Phoenix-based architectural firm, completed two projects, including The Bank of Douglas at Monroe Street and First Avenue, and Hanny’s Store at 40 N. First Street, both in Downtown Phoenix. They were a major departure from the firm’s earlier revivalist architectural styles, responding to changing market preferences. Beginning in the late 1940s, Arizona architects Ralph Haver, AIA; Alfred Newman Beadle, AIA; Edward L. Varney, FAIA; Kemper Goodwin, FAIA; and Fred Guirey, FAIA, among others, were exploring the International Style.

Arizona State University, then called Arizona State College, was a special place where all the contextual conditions were ripe for the relatively new International Style architecture to flourish. The school was growing at an exponential rate, evolving with new colleges and becoming a university on the horizon, and undoubtedly wanting to prove itself to competing universities in Flagstaff and Tucson. Such ambitions could be realized in the International Style. The ASU Administration Building.

Images Courtesy of Author

NINETY EIGHT

MAY JUNE 2026

Images Courtesy of Author

ASU Men’s Gymnasium.

following are a few examples from 1950 to 1951, among more than two dozen such ASU projects.

There appears to be consensus that the 1950 ASU Administration Building, by Edward L. Varney Associates Architects, is among the first high-quality projects in the International Style. It comprises a two-story administrative wing with a tall lobby and a sculptural concrete stair. A second wing is attached to the offices and is perpendicular to them, three stories high, housing the agricultural program.

The structure is concrete and fully expresses the floor slabs on the exterior, where extended, it becomes a handsome horizontal shading device for the recessed window bands. Exterior walls are buff-colored brick with different patterns: a running bond on the side walls and a stacked bond on the end walls, where outdoor exit stairs occur.

Decorative features include precast concrete fascia panels with square reliefs, precast portholes at vents, and curvilinear aluminum stair railings. The Administration Building conveys sophistication and elegance that have served the university well. Over the past 75 years, the structure has been well maintained. The building was constructed by Daum-Donaldson Construction Co. Only one year later, in 1951, the ASU Men’s Gymnasium was completed by the architect Kemper Goodwin, FAIA. The structure comprises a tall gymnasium and two-story offices and support spaces that wrap around it. The building masses sculpturally overlap and interlock, which mitigates the overall scale. It is constructed of bearing brick walls with some shifted horizontal coursing, plastered upper walls, and horizontal bands of generous northand east-facing glazing to admit daylight.

The main entry canopy is a cast-in-place ARIZCC.COM

concrete, cantilevered, and faceted sculptural piece that makes the front door very identifiable from East Orange Street.

Also in 1951, the ASU Hayden Hall was designed by architect Herbert H. Green. It is located on the southern edge of the university, facing Apache Boulevard. The structure is mostly two-story, with a three-story central section, and is symmetrically composed.

The floor plan has a double-loaded corridor that provides access to student semi-private rooms and exit stairs.

The structure is cast-in-place concrete, and where the slabs extend beyond the exterior wall line, they provide shading for

the lower windows. The horizontal building forms and slab edges create a stretched composition reminiscent of the International Style. Exterior walls are buff-colored brick, a material that, at the time, strongly influenced the use of this material in subsequent ASU structures. The windows in the resident rooms are smaller with operable sections for natural ventilation.

I enjoyed living at Hayden Hall during my ASU freshman and sophomore years. Years later, additions were made at the east and west ends to provide additional resident rooms, and the original north-side parking was converted into a courtyard.

ARIZONA CONTRACTOR & COMMUNITY

Images Courtesy of Author

Above: ASU Hayden Hall.

Bottom left: ASU Matthews Library Addition.

Below: ASU McClintock Hall.

Our final example of the International Style is the 1951-1955 ASU Matthews Library Addition by architect Kemper Goodwin, FAIA. Notably, Goodwin was responsible for more than 60 buildings on the ASU campus during his long career. The original 1930 A. J. Matthews Center (later the library) is in the Classical Revival style and faces College Avenue and the future Cady Mall. This addition was built on the west side, behind the original building, and was not easily visible until the east/west Tyler Mall was completed.

The six-story structure has cast-in-place concrete bearing walls, floors, and exposed vertical fin walls. The tight floor-to-floor

ONE HUNDRED

Other ASU Tempe Campus ‘InternationalStyled’ Architecture: • McClintock Hall, A & B, 1951 and 1956, Guirey and Jones • Home Economics, 1951 Lescher & Mahoney • Memorial Union, 1954, Kemper Goodwin • Engineering Center, A Wing, 1956, Ralph Haver • Social Sciences Building, 1960, Ralph Haver & Associates • Life Sciences A, B, C, & D, 1957-1960, Kemper Goodwin • Physical Sciences Building, Wings A-H, 1960, Kemper Goodwin

dimensions indicated that this addition was intended for the library book stacks and would be accessed by staff. The exterior wall features a series of deeply recessed glassblock panels with translucent units and a few windows. This material choice provides a better-insulated exterior wall, admits natural light to the interior, offers opportunities for viewing, and addresses security with a durable product. This addition in the International Style constitutes an intentional and dramatic aesthetic break from the original eclectic character and makes a clear, strong Douglas B. Sydnor, FAIA, is the Principal at statement that architectural preferences Douglas Sydnor Architect + Associates, Inc., were changing at ASU. and the author of four books on Arizona architecture.

MAY JUNE 2026

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DIGGING THROUGH THE ARCHIVES: CHARLES “WALLY” WALLACE: HIS CONCRETE READY-MIX STORY BILLY HORNER

A

benefit for those in construction is being able to proudly gaze at the infrastructure they helped build. For Charles “Wally” Wallace, one of the many structures he contributed to is the Alamo Dam, which impounds the Bill Williams River in western Arizona. In 1968, during his early days in the industry, Wally provided materials to help construct the 283-foot-tall structure that forms Alamo Lake, a recreation hotspot that also offers flood control.

Wally’s story started in 1951 when his family moved from Rio Vista, California, to Arizona. His father, a skilled heavy equipment operator, worked for Morrison-Knudsen Company (MK), which had won a $2 million contract to build a 26-mile irrigation aqueduct called the Dome Canal Distribution System. This project was part of the federal Wellton-Mohawk Division of the Gila Project. The Wallace family settled in the Wellton-Mohawk Valley, where they ONE HUNDRED TWO

also began farming, instilling Wally with a strong work ethic.

At just 17, Wally entered the readymix business as the youngest employee at Eberling Ready Mix in 1959. The company was modest, operating only two ready-mix trucks, two dump trucks, a batch plant, and

a sand-and-gravel operation. Starting with a shovel, Wally learned every aspect of the business, from plant operations to equipment handling. It laid the foundation of a lifelong career.

In 1961, Wally enlisted in the U.S. Navy and served until 1965. Afterward, he joined

Right: Wally Wallace, 1973.

Above: Yuma Foothills Transit Mix ready-mix truck under a batch plant, 1974.

Below: Wally Wallace’s Yuma Foothills TransitMix business card, 1973.

Images Courtesy of Wally Wallace

MAY JUNE 2026

R.R. Hensler Construction and contributed to aggregate production and concrete supply for the construction of Alamo Dam. The experience further sharpened his technical knowledge.

Wally moved to Phoenix in 1967 to work for Tempe Equipment Company (TECO), owned by Eddie Cyr. There, he drove ready-mix trucks and helped with batching operations while going to college at night.

After six years, he left in 1973 for a brief stint with Allied Concrete.

Later that year, his friend, G.L. Thomas, invited him to Yuma to serve as general manager of Foothills Sand & Gravel and Foothills Transit Mix. In this leadership role, Wally refined his management skills.

By 1981, Wally returned to Phoenix to help launch Kachina Redi-Mix with contractors Bailey Sanner and Andy Jackson. As general manager, he was responsible for acquiring equipment, establishing operations, and overseeing daily activities. Under his leadership, Kachina operated two batch

Above: Wallace (far right) monitors Tanner’s concrete operations, using a Miller Formless M-1000 monolithic machine in Yuma, 1987.

Below: Wallace accepts a Safety Incentive Bonus check presented to United Metro, 1987.

Right: Yuma Foothills Sand & Gravel operations, 1973.

Images Courtesy of Wally Wallace

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ARIZONA CONTRACTOR & COMMUNITY

Left: Kachina Redi-Mix concrete truck on a project in Ahwatukee, 1981.

Below: Kachina Redi-Mix trucks at the company’s Tempe plant, 1981.

plants and became a trusted supplier for both residential and commercial projects.

Clients included American Shotcrete, WM Grace Construction, Ray Hoopes Concrete, Gainey Ranch in Scottsdale, and Presley Homes in Ahwatukee. The company’s ready-mix helped build the Madison Street Jail in Phoenix.

Kachina was sold to Ideal Concrete in 1986. Wally chose to leave before the sale was finalized and joined United Metro, a division of Tanner Companies. Later that year, Ashland Oil/APAC acquired Tanner Companies, and Wally was named president of the Yuma Division, overseeing operations in Yuma, Parker, and Lake Havasu City.

His leadership gained industry recognition when Wally became the regional vice president of Asphalt Paving and Construction’s (APAC) Region 7, moving to Phoenix to oversee multiple divisions, including Tanner Construction, United Metro Materials, and T-Pac. He stayed with the company until it was sold to Kiewit in 1994.

Wally’s next chapter took him to CalMat, where he managed operations across Arizona and New Mexico. Soon after, he joined Pioneer Concrete of America, an Australian-based company, where he played a key role in its Southwest expansion. Working alongside acquisition manager Terry Young, Wally helped acquire and integrate several companies, including Metro West in Utah, Eagle Blue Diamond in Las Vegas, Yavapai Materials in Prescott, and Phoenix Redi-Mix and Action Ready-Mix in Phoenix.

In 1999, Wally became president and CEO of RMC Arizona, overseeing Chandler Ready Mix, Tucson Ready Mix, and Padilla Ready Mix/Sand & Gravel. The company ONE HUNDRED FOUR

and respected organization. By 2003, Chandler Ready Mix had expanded to six locations across the Valley.

In 2004, Cemex acquired Chandler Ready Mix, and by 2005, the company was fully integrated into its operations. That same year, Wally retired, but he continued to lend his expertise as a consultant.

Wally Wallace’s legacy is rooted in perseverance, leadership, and industry knowledge. From his early days working with a shovel to his management of large regional operations, his career shows a lifelong dedication to excellence. Among all his accomplishments, he is most proud of Image Courtesy of Arizona Contractor & Community working his way up from the ground level, faced significant challenges, but Wally’s starting with his first job as a teenager at leadership brought stability and integrity. a small ready-mix operation in southwest He corrected operational and ethical issues, Arizona. transforming the business into a profitable Image Courtesy of Wally Wallace

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ADVERTISERS’ INDEX PLEASE PATRONIZE OUR ADVERTISERS,THEY MAKE THIS PUBLICATION POSSIBLE! Aggregate Machinery 480-730-1212 aggregatemachinery.net

Curry Supply 800-345-2829 currysupply.com

P. 38

Landco Power 480-788-1333 landcorental.com

P. 101

Sitech Southwest 602-691-7501 sitechsw.com

P. 7

Arizona Construction Equipment P. 40 602-257-0802 azce.com

Custom Truck One Source 602-527-4088 customtruck.com

P. 105

Lang, Thal, King & Hanson 480-534-4900 lang.law

P. 91

Solterra Materials 602-531-0454 solterramaterials.com

P. 46

Arnold Machinery 385-503-4114 arnoldmachinery.com

P. 75

DCS Contracting 480-732-9238w dcscontracting.com

P. 90

LogoWear Express 480-545-5900 logowearexpress.com

P. 11

Sonsray Machinery 844-sonsray sonsraymachinery.com

P. 20

Asphalt Busters 623-936-8800 asphaltbusters.com

P. 106

Desert Forrest Nursery 623-935-1859 desertforrestnursery.com

P. 34

MDI Rock 602-569-8722 mdirock.com

P. 28

Southwest Asphalt 480-730-1033 fisherind.com

P. 8

ASU Engineering 480-965-7773 construction.asu.edu.

P. 16

DitchWitch 602-437-0351 ditchwitchwest.com

P. 107

Metro Engineering & Survey 623-466-6640 metroaz.net

P. 11

Specialty Companies Group 623-582-2385 specialtycompaniesgroup.com

P. 7

Baja Ready Mix 602-503-9391 readymixconcreteaz.com

P. 8

Dynamic Diesel 602-376-1448 dynamicdieselrepair.com

P. 11

Metro Traffic Control 623-879-0610 metrotrafficcontrol.net

P. 36

SSG Equipment Services 480-404-0446 ssgequipmentservices.com

P. 44

BidJudge 602-456-BIDZ bidjudge.com

P. 30

Earnhardt 480-926-4000 nobullfleet.com

P. 22

NCS 928-567-6585 networxcs.com

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Sunland Asphalt 602-323-2800 sunlandasphalt.com

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Blueline Grizzly 928-308-1901 bluelinerockgrizzly.com

P. 44

ECCO Equipment 602-276-2040 eccoequipment.com

P. BC

NECA 602-263-0111 azneca.org

P. 34

Sunstate Equipment 888-456-4560 sunstateequip.com

P. 24

Borderland 520-623-0900 borderland-inc.com

P. 28

EES 480-809-4687 emergencyenv.com

P. 5

New Western Rentals 623-847-3594 newwesternrentals.comw

P. 90

Trench-Ade 833-384-1176 trench-ade.com

P. IBC

Branco Machinery 480-892-5657 brancomachinery.com

P. IFC

Empire Sales Center 520-582-2050 empirecat.com/eloyw

P. 26

Pacwest Rentals 480-832-0855 pacwestrentals.com

P. 85

TWC Contracting 480-597-7402 twccontracting.team

P. 101

Buesing Corp 602-233-3339 buesingcorp.com

P. 42

Fisher’s Tools 800-390-4063 fishertools.com

P. 30

Powerscreen 480-321-9185 powerscreenofcalifornia.com

P. 48

Vermeer Mountain West 480-785-4800 vermeermountainwest.com

P. 36

CalPortland 602-817-6929 calportland.com

P. 36

Forrest Equipment Rentals 602-620-2383 forrestequipmentrentals.com

P. 34

Preach Building Supply 602-944-4594 preachbuildingsupply.com

P. 40

Westroc 480-550-1815

P. 6

CAMS 602-331-5455 cams-az.com

P. 18

GenTech 800-625-8324 gentechusa.com

P. 32

Purple Wave Auction 866-608-9283 purplewave.com

P. 3

WillScot 800-782-1500 willscot.com

P. 80

Canyon State Asphalt Milling P. 4 602-390-8688 csasphaltandmilling.com

GFT Ready Mix 602-269-9206 gftmix.com

P. 91

Quikrete 602-278-4444 quikrete.com

P. 30

WSM 623-936-3300 wsmauctioneers.com

P. 14

Castle Hot Springs 844-276-8052 castlehotsprings.com

P. 10

Insurica 602-273-1625 insurica.com

P. 32

Reuter Fabrication 602-415-0449 reuterequipment.com

P. 101

CED 602-437-4200 cedphx.com

P. 90

Intermountain Fuels 855-463-8358 intermountainfuels.com

P. 81

Rummel Construction 480-222-9922 rummelconstruction.com

P. 49-64

Cemex 602-416-2652 cemexusa.com

P. 44

JS Cole 602-633-0990 jscole.com

P. 108-109

Core Ready Mix 480-887-4922 corereadymix.com

P. 24

KE&G 520-748-0188 kegtus.com

Curry Fluid Power 602-661-6596 curryfluidpower.com

P. 38

Keystone Concrete 480-835-1579 keystoneconcretellc.com

ONE HUNDRED TEN

P. 9

S&S Paving 602-437-0818 sspaving.com

P. 80

P. 9

Salt River Materials Group 480-850-5757 srmaterials.com

P. 74

P. 11

Sharp Creek Contracting 602-437-3040 sharpcreek.com

P. 16

FOR ADVERTISING INQUIRIES CONTACT BILLY HORNER 602-931-0069 BILLY@ARIZCC.COM

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PRSRT STD US Postage PAID Permit #1662 Phoenix, AZ

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602-276-2040

Providing Rentals and Service in AZ, since 1998

Frank Alvarez

Jason Turner

Chris Young

C: 602-769-6725

C: 480-487-0563

C: 602-725-1123

franka@eccoequipment.com

jasont@eccoequipment.com

chrisy@eccoequipment.com

Operations Manager

Inside Sales

Outside Sales