Sep/Oct 2025

VOLUME 14 ISSUE 5

$5.99 SEPTEMBER OCTOBER 2025 SERVING CONTRACTING FIRMS AND THE ARIZONA COMMUNITY. . . THEN & NOW

JOY, HELL, AND EVERYTHING IN BETWEEN: BUILDING THE NORTH LOOP 101 THE VALLEY FREEWAY THAT STARTED NOWHERE AND ENDED THERE TOO GLENN A. MCCOLLUM: CHANDLER’S TALENTED MIDCENTURY MODERNIST THE OLYMPUS CONDOMINIUMS: CARING FOR AN AGING GRANDE DAME MATURE MIDCENTURY GEMS: MANAGING INFRASTRUCTURE ASSETS

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THREE DECADES OF ROLLING OUT PROJECTS GALORE: WHEELER CONSTRUCTION COFFMAN SPECIALTIES WIDENS GATEWAY TO THE WEST VALLEY

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WILLIAM “WINK” AMES: A LIFE DEVOTED TO CONTRACTORS

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Contributors Replacing broken John Crow shovel handles for Molly Hammond my grandfather’s Bill Kelton paving crews at age 12 Clark Lowe Installing wood Lisa Sass stockade and rail fences Luke M. Snell Salesman at Entz White Lumber Doug Sydnor Company in Print and Janet Traylor Phoenix at age 16 architectural

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Arizona Contractor & Community (ACC) magazine is published bi-monthly (Jan/Feb, Mar/Apr, May/June, July/Aug, Sept/Oct, Nov/Dec). ACC is a professional publication designed for the contracting industry, engineers, architects, equipment rentals, suppliers, and others interested in Arizona and its history.

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CONTENTS Contributors - Clark Lowe & Janet Traylor From The Editor: A Day at Europe’s Mini-Pearl Harbor: Gdansk, Poland - Douglas Towne Construction Around Arizona: Projects • People • Practices Back When: Finding Fame at Bashas’ - Douglas Towne Three Decades of Rolling Out Roads, Golf Courses, and Subdivisions: Wheeler Construction - Douglas Towne The Original Luxury Condos in Phoenix: Caring for Our Aging Grande Dames - Janet Traylor Midcentury Gems Turning 50, 60, and Older: Managing Infrastructure Assets Over Time Janet Traylor The Freeway That Started Nowhere And Ended There Too: Building The Outer Loop 101 - Bill Kelton Joy, Hell, And Everything In Between: Constructing The North Loop 101 - Bill Kelton Saluting Arizona’s Builders: William “Wink” Ames Douglas Towne Old School Equipment: Euclid Twin Stack Bulldozer Billy Horner Building on the Past: 1991 – Loop 101 Frontage Road Bill Kelton Architect’s Perspective: Glenn A. McCollum, AIA: Chandler Modernist - Doug Sydnor, FAIA Digging Through the Archives: Wheeler Construction: Masters Of Mass Earth-Moving Operations Billy Horner Bid Results Advertising Index

Front Cover A Wheeler Construction Caterpillar 633 scraper working on the Outer Loop 101 Agua Fria Freeway, 1991.

Article on page 48

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CONTRIBUTORS S OA K IN T H E R E L AXAT I O N CLARK LOWE

JANET TRAYLOR

PAGES 39 & 41

PAGES 56 & 62

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lark Lowe, president and CEO of O’Connor Company, is a seasoned leader with a distinguished background in the U.S. Marine Corps, where he honed his leadership skills and developed a passion for guiding others toward a shared vision.

Clark combines academic rigor with hands-on expertise by holding a BA in Business, an MBA with a Finance specialization, and certifications in Lean Six Sigma Black Belt and Project Management from Villanova University.

Clark’s extensive construction and business management career includes launching successful divisions, driving significant revenue growth, and optimizing operational budgets. With deep knowledge of construction operations and a global network of industry contacts, he has led major project builds in diverse sectors such as high-end retail, healthcare, and hospitality. His focus on strategic partnerships and innovative approaches has consistently delivered measurable results.

As an executive leader, Clark excels in tackling complex challenges using dynamic LEAN solutions to enhance efficiency and drive success. His ability to realign processes and motivate teams has earned him a reputation for leading successful turnarounds in highly competitive environments.

Clark is a sought-after public speaker and former Professor of Graduate Business at Mercy College. He is passionate about mentoring the next generation and prioritizes innovation, adaptability, and a commitment to fostering growth within his teams and the industry.

J

anet Traylor earned a Bachelor of Fine Arts degree from Colorado State University, then moved to Arizona for graduate studies in art and architectural history at ASU. She began her career in commercial art and design, including architectural signage and wayfinding, branding, ad agency art direction, and representation of commercial illustrators and photographers.

She later held corporate leadership positions in marketing and management at PC Globe, a global start-up software company; Cornoyer-Hedrick, an architectural and environmental design firm; APS; and construction and real-estate businesses (Suncor Development, Golden Heritage Homes, and Kitchell Corporation, as Director of Corporate Communications).

She and her late husband founded and managed Trocadéro Wine School, which offered Wine and Spirits Education Trust (W.S.E.T.) certified classes to trade professionals and wine enthusiasts.

Janet has served on the HOA board of The Olympus Condominiums for many years and is currently the association president. She has helped bring many large infrastructure projects to fruition. She believes that careful planning and thoughtful stewardship of vintage properties are essential to maintaining and enhancing property values.

An advocate for historic preservation and a long-time enthusiast of modern architecture and design, she supports groups such as Preserve Phoenix, Docomomo International, and Docomomo US. She initiated her community’s application to the National Register of Historic Places.

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EDITOR’S COLUMN:

A DAY AT EUROPE’S MINI-PEARL HARBOR: GDANSK, POLAND DOUGLAS TOWNE

I

t was a stunning morning, free of clouds and full of promise, as the Viking Sky docked at Port Gdansk’s Westerplatte Berth on the 11th day of our summer cruise through the North and Baltic seas. My wife and I, along with friends I’ve known since graduate school at the University of Arizona, were briefly dipping our toes into the luxurious life on a dream vacation. We had nary a care in the world except for what wonders we’d be treated to in Poland.

But the atmosphere would have been entirely different if we had arrived a tad earlier—specifically, 75 years and 10 days. On that morning, September 1, 1939, the Nazi German battleship Schleswig-Holstein, on an alleged diplomatic port visit, opened fire without warning on the garrison stationed at the Polish Military Depot. German troops soon landed, marking the beginning of the invasion of Poland and the horrors of the Second World War.

Images Courtesy of Author

A massive stone marker I was staring at atop a nearby hill stood as a monument to this unprovoked attack, and concrete ruins visible through the trees were remnants of guardhouses that were valiantly defended by outnumbered Polish troops.

There was little time to contemplate the somber setting with our morning coffee. I would soon board a bus to visit a hydro-engineering marvel, declared one of the “Seven Wonders of Poland,” because it has allowed boats to travel overland since 1860.

Our destination was the 50-mile Elblaski Canal, which runs from Lake Durzno to Jeziorak Lake, two bodies of water with a 100-meter elevation difference. Boats navigate through the canal using locks, except for a steep 6-mile stretch where five water-driven inclined planes and slipways transport them over stretches of dry land like amphibious vehicles.

In 1829, this propulsion system was first used in the Morris Canal to transport coal across northern New Jersey. However, although the Morris Canal was decommissioned in 1924, Poland repaired the damage caused during World War II and restored the Elblaski Canal for tourism and recreation in 1948. It was a shrewd decision by the government, as it provides a fascinating expedition for engineers and those who Top left: Construction overhead while touring Old Town Gdansk, Poland, 2024.

Top right: Water wheels propel the cables powering the carriages that carry the boats overland on the Elblaski Canal, 2024.

Left: Our boat aboard a carriage rises from the lower level of the canal, while another boat on a carriage descends from the canal’s upper level on the Elblaski Canal, 2024.

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SEPTEMBER OCTOBER 2025

Images Courtesy of Author

Above: Monument to the Defenders of the Coast, 2024.

Top right: A memorable building downspout in Gdansk, 2024.

Below right: Ruins of Polish Military Depot at Westerplatte, 2024.

simply enjoy seeing the Polish countryside from a unique wetland perspective.

The voyage across water and land on specially designed boats was a memorable experience. Our Polish guide, dressed in a flamboyant shirt adorned with butterfly species, reminded us of the late gonzo author Dr. Hunter S. Thompson, but with a naturalist’s flair. After passing around shot glasses of Goldwasser, a Polish liquor created in the 16th century, for a morning eye-opener, our guide described the technology behind this historic transportation system that enables boats to traverse hilly canal segments too steep for locks to be used.

The inclined planes, or large ramps, feature two parallel rail tracks and cables that pull carriages carrying the boats. The inclines rise from the lower canal level to a summit and then descend a second, shorter incline to reach the upper canal level. A carriage is lowered down the incline to counterbalance the upward-moving carriage. Once the downward-moving carriage has reached the summit and started down the main incline, its weight helps to pull up the upward-moving carriage.

After the morning expedition, we headed to a lunch featuring traditional foods such as cucumber salad, rye bread, pierogi, and apple strudel in Old Town Gdansk, one of the most prosperous cities in the Hanseatic League. This mercantile trading group existed from the 12th to the 16th centuries.

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To work off the meal, we wandered they surrendered when their ammunition through Gdansk, a city that blends Gothic, and supplies ran out. The day was now overRenaissance, and Baroque architectural cast, and the gray setting suited the somber styles, which was awe-inspiring. Still, I par- memorial, Monument to the Defenders of ticularly appreciated the more plebeian the Coast, created in 1966. Our Polish guide details, such as the downspouts, which mentioned recent sabotage at the port and emerged from carved stone noted that just because bulA HYDRO-ENGINEERING lets weren’t flying at the figures, including serpents.

And, of course, I took note of moment, it didn’t mean a MARVEL THAT HAS construction cranes, transconflict wasn’t ongoing with forming historic buildings for ALLOWED BOATS TO TRAVEL Poland’s oversized neighbor new purposes.

OVERLAND SINCE 1860. to the east.

Our tour returned to the But these concerns port with time to explore Westerplatte, quickly vanished as we reboarded our cruise including the World War II monument ship, where the waiters offered a glass of and ruins. The Polish troops had held out champagne after the long day. With the against an overwhelming force for seven bubbly, I toasted to Poland and its future days. With no hope for reinforcements, peace and prosperity.

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Projects . PEOPLE . PRACTICES

COFFMAN SPECIALTIES WIDENS LOOP 101, THE GATEWAY TO THE WEST VALLEY

P

rogress continues to be made on the Arizona Department of Transportation’s project to add new general-purpose lanes and other improvements to Loop 101 (Agua Fria Freeway) between Interstate 17 and 75th Avenue in northwest Phoenix and Glendale.

Crews are now well into the twoand-a-half-year project, which started in September 2024. Completion is expected by spring 2027.

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CONSTRUCTION AROUND ARIZONA Projects

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Image Courtesy of ADOT

“Those who drive along the project’s work zone can certainly see the advancements to date,” says ADOT Spokesman Doug Nintzel. “This has involved a lot of work to cut into slopes to create room for the wider freeway, improvements to the important frontage roads, and demolition that ultimately will allow wider bridges along the corridor.”

Coffman Specialties, Inc., is the prime contractor on the project. Headquartered in San Diego and with a fully staffed office in Phoenix, its team is also working on a series of two-month closures of on- or

off-ramps, keeping neighboring interchange ramps open to limit the impacts on drivers who need to enter or exit the freeway. The closures are necessary to allow crews to reconstruct the ramps to accommodate the Loop 101’s wider configuration.

Weekend closures are also scheduled when the amount of work to be accomplished requires them.

“It’s a good sign to be more than a third of the way toward completing our goal, which is to improve the freeway’s traffic capacity,” says ADOT Resident Engineer Joel Porras. “We realize it’s not always easy to ARIZONA CONTRACTOR & COMMUNITY

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CONSTRUCTION AROUND ARIZONA Projects use alternate routes during weekend closures. But the improved freeway will be worth it.”

“We, of course, thank drivers and local residents for their patience while at the same time asking all motorists to slow down, stay alert, and merge safely in the work zone,” says Nintzel. “This freeway represents a gateway to the West Valley and, while it won’t happen overnight, there’s no doubt people are looking forward to the day when the new lanes are finished west of I-17.”

Another major improvement will be the addition of a third southbound left-turn lane to the 75th Avenue bridge at the western end of the project’s boundary. The added capacity is designed to help move traffic, Images Courtesy of ADOT

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especially during the morning rush hour, onto eastbound Loop 101 from the growing area north of the freeway.

The project can be divided into nine elements: • Adding one general-purpose lane to the outside of Loop 101 in each direction between 75th Avenue and I-17.

• Widening bridges at 51st, 35th, and 31st avenues and constructing new retaining walls.

• Modifying interchange ramps and frontage roads in some locations.

• Interchange improvements at 75th Avenue to add a third southbound left turn lane onto eastbound Loop 101.

• Adding or modifying noise walls in some locations where warranted.

• Removing the worn asphalt and resurfacing the concrete pavement by diamond grinding.

• Upgrading freeway and ramp lighting.

• Modifying the existing freeway drainage system.

• Replacing impacted landscaping.

ADOT is managing the $140 million project in partnership with the cities of Phoenix, Glendale, and Peoria as well as the Maricopa Association of Governments (MAG), which serves as the metropolitan planning organization for the greater Phoenix region.

The project is scheduled under MAG’s Regional Transportation Plan and is funded through Prop 400, which includes a countywide half-cent sales tax for transportation improvements approved by voters in 2004.

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CONSTRUCTION AROUND ARIZONA Projects Image Courtesy of McCarthy

SCHOOL’S STILL IN SESSION AS MCCARTHY Winslow), this preschool through fourth- phases rather than a typical school rebuild, grade campus is scheduled for a complete which usually happens in two phases,” REBUILDS ROSE LANE ELEMENTARY

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transformation by summer 2027.

An unusual aspect of the Rose Lane rebuild project is the phasing and sequencing of the job, according to Kennedy Taylor, McCarthy’s assistant project manager. “Because of the site’s limited space and being an active campus, we developed a plan for the construction to occur in three

EMPLOYEE SPOTLIGHT

guidance of numerous experts at McCarthy to call upon for support whenever I need it.

cCarthy Building Companies recently began rebuilding the Rose Lane Elementary campus, part of the Madison Elementary School District, located at the northeast corner of Rose Lane and 12th Street in North Central Phoenix. Designed by Grace Design Studios (formerly GHC-Orcutt

Kennedy Taylor, Project Assistant Manager Experience: 5 years with McCarthy

Most memorable day at work: The most recent project I worked on was an elementary school rebuild, similar to the Madison Rose Lane project we are currently starting, and I will never forget how excited the students were on their first day in their brand-new school. Our project team used a classroom in the new school as our office while we built Phase 2 of the project, and the kids would frequently stop by to thank us for building their new school. It absolutely melted my heart.

Favorite job task: I love being challenged every day and working with my team to successfully orchestrate complex projects. It’s fascinating to me that each project we build is unique, and that we continually learn and develop together as we progress through our careers. It is also rewarding to see the finished product after years of hard work, and I love to see the looks on the faces of the students and teachers when they en- Favorite activities away from work: I am a mom of two little girls (4 and 2 years ter their new school for the first time. old) who are the center of my world outMost challenging job task: It’s working side of work. We love to play outside through problems that are out of our when the weather is nice, and we have control but still affect our project and the best community of friends with whom our team. For example, weather delays, we spend a lot of our free time. We love material procurement delays, and work- to travel as a family and experience new force shortages can make it challenging to places whenever possible. manage projects, especially when they’re not anticipated. I’m fortunate to have the ARIZCC.COM

she says.

Phase 1 involves the demolition of one building and the existing playfields, followed by the construction of 2 ½ of the five new buildings. “That’s correct, one building is going to be built in two halves in two phases, which is pretty unique,” Taylor adds.

Phase 2A includes the demolition of eight existing buildings, followed by the rebuilding of 2 ½, and the installation of new playgrounds. Finally, Phase 2B involves the demolition of the remaining two existing buildings and the installation of new playfields.

“Due to its complex phasing and the limited space on the property, this project necessitates a creative approach and will require consistent coordination among McCarthy, our trade partners, and the school district,” she says. “It’s a challenge that we’re all looking forward to!”

Rose Lane Elementary serves over 600 students and places a strong emphasis on the visual and performing arts. The campus reconstruction, funded by the 2023 bond approved by the community, includes a new 47,603-square-foot, two-story classroom building with 28 classrooms, a dance studio, a music room, and an interactive library featuring collaboration spaces throughout.

The project will also include separate kindergarten and physical education buildings, along with a new 8,969-square-foot multipurpose performing arts venue that ARIZONA CONTRACTOR & COMMUNITY

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Images Courtesy of McCarthy

will double as a gymnasium and cafeteria, featuring an indoor-outdoor stage that opens to a raised exterior amphitheater.

The campus will also add a new preschool wing to support the school’s Madison Adventure Club (MAC) program, providing before- and after-school care. Once complete, the campus will include baseball and softball fields, expanded parking, and a district-wide professional development space for training and staff wellness.

Since sequencing and communication are crucial to this project, the Rose Lane

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project team is utilizing a camera to capture 360-degree photos, tracking the project’s progress, and maintaining a detailed record of its progress. “These photos can be shared regularly with the project owner and stakeholders who are sure to appreciate seeing this level of detail and progress,” Taylor says.

McCarthy also utilizes BIM (Building Information Modeling) technologies, including Revizto, to model and coordinate education and construction throughout the building process. “This technology helps us get ahead of potential issues by identifying

CONSTRUCTION AROUND ARIZONA Projects

Above: Principal Andre Reyes speaks at the groundbreaking for Rose Lane Elementary School.

them virtually in the model before they are encountered in real time on a site,” Taylor says. “Our Madison Rose Lane team is also heavily using McCarthy Mapping to radar scan and map existing underground utilities.

Other technologies being used on the project are Procore, Buildr, Textura, and Oracle.”

Major trade partners contracted include: OCM Demolition, ProCON Concrete, Stone Cold Masonry, Progressive Roofing, WW Clyde, Hawkeye Electric, Foothills Fire, Diversified Interiors, and SGSI. Finish subcontractor trade partners will be contracted at a later date.

Taylor states that the Madison School District and McCarthy have a long history of collaboration, which is crucial for this project due to the complexities of rebuilding the campus. “They have experienced McCarthy’s Education team’s capabilities on past projects when it comes to project planning, sequencing, communication, safety protocol on active campuses, and effective coordination with trade partners and our design partners,” she says, of the excitement around the reimagining of Rose Lane’s campus. “We are truly honored to have this opportunity to work with them and the community members who care so deeply about this school.”

ARIZONA CONTRACTOR & COMMUNITY

TWENTY FOUR

SEPTEMBER OCTOBER 2025

W

ith over 32 million square feet of industrial space under construction and a booming medical office market, the Valley has reinforced its position as a premier commercial hub, according to a recent LGE Design Build construction delivery outlook report.

“Phoenix continues to lead as a dynamic hub for industrial development, medical office growth, and innovative mixed-use projects,” says Blake Wells, vice president of preconstruction at LGE Design Build.

“While challenges such as labor shortages and global supply chain disruptions persist, we’re seeing encouraging signs of stabilization in material costs and renewed confidence driven by economic shifts.

The construction landscape in 2025 presents a promising balance of opportunity and resilience, with the Phoenix market positioned for long-term success through strategic planning and adaptive solutions.

A summary of the report’s other key findings includes: Phoenix Market Demand Greater Phoenix’s commercial real estate market reflects a dynamic blend of growth and challenges across sectors as it continues to adapt to shifting demands and an ever-changing economic climate.

Other notables: • The Valley delivered 6 million square feet of industrial space in 2024 Q4 alone— the highest in the nation—and continues to expand its inventory rapidly.

• Medical office space is thriving, with the city leading the nation in leasing activity. This is fueled by population ARIZCC.COM

growth, particularly in areas like Queen Creek and north Phoenix.

• A “flight to quality” in the office market is driving demand for premium spaces in Tempe and Scottsdale, while older Class-B and C buildings face persistent vacancies unless redeveloped or repurposed.

• Retail has undergone significant evolution post-pandemic, with a focus on food-oriented spaces and mixed-use areas.

Construction Labor Between November 2023 and November 2024, construction jobs grew in 65 percent of U.S. metro areas, but Phoenix saw a decline. Other notables: • Phoenix’s construction job count fell from 175,900 to 172,200, a loss of 3,700 jobs or a 3 percent decrease—the fourthlargest nationwide. This was possibly due to the completion of larger projects, including the Taiwan Semiconductor Manufacturing Company. However, construction labor in Phoenix is predicted to rebound in 2025 due to an expected increase in project bidding.

Material Costs Material costs stabilized in Q4 2024, driven by increased confidence following the Federal Reserve’s interest rate reduction in September. This stability comes as demand for materials is expected to grow,

CONSTRUCTION AROUND ARIZONA Projects

PHOENIX MAINTAINS MOMENTUM AS NATION’S INDUSTRIAL CONSTRUCTION LEADER

especially for public infrastructure projects throughout 2025. Other notables: • Labor shortages are driving wages up, which adds to project costs and delays.

This is especially true in areas with large public investments, where competition for workers is increasing.

• Lumber prices vary by region, with the Midwest enjoying lower costs due to local timber, its closeness to Canadian suppliers, and steady construction activity.

• While material prices are stable for now, rising demand, worker shortages, and new regulations could drive costs higher.

Careful planning and flexible sourcing will be key as the market evolves.

Supply Chain Global events and natural disasters continue to challenge the supply chain, yet signs of recovery and stabilization are emerging.

Other notables: • The Panama Canal, a key shipping route, has seen relief from delays due to improved rainfall and a new water recycling lock, though drought risks remain a global issue. In British Columbia, wildfires fueled by drought have threatened lumber production, while similar conditions in Europe and South America have strained agriculture and transportation.

• Hurricanes Helene and Milton compounded challenges, causing significant infrastructure damage in the U.S., particularly in Florida, disrupting construction material supplies and increasing costs. Despite these setbacks, the supply chain has demonstrated resilience.

• Economic trends provide additional relief. Interest rates are at their lowest since 2021, stabilizing material costs, though housing affordability remains limited. Meanwhile, construction material providers are well-positioned for growth, with infrastructure development expected to drive a 5 percent annual expansion through 2028.

Images Courtesy of LGE

ARIZONA CONTRACTOR & COMMUNITY

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TWENTY SIX

SEPTEMBER OCTOBER 2025

CONSTRUCTION AROUND ARIZONA Projects

SUN STATE CRUISES TO COMPLETE HYUNDAI PRESCOTT DEALERSHIP

​L

ong before it officially opened its doors, Findlay Hyundai Prescott was drawing considerable notice from potential customers. “The facility is located at a heavily travelled intersection, so the project drew EMPLOYEE SPOTLIGHT Brian Snow, Sales & Development Manager + Senior Project Manager Experience: 26 years with Sun State Builders Favorite job task: Working with owners, design teams, local jurisdictions, subcontractors, suppliers, field and in-house staff to help the projects not only come to fruition, but to a successful completion – never a dull moment and different every day!

Most challenging job task: See above.

Most memorable day at work: September 11, 2001. Certainly, a devastating day.

We had previously scheduled a meeting with a potential client to come in and sign a contract to begin construction on his new facility. Given the events of the day, we figured he would postpone the start of the project or cancel it altogether. He kept the appointment and, optimistically, signed the contract!

Favorite off-job task: Travel.

ARIZCC.COM

a lot of attention during construction,” scanning for exact tolerances in order for says Brian Snow, Sun State Builders sales & the material to be fabricated and then development manager and senior project installed,” Snow says. manager. ​Sun State Builders used the following ​The Tempe-based general contractor subcontractors on the project: Architecrecently completed the 35,062-square- tural Component Services; Action Ceiling foot, state-of-the-art automotive dealership Systems; Architectural Graphics; Aspen located at 1315 Auto Park Dr. in Prescott. Landscaping; Asphalt Paving & Supply; B&W The $11.5 million design-bid-build Fire Security Systems; Blackmore project features a four-car showEquipment; Cherry Builders; CLM “IT TAKES room, an enclosed service drive, Earthmovers; Commercial Glass; A TEAM TO 17 full-service bays, two new vehiEuropean Techniques; Global cle delivery bays, an automated BRING IT TO ITS Roofing; JSC Contracting; King car wash, and an extensive parts COMPLETION.” Insulation; Listol Painting; Made storage area. The building has in the Shade; On Track Garage glass office partitions and custom ACM pan- Door; Partitions & Accessories; Primera Carels throughout the showroom and boasts an pet One; Pruzina Construction; S&H Steel; upscale customer lounge.

Structures Group; Sun Valley Masonry; TCK As for the final product, Snow says, “As Air Conditioning & Heat; Yavapai Mechaniwith all projects, it takes a team to bring it cal; and Yavapai Power & Light. to its completion.”

S​ un State Builders specializes in projects ​Snow says the most challenging part of for industrial, retail, office, manufacturing, the auto dealership was coordinating with hospitality, and multifamily development. vendors involving car wash, lift and service Its services include design-build, tenant equipment, compressed air systems, oil improvement, and construction managepiping, display furnishings, office furniture, ment. Jim Chamberlain founded the and building and site signage. “Prior to the company in 1973, and after retiring last year, start of the project, research all aspects of it’s currently owned by Mike Forst and the specialty construction to allow for bet- Andrea Piering. The latter is the company’s ter coordination throughout the project,” president, and said of the project, “Deliverhe suggests. ing a dealership of this caliber requires ​The most unusual aspect of the project careful coordination, quality craftsmanship, was coordinating the installation of Aluco- and a shared commitment to excellence bond panels at the exterior fascia and soffit, from everyone involved.” as well as portions of the interior ceilings.

“All prep work had to be completed before ARIZONA CONTRACTOR & COMMUNITY

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Proud Member of

Honoring the Legacy of Stephen Shepherd, Borderland President Devoted Father, Respected Leader, Pillar of the Construction Community

Few individuals leave behind a legacy as enduring and widely admired as that of Stephen Shepherd: a devoted father, grandfather, husband, mentor, and trusted friend across Arizona’s construction industry. Born on July 22, 1965, Steve passed away peacefully on July 16, 2025, surrounded by his family.

Steve’s career with Borderland began in 1983 when he was just 19 years old, with little more than a shovel and an unshakable work ethic. Over the next 42 years, he rose through nearly every role in the company, starting as a laborer and ultimately becoming president in 2014. Steve was a driving force behind Borderland’s growth, helping to shape the culture and values that define the company today. He led with humility and dedication, setting the standard for the integrity we uphold and the quality of work we deliver.

Steve’s in fl uence can be seen all throughout Southern Arizona, where he played a central role in developing some of the region’s most impactful infrastructure and land development projects such as Twin Peaks Road, Sahuarita Road Phase 2, Tangerine Road Phases 1 and 2A, and the I-10/SR-90 Interchange. He also helped bring to life many of the area’s largest master-planned communities including Rocking K, Gladden Farms, Dove Mountain, and more. Yet, those who worked with Steve remember him less for the projects he led and more for the man he was. He was the kind of person everyone wanted on their team, a leader who took ownership behind the scenes, anticipated challenges, and resolved them before they reached the surface. He believed in doing things right, the Borderland way.

Beyond the jobsite, Steve was a pillar in the community. He served as president of both TUCA/ATB and the Centurions, where he was a life-activemember for 22 years, while also contributing to SAHBA and the RTA Technical Management Committee.

Though Steve never sought recognition, his contributions to Southern Arizona’s infrastructure and community are immeasurable. His presence was a steadying force, his mentorship a gift, and his example a guiding compass for generations to come.

His influence transformed Borderland into what it is today, a family.

TWENTY EIGHT

While Steve is no longer with us, his legacy lives on in the roads we travel, the communities we call home, and the work we carry forward each day.

SEPTEMBER OCTOBER 2025

CONSTRUCTION AROUND ARIZONA Projects

MAMMOET DEBUTS WORLD’S STRONGEST LAND-BASED CRANE AFTER TESTING

M

ammoet has officially completed testing the SK6000 – the world’s strongest land-based crane. This process - overseen by the maritime classification services organization Lloyd’s Register, certifies the crane’s safe operation to its specification.

After reviewing the SK6000’s engineering design earlier in its development, Lloyd’s Register confirmed that the test program was suitable for proving its capacity charts.

Over the last three months, testing was conducted at Mammoet’s Westdorpe facility in the Netherlands. A comprehensive functional test program confirmed the crane operated to its specification and the strictest safety levels.

Next followed structural and stability testing, during which the SK6000 was subjected to a range of lift weights and conditions, proving that all components withstand 125 percent overload. These tests covered the maximum extent of all load charts for the crane for all main mast configurations, from shortest (127 meters) to longest (171 meters).

This process tested the crane to a maximum load moment of 520,000-tonne meters at its most strenuous. This load is well over one and a half times greater than the rated load moment of the SK350 - which was previously the world’s strongest landbased crane.

The SK6000 helps Mammoet’s customers across the energy sector to build on a ARIZCC.COM

Images Courtesy of Mammoet

larger scale than ever before, using modularized construction techniques to build in parallel and enhance the efficiency of assembly phases.

As offshore wind components grow to reach stronger wind flows, the SK6000 ensures the future constructability of today’s planned wind farms. As the market develops, and lifting to heights beyond 171 meters is required, its jib can be fitted to enable lifts of 3,000 tonnes to 220 meters.

In the nuclear sector, the SK6000 reduces on-site construction time and increases

safety by allowing larger mass components to be quickly assembled in controlled conditions.

In oiland gas, its vast capacity and outreach allow maintenance and upgrade projects to occur with reduced disruption and new-build projects to deliver economies of scale from FEED to installation and beyond.

The SK6000 will now be boomed down and containerized, ready for shipping to its first project in 2025. To learn more, please visit mammoet.com.

ARIZONA CONTRACTOR & COMMUNITY

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CONSTRUCTION AROUND ARIZONA People

HOW PROFESSIONAL PIPING SYSTEMS ARE SHAPING PHOENIX FROM BELOW GROUND MOLLY HAMMOND ON THE JAMES AGENCY TEAM

A

rizona’s thriving industrial and municipal growth isn’t just visible above ground.

From high-tech data centers to large-scale municipalities and mega resorts, it’s the hidden infrastructure — the piping, fabrication, plumbing, and mechanical systems — that keeps everything running smoothly. A company frequently involved in these complex projects is Professional Piping Systems (PPS).

Though largely invisible to the public eye, PPS has become a key infrastructure contractor, shaping the Valley from underground. The company specializes in industrial piping, fabrication, and mechanical systems that support some of the state’s most complex developments.

The company’s recent growth is tightly aligned with the Valley’s industrial boom, which is now the nation’s third-largest industrial construction market. PPS spans many sectors, including data centers, municipal infrastructure, and entertainment mega-resorts. The company’s work encompasses the tech industry, where it supports hyperscale data centers for companies such as LG and Microsoft. These facilities require robust and reliable piping systems to ensure continuous operation, and the firm delivers on this critical need.

In the realm of municipal infrastructure, PPS partners with Buckeye, Glendale, Phoenix, and Scottsdale to improve their water systems and wastewater treatment facilities. These projects are vital for supporting the region’s rapid growth and promoting sustainable resource management.

Founded by CEO Brian Grindel in 2012, PPS began as a one-man operation, pulling wire on a modular data center prototype.

What was supposed to be a two-week gig

turned into a career-defining opportunity, ultimately leading to the launch of a company that now employs more than 350 people and generates nearly $85 million in annual revenue.

“Arizona is growing fast. The demand for infrastructure that keeps pace with that growth is only going to increase,” Grindel says. “Our job is to be the team you can trust when the stakes are high and the work is critical.”

Under the leadership of Grindel and President Andrew Goodwin, PPS has expanded its services to include fabrication, coatings, HVAC, and plumbing, earning a reputation as a versatile and reliable partner in industrial contracting.

PPS’s success is built on a full-service approach and deep technical expertise. The company has invested significantly in construction technology, using BIM, project tracking software, and digital modeling to enhance efficiency and coordination on job sites. PPS projects a revenue milestone of $100 million by the end of 2025, with plans to expand its operations across state lines and into new sectors.

PPS’s expansion includes new markets in New Mexico, Colorado, and Georgia, as well as specialty sectors like technology,

innovation, and renewable energy. Upcoming projects, such as the Vestar Verrado Marketplace and TSMC, will further solidify PPS’s position as a leading infrastructure partner in the Southwest and beyond.

The leadership at PPS is committed to building a sustainable and thriving workforce. Despite the industry’s cyclical nature, PPS has maintained a stable employment environment with no layoffs in its history.

The company has grown from 142 employees in 2021 to over 300 by 2025, offering internal promotion and diverse career opportunities.

Grindel, with his field experience and dedication to the trades, is committed to mentoring the next generation of skilled workers, particularly through youth trade programs. Goodwin, who joined PPS after leading its coatings division, brings a philosophy of humility and calculated risk-taking to the company’s leadership. Through its expertise, innovation, and commitment to its workforce, PPS continues to shape the growth of the regions it serves.

Our work isn’t always visible, but it’s vital,” Goodwin explains. “When people flip a switch or turn on a faucet, there’s a good chance our team helped make that possible.”

This quiet contribution is part of what drives the company’s mission. For PPS, every job is part of something larger — a longterm investment in the infrastructure that will sustain the Valley’s rapid growth for generations.

“We take great pride in knowing that what we build today will still serve communities and businesses decades from now,” says Grindel. “It’s not just a job site — it’s a legacy.”

Images Courtesy of PPS

Left: CEO Brian Grindel and President Andrew Goodwin (l-r).

ARIZCC.COM

ARIZONA CONTRACTOR & COMMUNITY

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THIRTY TWO

SEPTEMBER OCTOBER 2025

CONSTRUCTION AROUND ARIZONA People

FROM LUXURY CARS TO ARIZONA REAL ESTATE: GETTING THERE IS HALF THE FUN JOHN CROW, CEO OF CENTURY 21 COMMERCIAL

W

hen people ask how I transitioned from the world of Ferraris and Porsches to Arizona land use meetings and commercial lease negotiations, I tell them the truth: it wasn’t a detour; it was a natural evolution. I’ve always been driven by two things: building high-performing teams and helping people find the right fit, whether that’s a high-end sports car or a high-visibility commercial corner.

I was raised on a dairy farm in Tolleson, Arizona, and spent summers driving tractors across the fields that are now Westgate.

After college, I took an entry-level position at a local rental car company. Within 10 years, I’m leading the nation’s largest provider of luxury automotive services. We partnered with some of the most iconic brands in the world - Mercedes-Benz, Ferrari, Porsche, BMW - and built a business that delivered excellence in every detail, from product launches to client experiences.

That time taught me something invaluable: you can’t fake quality, and if you want loyalty, you must deliver results.

That same philosophy guides me today in real estate.

One of my favorite memories in this business dates back to an early time when a client approached us with what seemed like a challenging property—an aging industrial building situated behind a freeway interchange. It had sat vacant for more than a year. However, I noticed something that others overlooked: the logistics potential, the ARIZCC.COM

growth of e-commerce, and the shift in con- land, industrial, retail, office, and multifamsumer habits following the recession. ily sectors and ensured they were equipped We assembled our team of special- with the best data, tools, and marketing ists, analyzed the market, and developed a platforms available. repositioning strategy. Within months, we Back then, driving signs and calling brosecured a long-term tenant at above-mar- kers were still standard practice. Today, ket rent and helped our client 1031 that we’re running AI-assisted site analyses, equity into a Class A retail asset. That geotargeted digital ads, utilizing drone one deal created a ripfootage, and leveraging ple effect that fostered IT’S ALWAYS THE SAME: A NEW predictive analytics. What long-term relationships, changed is the need MARKET EMERGES, A GOLD hasn’t generated referrals, and for relationships because led to further investment RUSH ENSUES, AND BY THE TIME even in a world driven by opportunities. It wasn’t THE MESSAGE REACHES THE technology, real estate is just about leasing space; still about building and it was about vision, tim- MASSES, IT’S DEVOLVED INTO A maintaining them. ing, and trust.

Arizona’s real estate PONZI SCHEME FRENZY. When I acquired our market has undergone brokerage in 2010, Arizona was still limping significant changes in the past 15 years. out of the crash. Inventory was high, confi- Suburbs have matured into economic dence was low, and many brokerages were engines. Once sleepy bedroom corridors either shrinking or shutting their doors. But like Surprise, Buckeye, and Goodyear have we saw an opportunity. I hired specialists in become hotspots for logistics and industrial Images Courtesy of Author

ARIZONA CONTRACTOR & COMMUNITY

THIRTY FOUR

SEPTEMBER OCTOBER 2025

ARIZCC.COM

CONSTRUCTION AROUND ARIZONA People

development. Established submarkets like Mesa and Chandler are reinventing themselves with tech and big data. And the demand for housing, commercial space, and redevelopment isn’t slowing down.

But neither is the competition.

Over the next five to ten years, Arizona is expected to continue experiencing rapid growth, but smart growth will be the key differentiator. Water use, infrastructure limitations, and zoning reform will shape how and where development can occur. Investors who understand entitlements and adaptive reuse will be the ones who stay ahead of the curve.

The tariffs are a relatively new conversation, but we’re already seeing increased demand for flex space, last-mile distribution hubs, and small warehouses. The rise of remote work hasn’t eliminated the office class; it’s simply forced it to evolve. Just like Amazon didn’t end retail, regional malls won’t die; instead, they will continue to evolve their offerings, leaning more heavily on food, entertainment, gaming, and experiential offerings. Meanwhile, the multifamily sector is in a period of overbuilding and is likely to see a significant correction. In general, the future across all asset classes depends heavily on interest rates and whether or not we can provide enough affordable housing for the workforce we’ll need.

Our team is heavily focused on staying ahead of these shifts. We continue to invest in training, data, and tools, but just as importantly, in mentorship and collaboration. Because when our people grow, so does our reach.

Every cycle yields fresh fads. In the mid-2010s, it was fix-and-flips and REOs. A few years later, it was a coworking space.

Remember WeWork? More recently, we’ve

a Planning and Zoning Commissioner for the City of Glendale and to support community causes through Rotary International and local sponsorships. I believe that leaders should create value beyond the balance sheet value for their teams, their families, and their neighborhoods.

That belief shows up in how we hire, train, and engage our staff. We’ve won the JD Power and Associates Customer Service Award four times. Still, I’m most proud of the culture we’ve built—one where integrity matters more than volume, and collaboration trumps ego.

My long-term vision isn’t just about scaling the business. It’s about building a lasting impact on the communities we help shape, seen syndicators promise 10%+ annual the deals we help structure, and the people returns on multifamily projects that were we help grow. upside down before they finished conIf there’s one thing I’d tell a young prostruction. It’s always the same: a new fessional getting into this field today, it’s market emerges, a gold rush this: chase wisdom, not ensues, and by the time money, and you’ll end THE BIGGEST PITFALL I the message reaches the up with both. Learn from SEE IN TODAY’S MARKET every transaction. Ask betmasses, it’s devolved into a Ponzi scheme frenzy. ter questions. Be obsessed IS SHORT-TERMISM. Here’s what I’ve learned: with the details. And always EVERYONE WANTS A markets reward those who remember—you’re not just stay disciplined. Due dil- QUICK RETURN, BUT REAL selling space. You’re stewi g e n c e , c o n s e r va t i v e arding someone’s dream.

ESTATE, ESPECIALLY underwriting, and long-term Arizona is a land of thinking always win over COMMERCIAL REAL ESTATE, opportunity—but only for speculation. I’ve walked those who show up, stay IS A MARATHON. away from more deals than sharp, and think big. I’m I’ve done, and I don’t regret any of them. proud of what we’ve accomplished and The biggest pitfall I see in today’s mar- excited about what’s to come. As the market is short-termism. Everyone wants a quick kets shift, as the tools evolve, and as new return, but real estate, especially commer- challenges emerge, one thing remains true: cial real estate, is a marathon. If you’re only great real estate professionals don’t just thinking about this year’s yield, you’re going react. They lead. to miss the season of bountiful harvest.

And that’s precisely what we plan to Real estate is what I do, but service is keep doing. who I am. I’ve been privileged to serve as Images Courtesy of Author

ARIZONA CONTRACTOR & COMMUNITY

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THIRTY SIX

EXPECT MORE ... WE DELIVER!

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SEPTEMBER OCTOBER 2025

LUKE M. SNELL, P.E.

W

hile conducting a seminar in Pakistan in 2006, a military officer told me that the previous year, a 7.6 earthquake hit the northern frontier of his country, destroyed entire towns, and killed over 86,000 people. The devastation was so great, and the sites were so remote that rebuilding would take a long time.

The government had established staging areas to supply cement and reinforcements, enabling contractors to collect the necessary supplies for rebuilding and use them with local aggregates.

The military officer, evidently educated as an engineer, explained that the extensive building failures and resulting deaths were due to the buildings lacking the required reinforcements and the concrete being significantly below the specified strength. During construction, there was little dependable inspection, and he theorized reinforcement; therefore, it was not that the contractors saved money by using necessary to determine the size of the substandard concrete and using less rein- installed reinforcement. forcement than specified or needed. The 3. A carpenter’s level would determine if earthquake exposed the poor construction the construction was vertical and level. that was used in the past. The government 4. A measuring tape to compare the wanted the new construction to be done inspector’s measurements to those required correctly this time rather than in the plans and specifications.

I HAVE BEEN INVOLVED risking a future disaster.

5. The inspectors would He further explained that IN PROJECTS WHERE need to be trained to use this the few inspectors in the counand ensure they INSPECTIONS WERE NOT equipment try were poorly educated and could read and understand CONDUCTED OR THE the plans and specifications. underpaid, and he doubted that inspectors would conduct INSPECTOR FALSIFIED 6. I did not mention the onsite inspections correctly, safety equipment necessary THE REPORTS. as they were susceptible to for the inspectors. Hopefully, bribes. The success of this entire project the contractors would provide ladders, man depended on thorough inspection, yet the lifts, a designated work area, and assistance government allocated little money to ensure to the inspectors as needed. it was done correctly.

Inspection is a problem in many develHe inquired whether there was sim- oping countries. Little to no inspection is ple equipment available to verify that the performed on the construction site; thus, construction was done correctly as a final mistakes or oversights often go undetected inspection before the government paid the and uncorrected. In the U.S., we have contractors. I told him the following equip- attempted to fix this issue by requiring the ment could be purchased for less than inspection of critical items to be made by $1,000 (in 2006 dollars): qualified inspectors. I will highlight some 1. A rebound hammer is used to estimate items with which I am familiar: reinforcethe strength of the concrete by identifying ment inspection and concrete placement whether it is consistent and within the monitoring. expected strength range.

On major construction sites, reinforce2. A metal locator to determine if ment is to be inspected by a certified reinforcement has been placed and to verify inspector to verify that the correct-sized its correct location. Note: The government (i.e., the specified diameter) reinforceprovided only one size (diameter) of ment has been placed in the proper ARIZCC.COM

CONSTRUCTION AROUND ARIZONA Practices

CONSTRUCTION INSPECTION A KEY TO SUCCESS

location, as required by the plans and specifications. Only when this inspection is satisfactorily completed can the concrete placement occur.

During concrete placement, a qualified inspector is required to perform routine tests on the fresh concrete to ensure that the delivered concrete meets the specified requirements. The inspector also cast cylinders that would be tested later to ensure the concrete had achieved the required strength.

Yes, we do have hiccups. I have been involved in projects where inspections were not conducted or where the inspector falsified the reports. These are unusual and represent a small percentage of construction projects.

On one project, I had a full-time inspector onsite. I was the engineer in charge of the quality control of concrete. My inspector told me that the contractor hinted he would be given an expensive outdoor cooker if he omitted a particular item from his report.

The contractor ensured that he worded it so that it would not be considered a bribe unless the inspector chose to follow through on the offer.

This information underscores the importance of inspectors being professional, well-trained, and adequately compensated.

By considering inspection an essential part of construction and providing sufficient financial resources, we can ensure that our construction is both safe and accurate.

ARIZONA CONTRACTOR & COMMUNITY

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CLARK LOWE, PRESIDENT AND CEO OF O’CONNOR COMPANY

N

owhere is the saying “Time is money” more fitting than on our commercial construction projects. As I see it, construction continuity — or how we choreograph human resources, materials, and phasing — is the most critical aspect of our field.

Emerging technology is beginning to streamline this vital process. We can harness its complex predictive power to enhance our productivity, scheduling, conflict control, and more.

Better planning right from the start First, let’s examine planning. Remember the old days, sitting around and redrawing plans over and over? That process consumed a significant amount of time. Worse still, it always left some room for mistakes and mix-ups.

Now, when we plan using Building Information Modeling (BIM), we come away with a 3D model that shows every detail of our finished building before breaking ground.

This process inevitably leads to a project with fewer mistakes. We also waste far less time going back and forth with architects, engineers, stakeholders, and sub-contractors about changes.

With BIM, everyone receives updated plans in real time and can jump in and work together. This eliminates a significant amount of the miscommunication that previously hindered us during planning and construction. Not surprisingly, our projects

ARIZCC.COM

CONSTRUCTION AROUND ARIZONA Practices

HOW EMERGING TECHNOLOGIES IMPACT PROJECT TIMELINES AND BUDGETS

tend to move much more quickly as a result. Smarter management across the entire The potential benefits are incredible, project with AI but BIM involves an initial cost for software, Finally, let’s examine the new wave of training, and hardware like all new tech. We software tools powered by artificial intelneed to factor these costs into the project ligence. This tech development is akin budget early on. to having a crystal ball for the project in Speeding things up on-site many ways.

When we get to the actual building AI software ties everything together. stage, we see the value of many new tech- It leverages data from BIM, drones, and nologies. Autonomous robots to enable us to machines slash budgets make more informed EMERGING TECHNOLOGIES by performing repetitive decisions. It scans inforARE REVOLUTIONIZING THE tasks without taking a mation from our previous CONSTRUCTION INDUSTRY BY projects and thousands of break. Additionally, they perform the work with similar construction projHELPING US PLAN BETTER, a level of accuracy that ects worldwide to identify surpasses that of human AUTOMATE REPETITIVE TASKS, patterns that could lead to workers. Traditional sur- CUSTOMIZE PARTS ON DEMAND, delays or cost overruns. veying might take days With AI, we make our AND USE DATA TO MAKE or weeks, but a drone budgets go further by utiSMARTER DECISIONS. can do the job in hours, lizing resources efficiently sometimes even minutes. and minimizing unnecesOne example of emerging technology sary expenses. We work to mitigate supply that impacts our timelines and budgets chain snags and product shortages before on-site is additive manufacturing, also they become costly delays. All of this known as 3D printing. Imagine printing out enables us to manage our budget far more custom parts right on-site. It eliminates the accurately than we ever have before. wait time for prefabricated components to Getting started with AI tools presents arrive. Even better, they fit perfectly every an initial cost for the software and training. time because they’re made to order, which However, it’s worth it if it helps us avoid significantly speeds up the process. costly delays and busting the budget.

In terms of budget, 3D printing allows Balancing costs and benefits us to utilize materials more efficiently and Of course, adopting all these technolminimize waste. We need to purchase the ogies requires us to thoughtfully balance printers and special materials upfront, but the benefits with the costs. The upfront we are saving in several essential ways. investment in software, gear, and trainFirst, we save on shipping and storage costs ing is significant. However, the long-term since we make parts on-site. Plus, less waste benefits we stand to gain — such as fewer always equates to more savings. errors, increased efficiency, and reduced waste — tend to make the initial investment worthwhile.

Large companies can spread these costs across multiple projects, making the expense somewhat easier to manage. For smaller outfits that struggle with initial investment, grants, tax breaks, and low-interest loans can be a valuable resource.

They can level the playing field and help more firms adopt these advancements.

Emerging technologies are revolutionizing the construction industry in a significant way. They help us plan better, automate repetitive tasks, customize parts on demand, and use data to make smarter decisions.

This all leads to faster project completion and better budget management. As our industry evolves, those who adapt to these changes will have the edge, completing projects more quickly and cost-effectively than ever before.

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FORTY

SEPTEMBER OCTOBER 2025

CLARK LOWE, PRESIDENT AND CEO OF O’CONNOR COMPANY

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recent KPMG Global Construction Survey asks construction and engineering professionals which technologies have the greatest potential for return on investment. They report that integrated project management information systems, Building Information Modeling (BIM), advanced data analytics, smart sensors, construction drones, and mobile communication platforms are becoming indispensable.

However, an increasing number of construction businesses are revealing that they are in critical financial distress.

In tough economic times, running a small construction company is a challenging endeavor, especially when new technology is constantly emerging in our field. We’re all discussing how drones, 3D printers for additive manufacturing, and AI-driven software can revolutionize our work, but it’s certainly no easy task to integrate those tools into small operations. The truth is that small companies face an uphill challenge in keeping pace with larger companies in terms of technology.

High Costs Right Out of the Gate First, of course, we need to discuss money. The upfront cost of new tech is becoming an insurmountable roadblock for many small operations. As you can imagine, tech like drones, 3D printers, and the latest BIM software doesn’t come cheap.

For smaller crews, every penny counts, and they rarely have the extra budget to invest in a constantly improving stream of high-tech gear. Not to mention, once these small construction operations acquire the tech, they must train their workers to use it. That means taking them off the job and putting in extra time they might not have.

Lack of Specialist Know-How Another huge hurdle is expertise. Large companies can afford to hire tech experts who are familiar with the latest software and devices. By contrast, many smaller outfits rely on their crew to wear multiple hats.

Expecting them to master new tech on top of their regular work is asking a lot. ​Additionally, smaller construction companies often lack the same connections as larger players. This almost always means they miss out on the best deals when buying tech. It also means they typically wait ARIZCC.COM

longer for support when things go sideways.

It’s a lot harder to get everything running smoothly without the right help.

The “Why Fix It If It Ain’t Broke” Mindset Construction has a long history, and it’s easy for folks to get set in their ways. Smaller companies rely on tried-and-true methods because they’ve managed to keep the lights on for so long. Convincing the crew to ditch their trusted tools and processes for something new and untested isn’t easy.

Managers adopting new technology on the construction site are also up against a fear factor. Many employees rightfully worry that new tech could replace their jobs or make the work they’re doing more complicated. As project leaders, it’s up to us to show them that these innovations are tools to make their jobs easier and keep our company competitive.

The Headache of Getting New Tech Up and Running When a small construction company decides to invest in new tech, the actual process of rolling it out can throw a wrench in operations. Smaller companies don’t have the cushion to deal with the downtime and glitches that come along with new tech.

These hiccups eat into tight budgets and schedules. ​Smaller outfits may not have the project management chops to integrate new systems without making things more chaotic. As a result, they often fail to reap the full benefits of their latest tech. Many even end up with new headaches. We also have to remember that smaller companies don’t operate on the same scale as big operations. Innovations often shine best on big projects. For those working on smaller jobs, the return on investment might not justify

CONSTRUCTION AROUND ARIZONA Practices

THE CHALLENGES SMALLER COMPANIES FACE WHEN INTEGRATING CONSTRUCTION INNOVATIONS

the expense.

Small construction companies have their hands full just getting the basics done and staying profitable. Keeping up with the fast pace of tech advances, on top of everything else, is exhausting, and playing catch-up with every latest gadget and software can feel like a losing battle.

How Small Construction Companies Can Compete Even with all these challenges, smaller companies have ways to make tech integration less painful. They can explore government grants and subsidies designed to promote innovation in construction.

Establishing partnerships with tech vendors may also secure better deals and potentially lead to a pilot program to test new solutions without incurring significant costs. Collaboration with other small firms can be a lifesaver. Pooling resources and expertise can help spread the cost and risks associated with new tech.

For small companies, jumping in headfirst isn’t the best approach. Gradually introducing new tech is often a smarter approach. They can start small, get their feet wet, and see how it fits. My advice is to introduce the new tech on less critical projects before rolling it out company-wide.

It allows you to make adjustments and prevents the team from getting overwhelmed.

Bringing in new construction tech is tough for smaller companies. High costs, lack of expertise, stubborn resistance, and implementation hassles are all big hurdles when crews operate on a smaller scale. With strategic planning, the benefits of improved efficiency, cost savings, and staying competitive make it worthwhile.

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FORTY TWO

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“When employees communicate to their friends and family about good pay, great management, and growth opportunities, they help develop referral programs,” says Dr. Kokkelenberg. “This method of reachTHE ASSOCIATION OF EQUIPMENT ing out to local candidates is particularly MANUFACTURERS (AEM) effective and helps fill open employment iring and retaining skilled construction opportunities with high-quality candidates.” employees, as well as finding reliable Leveraging Outreach and Training workers, are essential focus points and real Dr. Kokkelenberg stressed the imporchallenges for employers. Turnover rates tance of proactive outreach to find remain high, job seekers have increased qualified talent. Initiatives such as summer expectations, labor shortages persist, and internships, partnerships with community employers feel the pressure to meet proj- colleges, collaboration with the Department ect deadlines with a weakened workforce. of Labor, and participation in the DepartOrganizational development veteran ment of Defense SkillBridge Program for Dr. Larry Kokkelenberg has over 40 years of transitioning service members help employexperience coordinating workforce efforts ers build pipelines of skilled workers. Digital with employers. He trained over 200,000 platforms, local job fairs, and community leaders, authored two books, and witnessed partnerships also play a role. firsthand the costly consequences of hiring However, the construction industry saw mistakes. During the award-winning CON- extraordinary labor shortages throughEXPO-CON/AGG trade show in 2023, he out 2024. According to the U.S. Bureau of shared valuable insights and Labor Statistics, in Septemstrategies for attracting top SALARIES, WORK-LIFE ber 2024, the unemployment talent and building a resilwas 3.7 percent, and the BALANCE, JOB SECURITY, rate ient workforce. construction industry had AND LEADERSHIP The Cost of the Wrong Hire 288,000 open positions.

Recruiting the wrong In a recent Workforce OPPORTUNITIES ARE person for a skilled construcSurvey Analysis by the Assotion role can bring long-term CRUCIAL TO MAINTAINING ciated General Contractors of challenges, including high EMPLOYEE ENGAGEMENT. America (AGC), 94 percent of turnover, increased training respondents reported having costs, and project delays. According to Dr. openings for skilled labor positions in the Kokkelenberg, effective hiring begins with construction industry, a 9 percent increase identifying the traits and habits of success- from 2023. ful employees and creating a framework for “It’s hard to get the exact experience you interviewing and selecting ideal candidates. want today,” Dr. Kokkelenberg said. “More This backward approach to recruitment organizations will need to invest in training enables companies to attract individu- once they have hired the right person.” als with the right technical skills, safety Furthermore, the AGC survey found that competencies, and a mindset that fosters 42 percent of respondents increased their teamwork. When companies hire the right spending on training and development. people, they reduce turnover and foster Meanwhile, 61 percent reported increased programs that encourage existing employ- pay rates for hourly skilled labor within the ees to recommend candidates from their last year. These workforce strategies develprofessional networks. oped as 62 percent reported that available Images Courtesy of Author labor is not qualified to fill professional roles in the construction industry.

Employee Retention Starts with Employer Accountability Once the right people are hired, retention becomes a shared responsibility. Dr. Kokkelenberg argued that “If employees see no growth opportunities or feel undervalued, they’ll look elsewhere,” he says.

Retention also requires an investment in training that exceeds basic requirements. Employees who feel valued and see that their employer is invested in their

CONSTRUCTION AROUND ARIZONA Practices

HIRING AND RETAINING CONSTRUCTION EMPLOYEES STARTS WITH ATTRACTING THE RIGHT CANDIDATES

H

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Above: Dr. Larry Kokkelenberg.

Below: AEM education session.

development are more likely to stay. “Training should show employees they are part of the company’s future,” Dr. Kokkelenberg adds. “It’s not just about compliance; it’s about demonstrating their worth.”

Continuous Recruitment: A Strategy for Stability Even with positions filled, Dr. Kokkelenberg advised companies to maintain an ongoing recruitment strategy to prepare for unexpected turnover. “You are hiring and looking for good people all year long,” he says. “Even when all your crews are together, you’re still looking for good people.”

Employers must also address internal factors, such as pay scales, work environments, and opportunities for advancement, to minimize turnover and build a stable workforce.

The construction industry’s labor shortages remain a pressing issue. Still, as outlined in Dr. Kokkelenberg’s downloadable E-book, 4 Steps To Hiring and Retaining Good Employees, the right strategies can make all the difference. From effective interviewing practices to robust onboarding programs, employers can cultivate a workforce that meets today’s demands and drives long-term success.

Dr. Larry Kokkelenberg holds a doctorate with dual specializations in clinical and industrial psychology. He brings a multifaceted background as a successful entrepreneur, having founded and led several companies, including an asphalt paving firm.

ARIZONA CONTRACTOR & COMMUNITY

BUILT ON EXCELLENCE, THE INSURICA SOUTHWEST TEAM REMAINS COMMITTED TO HAVING THE CONSTRUCTION INDUSTRY’S BACK IN MANAGING RISK

S

ome things never change. At INSURICA Southwest, one constant remains: the pursuit of excellence. The life, achievements, and legacy of our founder, Wink Ames, have been celebrated in Arizona Contractor & Community magazine, including this issue on page 74. In these stories, we highlighted the importance of understanding the construction industry when partnering with our clients to mitigate contractor risks. Construction is an industry where excellence is essential, and “Excellence with Purpose” is the motto at INSURICA Southwest when collaborating with our construction clients.

While our pursuit of purposeful excellence is unwavering, change is inevitable.

There is a fundamental truth in the universe that things are constantly evolving and transitioning. Those on the INSURICA Southwest team in Phoenix are no exception to that rule.

FORTY FOUR

This reality highlights a change in leadership that took place at the beginning of 2025. As most people were bringing in the new year, thinking about what goals they wanted to set, the INSURICA Southwest team was welcoming its newest President, Branch Leader, Cliff Spickler.

While Cliff was asked to take on this new responsibility, he realized that his new role symbolized change that both internal and external parties would undoubtedly feel in the coming years. But with that change came a renewed commitment from the INSURICA Southwest team to maintain the culture that Wink Ames and Steve Minard cultivated so many years ago. The culture at INSURICA Southwest, formerly MinardAmes Insurance Services, has been, is, and will be one of “Excellence with Purpose.”

Blake Johnson, after 35 years as the leader and President of INSURICA Southwest’s award-winning Phoenix office, has

returned to a full-time production role and has transitioned his branch leadership responsibilities to Cliff.

INSURICA’s CEO, Mike Ross, says that the Phoenix location has experienced unprecedented growth under Johnson’s watch, following in the outstanding tradition established by the branch’s founders, Steve Minard and Wink Ames.

“Blake’s leadership has set our Phoenix office apart and, above all other INSURICA locations, which made that branch the standard for all others to follow,” Ross says. “It is also Blake’s remarkable and humble leadership style that has prepared Cliff to take the reins and continue the tradition of visionary leadership into the future.”

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“I am both proud and excited to be handing over the leadership role to Cliff Spickler,” Johnson says. “Cliff brings with him a level of understanding, commitment, and humility that will ensure our incredible culture and service to our customers continue for years to come. Likewise, I am looking forward to my new role in helping the agency grow in ways I simply couldn’t before. Exciting times!”

Exciting times indeed. Cliff is the first to comment on just how fortunate he is to have the opportunity to lead the INSURICA Southwest Phoenix office, given the team of experts that surrounds him. “We ride for the brand, INSURICA Southwest, with its Minard-Ames roots, and have been part of a team of insurance professionals who apply their knowledge in a way that shows they are in tune with the construction marketplace. From our new hires to an extremely talented and deep account executive bench, we all strive to achieve purposeful excellence. I am simply blessed to have the celebrated his 17th year at INSURICA perfect mix of talented staff, producers, Southwest. and an equally talented ownership-manChad Hansen, INSURICA Southwest’s agement team.”

Benefits Department manager, says of his Andrew Atkinson, Chad Hansen, and 13 years with the company, “I am fortunate Eric Pach make up the balance of the to work with an amazing group of people owner-manager team at who all have a common goal INSURICA Southwest. The in mind, to find the best “WE DO NOT SELL trio each contributes unique solutions for their clients at skill sets that complement INSURANCE. RATHER, WE all times.” one another, keeping the “We are very intentional HELP PEOPLE BUY IT.” firm on the cutting edge and focused on investing in – ANDREW ATKINSON of all construction risk-reour clients first,” declares lated matters.

Eric Pach, who has been with “I work by the mantra instilled in me by INSURICA Southwest for 15 years. “We work our founder, Wink Ames, who said, ‘We do to bring the most impactful resources, the not sell insurance. Rather, we help people most competitive insurance carriers, the buy it,’” says Andrew Atkinson, who recently most unique ways to reduce our clients'

INSURICA Southwest Team Event, 2025.

costs, and hire the best staff to ensure our clients have the best experience.”

Adhering to the company’s mission of “Excellence with Purpose” is clear at all levels of INSURICA Southwest. Their team is committed to the construction industry as partners in risk with their clients. In all business risk-related matters, from business insurance, health and benefits programs, and surety bonds, their passion shows.

INSURICA Southwest has the tools to help keep your employees safe and your operations profitable. They are here to stay and have the team to act and feel like a member of the construction industry with a commitment to “Excellence with Purpose.”

CLIFF SPICKLER

ANDREW ATKINSON

ERIC PACH

CHAD HANSEN

President & Branch Leader, 9 years with INSURICA Southwest.

Construction Risk Specialist, 17 years with INSURICA Southwest.

Partner & Cost-Reduction Strategist, 15 years with INSURICA Southwest.

Benefits Department Manager, 13 years with INSURICA Southwest.

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INSURICA SOUTHWEST

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Back When

four hour, 6-10 a.m show. The comedic duo, when the radio team arrived at Bashas’ to

FINDING FAME AT BASHAS’ with Munt playing the straight man, inter- record shoppers for later use in broadcasts.

DOUGLAS TOWNE

L

ong before social media turned everyone into a celebrity, hearing your voice on the radio was big news. Phoenix’s early bird radio team of Jim Spero and Paul B. Munt on KXIV, a station at 1400 on the AM dial, used this lure to promote their

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viewed people at apartment openings, auto dealerships, and even at grocery stores like Bashas’, located at the southwest corner of Indian School Road and 32nd Street in 1963.

Spero and Munt were at the grocery store as part of a Meadow Gold Dairy promotional campaign that featured the radio personalities on the side panels of the company’s ½ gallon milk cartons, along with window displays and billboards.

“And that’s gotta be the closest Jimmy Boy has been to milk since he reached the legal age,” cracked Vic Wilmont in an entertainment column for The Arizona Republic in 1963.

The commercial strip was four years old

Hamm Construction Co. of Phoenix built 40,000 square feet of retail space on the 15-acre site, including a Skaggs Drug Center and Serrano’s Department Store and the seventh Bashas’ store in the Valley. Chandler architect Glenn A. McCollum (profiled on page 84) designed the project.

But times changed. Spero and Munt retired from broadcasting, and milk cartons evolved to feature notices to help locate missing children from 1984 to the late 1990s. Wespac Construction renovated the strip center, which reopened as Arcadia Fiesta in 2016. Yet amidst all these transformations, people still crave media attention more than ever.

Left: Jim Spero and Paul Munt (l-r) interviewing a woman at Bashas’ on 32nd Street and Indian School Road, 1963.

Below: Parking lot advertisement for Meadow Gold Milk at Bashas’, 1963.

Images Courtesy of Arizona Contractor & Community

ARIZONA CONTRACTOR & COMMUNITY

THREE DECADES OF ROLLING OUT ROADS, GOLF COURSES, AND SUBDIVISIONS: WHEELER CONSTRUCTION DOUGLAS TOWNE

48

SEPTEMBER OCTOBER 2025

“W

e were the big force in town with residential subdivision site prep work,” says George Ernst, the former chief estimator for Wheeler Construction. “We had approximately 450 employees in the late 1990s, and the company literally couldn’t grow anymore because we couldn’t get qualified workers. It was the place to work in construction in Arizona.”

Ernst is understandably proud of the company that gave him his start in the industry, and likely even understates Wheeler Construction’s impact in Arizona.

The company built freeways, roads, and shopping centers. Chandler Fashion Mall, DC Ranch, Estrella Mountain Ranch, Fulton Ranch, Grayhawk, Greenway Parkway (Seventh to 32nd streets), Mountain Park Ranch, Pima CAP (10 miles of roadway), Scottdale Fashion Mall expansion, and Vistancia

Phase 1 are also part of Wheeler Construc- Construction’s success was the result of tion’s portfolio. a good businessman and a skilled builder Wheeler Construction also built golf who joined forces to create an excepcourses, including 500 Club, Eagle Moun- tional company.” tain, Kierland, Legacy, Longbow, Pebble Another key figure in Wheeler ConstrucCreek, Power Ranch, Sun City West, Sun- tion was Robert “Bob” Johnson, who was dance, and Wild Horse Pass. raised in Southern California. After serving The company was one of Arizona’s lead- overseas in Germany with the U.S. Army ing contractors for 32 years until it closed in Corps of Engineers following World War II, 2010. If not for a weak link and Johnson returned to work for some untimely events, it might Industrial Asphalt for 28 years.

“IF YOU COULD still be thriving today. transferring to Mesa, WORK AT WHEELER After The company was founded Johnson later joined Wheeler CONSTRUCTION,

by Robert J. Wheeler, who was and Seibert. born in Chicago in 1941. After YOU’D BE KNOWN AS The Wheeler Construction serving in the U.S. Army, he executive team was composed THE BEST.” began his construction career of President Bob Wheeler, in the mid-1960s, working for Executive Vice President John Peter Kiewit & Sons. Wheeler then became Seibert, and Senior Vice President Bob operations manager and assistant general Johnson, along with an all-union workforce. manager at Benston Contracting in 1971.

“John and Bob always believed in paying It was Wheeler’s later job with Pulice their people well and making sure everyConstruction that led to the creation of one had full-family medical benefits and a Wheeler Construction, initially a small sub- pension,” Ernst says. The company quickly division paving contractor. “Bob worked gained traction by collaborating with develfor Bill Pulice as an estimator,” Ernst says. opers on subdivision site preparation and “Bill put Bob and Ron, his son, together to subsequently expanded into other constart a paving arm of the company in 1978. struction projects, including street grading, But then Bill wanted Ron back at Pulice, so curbing, and utilities.

Ron sold his share of the company to John In 1982, Geupel Construction Co. of Seibert.”

Columbus, Ohio, purchased 49 percent of Seibert knew Wheeler from their previ- Wheeler Construction’s stock. The merger ous work together at Peter Kiewit & Sons. enabled the Ohio company to support Seibert grew up in Payson and later moved Wheeler Construction with accounting, to Flagstaff. He worked for the predecessor bonding, estimating, and legal services on of ADOT, the Arizona State Highway Depart- short notice. ment, before entering road construction.

Wheeler Construction began addThe company’s co-owners comple- ing public sector projects in 1986. This mented each other’s skills. “Bob was an expansion necessitated a huge equipment ASU graduate and knew the business side,” purchase, mainly of Caterpillar machinery.

Ernst says. “John was a superintendent “Wheeler elected to jump on the highway who knew the workforce and would bring work after the MAG (Maricopa Association in the top union tradesmen. So, Wheeler of Governments) tax passed in 1985,” says

Images Courtesy of Arizona Contractor & Community

Left: Superstition Freeway bridge under construction by Wheeler Construction, 1992.

Above: Robert J. Wheeler business card, 1980s.

Right: Ace Howell, resident engineer, and Bob Wheeler, superintendent (l-r) for Peter Kiewit & Sons, 1966.

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ARIZONA CONTRACTOR & COMMUNITY

Bill Kelton, a long-time contractor. “I know that the first phase of the Superstition/Loop 101 interchange was one of their first big jobs for ADOT.” In addition to public works, Wheeler Construction undertook other projects, as stated in a company brochure from 1986.

“The acquisition of a large earthmoving fleet, comprising motor scrapers and trucks, has enabled the company to compete for

and complete several major golf course projects, involving the movement of millions of cubic yards of earth and rock.” At the time, the company had completed more than $85 million of construction contracts.

Ernst says that Wheeler Construction had so many contracts that it’s difficult to remember them all. “We did the Indian School Road bridge over I-17, the City of Phoenix asphalt overlay program, and

Top left: John and Cecil Seibert representing Wheeler Construction at an AGC Party, 1987.

Left: Bob and Nancy Johnson representing Wheeler Construction at an AGC Party, 1987.

Above: A Cat 980 loader is rolling backfilled slopes, as a Cat 140G grader finishes slopes in the background at Pebble Creek in Goodyear, 1992.

Below: Wheeler Construction concrete crew finishing a monolithic pour on a subdivision in the northwest Valley, 1999.

Images Courtesy of Arizona Contractor & Community

FIFTY

SEPTEMBER OCTOBER 2025

Images Courtesy of Arizona Contractor & Community

Top: Wheeler Construction underground project in Phoenix, facing east on Buckeye Road and 16th Street, 1989.

Bottom: Wheeler Construction creating an artificial lake at Pebble Creek in Goodyear, 1992.

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ARIZONA CONTRACTOR & COMMUNITY

Images Courtesy of Arizona Contractor & Community

Left: Wheeler Construction paving crew in North Phoenix, early 2000s.

Above: Bob Johnson and Jim Jarnigan (l-r) with an AGC safety award presented to Wheeler Construction for their record building the Tarramar community at 67th Avenue and Happy Valley Road, 1998.

dabbled in highway paving after buying a hot plant and milling machines. We worked mainly in the Valley, but also did work in Flagstaff, Chinle, Page, and other areas creating residential subdivisions.”

In 1992, Wheeler Construction completed a $4.3 million project to widen Bell Road to six lanes, install storm drains, and resurface the asphalt between Grand and 99th avenues. That same year, the company was at work on a $19 million project linking Loop 101 in Tempe with the Superstition

and East Papago freeways. Wheeler Construction completed the freeway-to-freeway connections, extended the Loop 101 frontage roads across the Superstition Freeway, and performed freeway reconstruction at the new multilevel traffic interchange.

Billy Horner, ACC magazine publisher, recalls Wheeler Construction’s work on the subdivisions along Kings Ranch Road in Gold Canyon in the early 1990s. “During that time, I worked as a laborer there with my family for DCS Contracting,” he says. “I remember

their equipment spreads being impressively large.” Learn more about Wheeler Construction’s earthmoving on page 86.

Wheeler Construction bought out the CMX underground division around 1995, and that’s when long-time estimator Phil Berger came to work for the company for 15 years.

But the company soon faced a significant issue. Robert Wheeler had built an impressive operation headquartered at 1310 N. 24th St. and was honored by ASU’s Del E.

Right: Wheeler Construction on the MWP Paddleford Wash Siphon Project.

Below: Wheeler Construction concrete stamp in Gold Canyon.

Bottom: George Ernst and Phil Berger (l-r).

Image Courtesy of Author

Images Courtesy of George Ernst

FIFTY TWO

SEPTEMBER OCTOBER 2025

Webb School of Construction as an outstanding alumnus in 1995. But a year later, he died at age 55. “Bob had Lou Gehrig’s disease, and his decline was a slow process,” Ernst says. “After his death, John took over his shares and bought out the Ohio company to become the sole owner.”

At the start of the millennium, Wheeler Construction’s management team was still supported by an impressive staff of engineers, field superintendents, foremen, and accountants. “It was a great company, with three paving crews, 10 concrete crews, three underground crews, six subgrade crews, and 8 to 10 earthworks crews,” Ernst says But the company faced a significant setback during the Great Recession. Wheeler Construction experienced two deaths in 2009. First, Seibert’s daughter, Judy, who was essential to the company, passed away, and then Seibert himself died after a prolonged illness in November. “John’s wife, Cecilia, who never worked there, wanted to keep the company going, but there was a recession, so you had to invest a lot of money to do that,” Ernst says.

Wheeler Construction did not go broke, according to Ernst, who is now Vice President and Sector Manager at Rummel Construction. “Here’s the Reader’s Digest version,” he says. “The owners decided to close the company because there was no one out there willing to take it on, given the economic circumstances. We completed every contract, sold the assets, and closed the pits. It was a sad situation, as it was a heck of a company.”

Ernst worked at Wheeler Construction for 25 years, during which time he met some of the best people in his life. “I thought I would have been one of the owners of it in the end,” he says. “It’s too bad there wasn’t a better succession plan, as it was a tightknit group and a fabulous company. If you could work at Wheeler Construction, you’d be known as the best.”

Editor’s Note: This is an overview of what was once one of Arizona’s biggest construction companies. Arizona Contractor & Community magazine will publish follow-up articles on Wheeler Construction to capture the stories of the individuals who worked there. Feel free to reach out to the magazine with your recollections and photographs of working for the company.

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THE ORIGINAL LUXURY CONDOS IN PHOENIX: CARING FOR OUR AGING GRANDE DAMES JANET TRAYLOR, PRESIDENT, THE OLYMPUS ASSOCIATION

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ollow the construction cranes dotting the skyline of contemporary metro Phoenix, and you’ll find more “luxury condos” sprouting up to join their brethren. Though seemingly a recent trend, 1960s Phoenix had its version of luxury condos, characterized by swanky midcentury towers that introduced high-rise and mid-rise living in the central corridor.

Among those was The Olympus Condominiums, at the northwest corner of Maryland and Central avenues in north-central Phoenix, across from the pastoral Murphy’s Bridle Path.

The project broke ground in August 1963, about six years after the opening of Phoenix Towers, the first high-rise residential building in Phoenix. Developed by R.C. Crabb, head of Monarch Tile Company, one of the largest ceramic tile manufacturers in the U.S., the property was initially named the Monarch Apartments. Original interiors featured its namesake decorative tile.

Chopas and Starkovich, a Phoenix firm, was the architect. (Side note: Robert Starkovich, has an unusual claim to local fame.

He was the associate architect with Petroff & Jones, of New York City, in the design of Big Surf waterpark in Tempe.) Hal Grammer Construction Co. served as the general contractor. Warners Interiors, a leading firm of the day, designed and furnished model interiors.

The project was completed on October 1, 1964, at an estimated construction cost of $1.5 million. Now celebrating its 60th anniversary, The Olympus, like other properties of its vintage, is experiencing a renaissance – and the need for serious renewal of its original infrastructure.

Today’s ubiquitous “luxury condos” often boast open floor plans, “luxury vinyl” flooring, stainless steel appliances, under-mount sinks, subway tile, neutral color palettes, Image Courtesy of Author

Left: View toward community pool and clubhouse; fleur-de-lis breezeblock screens the elevator tower.

Top right: Looking toward one of the penthouse units with a fleur-de-lis breezeblock to the right.

Right: Monarch Apartments along Maryland Avenue, 1968.

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and other interior finishes and fittings. In contrast, midcentury media defined “luxury” in terms of sumptuous, noble living, as evidenced by excerpts from ads and magazine articles of the time: “ … not created for temporary living … but for those few who demand quality … and wish to live at an address of distinction permanently.” “ … luxury for the discerning … a name synonymous with the gracious, the magnificent, the superior … pride of carefree living unknown since the days of the great kings.” “ … the palatial setting reflects the ultimate in peaceful, dignified living … “ This royal splendor was to be found within the five-building complex housing 36 dwellings (four floor plans, from 1,250-1,880 square feet, all corner units). Joining the three residential buildings were a large Grecian pool; a recreational building housing a hobby shop, dressing rooms, kitchenette, and bar; a barbeque area; a central plant; plus underground parking and individual storage units.

Such magnificent, kingly living required solid structural underpinnings. Chopas and Starkovich were among the first in Phoenix to turn to then-new post-tensioned concrete throughout the project. The

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poured-in-place, post-tensioned concrete permitted a long-span, deflection-free roof structure.

Its structural characteristics were touted as a unique and desirable part of the design – the distinctive barrel vaults spanning the entire width of top-floor units in all residential buildings and the clubhouse. Admiration

for these distinctive barrel vaults has only grown over the years. Recent owners have often removed the original sprayed-on finish to reveal the raw concrete, complete with impressions from the original wood-plank and Sonotube® concrete forms.

Even before the days of great kings, concrete construction was prized. But ancient Image Courtesy of Arizona Contractor & Community

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Above: View of The Olympus Condominiums from the southeast.

Top right: Insulating new hydronic pipes within the walls of an individual condo unit.

Right: New pipes in the central plant.

Below: Iconic midcentury pendant light fixtures on the clubhouse’s interior and exterior.

Below right: Original shoji screens allowed conversion of interior spaces for flexible uses.

Roman emperors and modern-day Olympians in Phoenix would have to agree: concrete, though intrinsically strong, is not immune to the ravages of time. Though soaring arches may be reinforced with rebar, over time they can yield to slight cracks, which can become bigger, eventually leading to spalling and failure.

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Other infrastructure elements are similarly prone to disintegration over time: roofs, plumbing and electrical systems, windows and doors, and landscaping elements, including plant material and watering systems. The luxury condos of 1960s Phoenix are all facing similar challenges. Sooner or later, these communities must address infrastructural renewal.

The Olympus Condominiums is just one example. After years of community deliberation and fact-finding, in 2022, its HOA board recommended a special assessment to address significant infrastructure needs: elevator renovation, new roofs, replacement of the original hydronic pipes, and new decks.

With the help of HOA attorney Mulcahy Law Firm, a ballot proposing the assessment was sent to owners in early 2023. Owners ultimately agreed with the need to reinvest in their community, with a significant majority voting to proceed with these major projects.

The first two projects were completed successfully in 2023, starting with work on the elevator by Arizona Elevator Solutions.

Next, with the help of independent roofing expert Brian Hill of WRECORP, historic-preservation architect Bob Graham, Tyler Johnson of Johnson Roofing, and others, the roofs of the three residential buildings were redesigned, torn off, and completely replaced – the first new roofs in

SEPTEMBER OCTOBER 2025

nearly 60 years.

The original built-up roof and multiple layers of foam and coatings were removed and replaced with a new adhered membrane. The tapered design allows rainwater to drain off the roofs. New gutters and downspouts were installed to accommodate improved drainage.

Adjacent concrete arches were repaired, and in some cases, recast to match the originals, by the expert concrete-restoration team at Restruction.

Hydronic re-piping was next, under the watchful eye of mechanical engineer Bob Harris of Peterson Engineering. The original pipes that carried water from the chiller

and the boiler were fragile and deteriorating, compromising HVAC performance.

Old hydronic pipes were removed entirely, starting with supply lines traveling underground from the central plant, spanning the ceiling of the underground garage, turning into vertical stacks within residential buildings, and finally emerging into individual condo units, where they were connected with individual air handlers. New valves were added throughout the system.

Homeowners demonstrated remarkable tolerance, foregoing heating during the winter of 2023-24 and forgiving extensive demo within their living spaces as HVAC contractor Fiat Mechanical and its team cut into walls,

Top left: Demolition of old roofing materials down to the concrete deck.

Above: New concrete arches cast to match the original design.

Below: Delivery of roofing materials.

Bottom left: The new roof with its tapered design now sheds water.

removed original failing pipes and replaced them with new ones, and finally, restored plaster and drywall walls. Significant intrusion and inconveniences were deemed worthwhile as Arizona’s desert summer heat descended and the brand-new hydronic system promised reliable cooling.

Next up: the decks. We can’t wait to get started.

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values, engender pride among owners, and enhance appreciation from the wider community.

The cachet of historic preservation is undeniable. Like Palm Springs, Phoenix is recognized nationally for its Midcentury Modern architecture. On a national level, The Olympus Condominiums and other hisike aging bridges, roads, and concrete unaddressed problems often evolve into torically notable entities benefit from being dams built during the optimistic eco- larger problems that become increasingly nomic boom that followed World War difficult to resolve.

II, residential properties of that era face the need for infrastructure renewal. At a certain Benefits of Proactively Managing point, deferred maintenance turns the cor- Physical Assets ner into outright neglect and can no longer Although the safety and comfort of be ignored. building users are primary concerns, proacThe tragic collapse of the Surfside condo tive stewardship of physical assets enhances tower in Florida in 2021 and the consequent property values. Realtors and other influloss of 98 lives were a dramatic and somber encers notice a community’s commitment reminder of the perils of postponing essen- to upkeep, or the lack thereof. A welltial structural repairs. HOA board members cared-for community can increase property and property managers throughout the country were confronted by the prospect Above: The Olympus Condominiums, still of significant legal liability in not address- going strong after 60 years. Anticipating – and preparing for – major common-area repair ing issues promptly. and replacement expenses have helped offset Postponing the inevitable increases the ongoing, daily deterioration of community risk. It also increases costs due to inflation assets.

Right: Vintage built-in kitchen. over time and the domino effect: minor

MIDCENTURY GEMS TURNING 50, 60, AND OLDER: MANAGING INFRASTRUCTURE ASSETS OVER TIME JANET TRAYLOR, PRESIDENT, THE OLYMPUS ASSOCIATION

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named to the National Register of Historic Places. More than a simple honorific, it qualifies owners for a meaningful reduction in property taxes for owner-occupied homes.

personal dwelling and its site. Whereas Top: Soldier course concrete masonry units. condo owners are responsible for their per- Above: Original perforated-steel fence. sonal living space plus a percentage of the Below left: Cracked concrete at Olympus penthouse-level arch. common areas, which can be significant. Below right: Rusted railing.

Either way, owners are often reluctant to Common Challenges to Taking spend hard-earned funds, especially for Getting a domestic partner on board with Prompt Action infrastructure maintenance and repairs. the need to invest in single-family-home In Arizona, single-family residences are Investing in gorgeous interiors is a lot more repairs can be challenging. Forging consenthe norm, and upkeep is limited to the fun than investing in new waste lines. sus among multiple condominium owners with diverse experiences, opinions, and financial priorities is infinitely more challenging. Also, absentee owners and owners with more than one home may place a low priority on maintaining property where they spend only a fraction of their time – or no time at all. And for condominium communities of a certain age, deferred maintenance can compound these challenges and make solutions even more elusive.

For these reasons, projects can linger for years in the planning stage as HOA leaders work to assess community needs and merge individual opinions into actionable plans supported by a majority of their fellow homeowners.

Not insignificant is the fact that most HOA leaders are unpaid volunteers. Even if a community has a regular ARIZCC.COM

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property-management company, community managers are typically spread thin with day-to-day demands from multiple clients.

Large infrastructure projects can require HOA leaders to assume construction-management roles that eclipse the joys of maintaining flower beds and planning social events for neighbors.

Long-term renovation programs often demand detailed, consistent attention over an extended period, testing the capacity and patience of even those volunteers willing to expend prodigious time on pro bono work in service to their communities. Continuity can also become a challenge in projects extending beyond a few months, as board members may change every year or two.

It takes time, persistence, and strategy to gather information, discern needs, solicit owner feedback, locate advisors and seek professional advice, fine-tune project requirements, develop plans and specifications, procure bids, build community

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support, and assemble funds to pay for major work. And this is before the project implementation even begins!

Above left: Olympus community design meeting.

Above: Contractors and subcontractors often refer to original plans to clarify questions.

Essential Elements: Teamwork, Trust, and Patience Recognizing the many inherent challenges, contractors can be reluctant to work with HOAs. Yet professional expertise is essential in returning vintage properties

to their original glory and keeping them humming for decades to come. The best community managers value such expertise and treasure lasting relationships with knowledgeable, reliable, trustworthy vendors.

MIDCENTURY CONDOS: TIPS FOR SUCCESSFULLY MANAGING AGING INFRASTRUCTURE Invest in long-term strategic planning • Commission a reserve study (the “road map”). Update it regularly to stay ahead of infrastructure needs (e.g., Association Reserves).

• Take the long view: Think of infrastructure investment as a “program” of continuous improvement, vs. one-off “projects.”

• Commit to funding continuous upkeep (of both small and large assets) to reduce the frequency of unexpected repairs and to avoid the high cost of the “domino effect” from deferred maintenance.

• Strengthen the reserve fund, or anticipate inevitable special assessments.

• Cultivate funding sources such as banks that specialize in lending to non-profit associations.

Engage community support and encourage long-term vision • Hold community-wide design meetings.

• Provide regular project updates.

• Encourage owners to serve on the HOA board and reservestudy committees (especially owners with business experience: design, construction, project management, finance, technology; common sense is also an asset!).

Make the best of owners who are willing to serve as volunteers • Distribute information about project goals and progress.

Enlist liaisons to help share updates throughout the community.

• Recruit those with construction and project-management experience.

Cultivate allies to share experiences, offer support, and provide recognition • Reach out to “sister communities,” similar midcentury properties whose board members and managers can convey

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lessons learned from their own challenges.

• Connect with historic-preservation advocates (e.g. City of Phoenix, Arizona State Historic Preservation Office, Modern Phoenix, Docomomo, neighborhood associations).

• Become familiar with real-estate agents who specialize in vintage properties.

• Develop relationships with media contacts and architectural historians (e.g. Brevoort Preservation Strategies).

Adhere to best practices in contracting • Partner with trusted advisors, including independent professionals (historic-preservation architects, interior designers, engineers, roofing consultants, etc.) who can offer qualified expertise and unbiased advice, create bid documents, oversee work, represent owners’ interests, and ensure successful project completion.

• Establish a clear scope of work through professional assessment, design, and specifications. Seek competitive bids based on professional bid documents.

• Aim for the best possible warranties. Work with both the contractor and manufacturers’ reps to ensure they will stand behind them.

• Qualify contractors:wcheck licensing and complaint status (through the Arizona Registrar of Contractors), references, financial soundness, type of bonds held, insurance coverage, and relevant training, certifications, and professional designations appropriate to the scope of work.

• Hire only licensed and bonded contractors for projects that under Arizona law require such.

• Establish a single point of contact for contractors and vendors.

Maintain accurate project documentation for future volunteer community leaders Celebrate accomplishments!

SEPTEMBER OCTOBER 2025

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THE FREEWAY THAT STARTED NOWHERE AND ENDED THERE TOO: BUILDING THE OUTER LOOP 101 BILL KELTON

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hen the bid results were posted, all of us working in the field asked, “Holy crap, what is management thinking?” M.M. Sundt, in a joint venture with Kasler Corporation, had picked up the giant Third Avenue to Maricopa Freeway piece of Interstate 10 just a few weeks earlier, and now we were the low bidder on a $30 million Loop 101 project in Glendale? How would we ever accomplish two major projects simultaneously? Yet, fear and excitement are familiar cousins in construction and are usually embraced with open arms.

For decades, Arizona had been bridled by the heavy hand of the U.S. Department of Transportation. Federal gasoline taxes would be collected at the pump and sent to Washington, D.C., where they would be redistributed to the states with numerous strings attached. Arizona was considered

a “donor state” because we usually paid in more than we received back.

The 1985 MAG (Maricopa Association of Governments) half-cent tax was a way for ADOT to break free and design urban freeways in a manner that fit the region, rather than adhering to the FHWA’s (Federal Highway Administration) one-size-fits-all

standard. The Agua Fria Freeway, between Northern Avenue and Peoria Avenue, was the first freeway to be constructed using these funds and new urban design standards.

Fondly remembered as the freeway that started nowhere and went nowhere, Loop 101 began near the rural intersection of 99th and Northern avenues near the New River channel. It ended at Peoria Avenue near 91st Avenue. The freeway was built from 1986 to 1988 and was a test case for the new standards. The construction team would need to collaborate well if success were to be realized.

When “Big” Mike Murphy called me to say that I was going to be on his team to build this project, I was relieved because the I-10 project was already gearing up and

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Above: A Bid-Well concrete finishing machine used on several portions of the Outer Loop 101 freeway, 1987.

Right: M.M. Sundt Const Co./Kasler Corp. sign on a construction yard fence, 1987.

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Loop 101 was closer to my house. Murphy is the kind of guy who ducks to go through doorways because of his towering height.

He had a team-oriented reputation, so I felt the job would be more fun, in addition to an easier commute.

With Murphy as the master strategist and teambuilder handling project management, me as the master technician (project engineering), and Will Garrison as the master builder (project operations), no challenge would go untamed. On ADOT’s side, Jim Shea, the Senior Resident Engineer, was also a teambuilder and determined to make the project go smoothly, realizing the untested challenges ahead. Shea’s assistant resident engineer and my counterpart was Barry Brown, who was hard-nosed and meticulous about the details.

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Murphy recently recalled that he and Shea had a deal that no problem would leave the project unsolved. If necessary, an after-shift meeting in his office with a bottle of Scotch would be the final arbitration.

Despite the headbutting and arm wrestling over change orders, Brown and I came to respect each other’s honesty. Eventually, we

Top: James Bond Trucking belly dump, used on M.M. Sundt’s excavation under the Northern Avenue overpass, 1987.

Above right: A Kasler Corporation pin commemorating one mile of concrete pavement for Outer Loop 101 project, 1986.

Above left: Kelton’s business card showing the Sundt/Kasler joint venture, 1986.

Left: M.M. Sundt using a Caterpillar D9H and 651 scrapers to remove old asphalt along Peoria Avenue approaching the Outer Loop 101, 1987.

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built a relationship that served us both well in the future.

The project required approximately 1 million cubic yards of borrow. In all their wisdom, the estimators had been generous enough to provide what we would call a “provisional” budget, speculatively centered around an unknown future project. Fortunately, Murphy’s philosophy of building relationships paid off in spades. He leveraged his relationship with Jim Bond of James Bond Trucking and the relationships he had developed at the Flood Control District of Maricopa County, which were established when Murphy was the project manager for the construction of the New River Dam. Bond was willing to sell us material from property adjacent to New River, making it ARIZCC.COM

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Above: Phoenix map showing the Outer Loop 101 during construction, 1989.

Right: Workers installing a rebar skeleton along a wash before pouring concrete, approaching Northern Avenue and east of the Outer Loop 101 freeway, 1987.

Below: Kelton’s drawing of #4 rebar pins used on the Outer Loop 101 freeway construction, 1986.

mostly an off-road haul. Obstacles included the borrow source being in the floodplain and ADOT’s policy of disallowing such sources. However, with a few calls to his contacts at the District, Murphy was able to obtain a specific review of our situation in conjunction with their remapping of the effects of the new dam upstream.

ADOT experimented with pavement designs on the Superstition Freeway in the 1970s, but this project would be a pilot using continuously reinforced concrete pavement. While Kasler had some experience with this method, we had a whole team agreement that we would strive to SIXTY EIGHT

make this a “no-grind” paving project. To a fraction of an hour spent grinding on the give Kasler the best chance to meet this 18-mile route. goal, our team developed techniques for A mule will certainly kick when you push subgrade and base tolerances. My contri- or surprise them. Some in the industry bution was to insist that every operation use would agree that Salt River Project fits that the same wireline control points. description, and on this project, the kick When Murphy saw my would be frequent and unforplan for #4 rebar pins, he “FEAR AND EXCITEMENT giving. ADOT had designed noted their potential for ARE FAMILIAR COUSINS siphons to be installed under flat tires. My response was the New River channel, but “Exactly!” as replacing pins IN CONSTRUCTION AND SRP was not keen on that would be counter to our ARE USUALLY EMBRACED concept. Facing a schedule goal. Murphy gave me one we worked directly WITH OPEN ARMS.” delay, of his booming chuckles and with SRP, with ADOT’s blesssaid, “I like it.” Ultimately, Kasler performed ing, to design flumes across the boxes, and magnificently and achieved at least 1 mile Shea facilitated the state’s approval. of concrete pavement every day; they even Important lessons were learned about had hat pins made to commemorate the critical path scheduling because we built it achievement. The project had the best ride- horizontally, from end to end, for each type ability ever recorded in Arizona, with only of work, and then connected the layers SEPTEMBER OCTOBER 2025

by Murphy and Shea led to a project that set several ADOT records, resulted in meaningful changes to future design specifications, and never required intervention or involvement from anyone outside the project.

Shea went on to manage ADOT’s Traffic Management Center, and Brown later became a Senior Resident Engineer and is now running a major engineering company.

This project occurred before ADOT adopted formal partnering, and its success is a testament to the power of shared goals and mutual understanding of each other’s needs. Each of us would likely point to this project as a significant stepping stone in our careers and industry experience.

Left: Jim Nesbitt, AZ Pavement Profiling; Tosh Moriuchi, Bentson Contracting; and Mike Murphy, Sundt Corp (l-r), during an AGC Committee event, 1994.

Below: New paving facing north on the Outer Loop 101 at Northern Avenue, 1987.

Below left: Grand Opening flyer for the first section of the Outer Loop 101 freeway, 1988.

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vertically. The initial logistics were to construct the job from south to north (from Northern to Peoria avenues). Still, at the preconstruction meeting, we were informed that El Paso Gas would have to lower the 16-inch, high-pressure line that crossed beneath the Northern Avenue interchange.

This caused Sundt to build bridges in the opposite direction while keeping the earthwork, irrigation, and channel work going in the original direction. Since we had logic now moving in opposite directions, the entire schedule had to be redone. In 1986, we didn’t have the computer power or software to do real-time editing, and DOS 2.0 was still the soup of the day.

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JOY, HELL, AND EVERYTHING IN BETWEEN:

addendum, but no commensurate change in quantity was made; therefore, we factored a change order into our pricing advantageously. With extensive potholing and testing prior to the bid, we also determined that we could manufacture the mineral aggregate for the base and paving materiwork, primarily for the concrete paving. Mis- als on-site. sion accomplished!

Timing is everything, and the Salt Lake Clark Hopple, Sundt’s concrete paving City Airport project faced some delays, manager, and Stoney Moore, Sundt’s under- resulting in a shortage of project managers. ground estimator, worked with me from Sundt’s 20th Street office in Phoenix, so we were able to assemble a very tight estimate.

As with many bids, the overall strategy usually prevails, and ADOT had recently implemented a pre-wet specification that required pre-wetting of excavations and pavement. This requirement was added by

CONSTRUCTING THE NORTH LOOP 101 BILL KELTON

“W

e need work for the concrete paving crews!” was the mid-1990s battle cry at Sundt Corp as the 5-mile section of Loop 101 freeway, from 75th to 31st Avenue, was advertised to bid. Sundt’s concrete paving work in Salt Lake City, Utah, and Twin Falls, Idaho, was winding down, and the Loop 101 job was a good fit to keep the drums of the batch plant turning.

Nestled between the frontage roads and bridges that Wheeler Construction had previously constructed, this project was relatively simple: just move 1.8 million cubic yards of dirt, install a large storm drain, and start paving. As the lead estimator on the project, I was tasked with securing this SEVENTY

Above: Komatsu PC1000 excavator loading belly dumps between 67th and 59th Avenues, 1996.

Right: A sketch of the invitation to the dedication of the Agua Fria Freeway Loop 101 from 75th to 35th Avenue.

SEPTEMBER OCTOBER 2025

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Top left: Sundt’s North Loop 101 freeway construction, facing west towards 75th Avenue, 1996.

Above and top right: Komatsu PC1000 excavator loading a 120-ton off-road bottom dump leased from FNF Construction, 1996.

Right: A belly dump truck roll-over mishap during excavation operations, 1996.

As a result, I was asked to step in as the temporary acting manager. It was a logical move, since I had the experience and an intimate knowledge of the project. Barry Brown, whom I had worked with 10 years earlier on the first Loop 101 project, was the Senior Resident for ADOT, which helped leverage a team-oriented effort to move this job along quickly.

The location of staging yards and plant sites was left to “the field” as usual. Now that I was in “the field,” karma caught up with me as we began the hunt for vacant property while starting pre-wet. For the office and yard, we found a deal on 43rd Avenue, but the plant site was a bit more challenging as we had to consider the ton ARIZCC.COM

miles of haulage for asphalt and concrete negotiate a direct connection to the church materials. property across the existing frontage road Fortunately, the Church of Joy had 80 and drainage channel. Once primary crushacres on 75th Avenue covered with mature ing was done in the roadway cut, we hauled orange trees. We were able to secure use the aggregate to the Church of Joy site, of this property in exchange for clearing the where it was screened, washed, and used 8,000 orange trees from the site using an Air to batch both Portland cement concrete Curtain Destructor to burn and asphaltic concrete with the trees in pits. Air curtain onsite plants for the roadTHIS PROJECT WAS destructors are portable base and surfacing.

RELATIVELY SIMPLE: JUST wayWith blast furnaces that reach excavation on the MOVE 1.8 MILLION CUBIC far west end and embanktemperatures over 1,300 degrees Fahrenheit. ment fill on the far east end, YARDS OF MATERIAL, One day, the pastor the bulk of the earthmoving INSTALL A LARGE STORM would require a relatively came out to observe, and after he witnessed the roar- DRAIN, AND START PAVING. long travel haul. The scheding fire pit, he took me aside ule was accelerated due to and asked if we could do some burning on the concrete paving crew’s availability. In a Sunday. After I asked why, he laughed and bold decision that proved to be like cliff divsaid that he’d like to bring out the congre- ing into shallow water, we rented a Komatsu gation and show them our depiction of hell. PC1000 excavator from Road Machinery, When we began crushing material at the and we leased 120-ton off-road bottom excavation site on 75th Avenue, my relation- dumps from FNF Construction to make haulship with Brown paid off, as we were able to ing this material cost- and time-efficient.

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Unfortunately, the logistics were not well planned, and crossing over 51st Avenue, coupled with getting the tall trucks under the overpasses at 59th and 67th Avenues, proved to be too much for the budget and our good favor with ADOT. The big rock trucks were soon abandoned, and we transitioned to double 40-haul units, which are road-legal bottom dump trucks with a second 40-foot trailer tagging along. We added two additional 245 Caterpillar excavators and eventually had up to 30 sets of double 40s, making the 3- to 5-mile haul. We worked seven 12-hour days and often exceeded 25,000 cubic yards per day. We hired trucks from James Bond Trucking, R.E. Monks Construction, and Westran, a subsidiary of Washington Construction.

The storm drainage system was tied into an existing 84-inch-diameter storm drain at 75th Avenue and extended eastward to Above: Facing west from the new 35th Avenue on-ramp during North Loop 101 freeway construction, 1991.

Left: Aerial view facing east over 75th Avenue of the recently completed freeway section, 1996.

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51st Avenue, decreasing in size to 36 inches.

Since the material was sand, gravel, and cobble (SGC), ADOT had not allowed for a cast-in-place option and specified precast concrete pipe for this work.

With the efforts of Moore, Brown, and Ron Williams of ADOT’s State Engineer’s office, we were able to negotiate a value engineering agreement that allowed us to install a cast-in-place storm drain for the majority of the large-diameter pipe.

Concrete barrier rail and curbing were self-performed by Sundt’s crews as well, using ready-mix concrete from United Metro Materials. Using barrier molds bought from Mike Valente, we rented a Gomaco paver and scaled the learning curve to add this type of work to our portfolio. The mold that Valente sold to us coincidentally was purchased by him to slipform the barrier inside of the I-10 Deck Park Tunnel for M.M. Sundt several years earlier.

This project, completed from 1995 to 1997, was a true example of how standardized systems can prioritize the project timeline over all else. As mentioned earlier, I was the lead estimator on the bid and subsequently served as the project manager for the first three months of the project.

Matt O’Connell was the project engineer, and Paul Ochs, who usually worked with the Concrete Paving Group, was onboard early to act as the engineer for the pipe SEPTEMBER OCTOBER 2025

Images Courtesy of Arizona Contractor & Community

Above: Traffic travels along a new overpass on 67th Aveue, with the North Loop 101 still under construction, 1991.

Right: North Loop 101 overpass under construction at 51st Avenue, with Deer Valley High School in the distance, 1991.

Below: Overpass facing south at 67th Avenue and North Loop 101 freeway, 1991.

Bottom: Saw-cut operations during North Loop 101 freeway construction, near 47th Avenue and Beardsley Road, 1991.

installation. Greg Bode took over as project manager once his duties in Salt Lake City were complete.

On ADOT’s side, Brown left early in the project, and Julio Alvarado assumed the role of Senior Resident. Alvarado’s style of management was far different from Brown’s.

After I had returned to estimating on a new airport project in Austin, Texas, I was called back to the Loop 101 project to assist Bodie in keeping the project moving under the challenging new ADOT management. I had worked with Alvarado on the Deck Park Tunnel project and had a decent, although often tense, relationship with him.

One champion worth remembering here is Williams; his contribution to ADOT’s partnering efforts is unsurpassed. Anecdotally, when Moore and I met with him about the NRCIPP (National Critical Infrastructure Prioritization Program) value engineering proposal, he inquired about our line item for the additional cost of importing precast pipe for the small-diameter work.

When we informed Williams that the local pipe companies refused to sell us pipe as retaliation for eliminating the larger precast pipe, he called the supplier to let him know ADOT’s dissatisfaction with this nonsense. He indicated the actions ADOT could take, if necessary, to further erode the Reinforced Concrete Pipe (RCP) market share in highway construction. To no surprise, the supplier agreed to sell us all the pipe we needed.

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ARIZONA CONTRACTOR & COMMUNITY

SALUTING ARIZONA’S BUILDERS: WILLIAM “WINK” AMES DOUGLAS TOWNE

A

rizona contractors long depended on William “Wink” Ames for their insurance needs—and, consequently, to sleep well at night. Ames’s expert guidance ensured that those in the construction industry had peace of mind through proper coverage and by sharing his knowledge and expertise through training.

“Teaching the finance in construction course, probably 250 times in the last 40

years, has changed how many contractors have done business,” Ames told azbigmedia.com in 2013, stating it was his greatest success. “Even though we use finance to teach this material, it really uses finance as a method for learning the operations systems used by contractors at the job level.

Many contractors have informed me that

Images Courtesy of AGC

Image Courtesy of INSURICA

the changes they have made because of what they learned in this workshop are a significant part of their success.”

One could argue that Ames was destined for this job, having followed in his father’s footsteps into the surety bond business. He was born in 1933 to William and Jean Ames in San Francisco. In 1956, Ames earned a degree in civil engineering from the University of California, Berkeley, and then served six years in the U.S. Air Force as a fighter pilot.

Ames began working in the insurance and bonding business for contractors with a bond company in San Francisco when he was 26. He then relocated to Lake Tahoe and Reno before starting in Arizona as Miller & Ames, whose initial clients included Tanner Companies and Sundt.

In 1983, he formed Ames & Associates. “At the time, there were two outstanding, construction-oriented insurance agencies in Phoenix: Ames & Associates and Minard Insurance, run by Wink Ames and Steve Minard, respectively,” says Blake Johnson, the former president of INSURICA Top left: Wink Ames organizing an AGC golf tournament, 1988.

Top right: William “Wink” Ames, 1990s.

Lower left: Minard-Ames display booth at the AGC spring convention, 1991.

Left: Wink Ames receives a gift from AGC Education Committee Chairman Steve Padilla, 1988.

Left top: Fun times at an AGC affiliate breakfast with Kelly Swanston, Traffic Marking & Striping Co.; Wink Ames, Minard-Ames; and Lisa Wormington, ADOT (l-r), early 1990s.

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Southwest. “Wink and Steve both had strong surety, as well as insurance backgrounds, and the two agencies seldom competed against one another, based on their tremendous mutual respect.”

The Minard-Ames Insurance Group was established when Ames and Minard joined forces and is now known as INSURICA Southwest.

“Minard-Ames became known as a true construction specialty agency helping contractors with both their insurance and bonding needs,” Johnson says. As MinardAmes, the agency continued its commitment to and involvement in various construction trade associations through participation in committees and by providing ongoing educational seminars to their members.

“Wink spent his days working as a trusted advisor to his clients and as a mentor and friend to so many in the construction industry,” says Andrew Atkinson, managing partner of INSURICA Southwest.

“You could always expect to see Wink at anything associated with construction, making him a fixture in the industry. He brought his wisdom, inspiration, and guidance to boards, often asking, ‘Who will do what and by when?’”

Ames served as a board member of the Associated General Contractors of America (AGC), where he received the Distinguished Service Award, and the Arizona Builders’ Alliance (ABA), where he was inducted as a Life Director and received the S.I.R. Award (2011). Other honors include the Arizona Construction Pioneer of the Year (2007) and induction into both the Arizona Minority Contractors Hall of Fame and the National Academy of Construction.

When asked by azbigmedia what his best business advice was, Ames replied, “The construction industry is a business, not a trade. The entry barriers are almost nonexistent, which has made it necessary for successful contractors to also become successful business people, just like in other industries.”

After a long and productive career, Ames retired in 2013 and moved to Kapa’au, Hawaii, where he purchased an abandoned macadamia nut orchard and settled into a tropical paradise. He died in 2020 at the age of 87.

According to Atkinson, Ames will be remembered as an inspirational leader in the construction industry, a giving mentor, and a generous friend to many. “He changed people’s businesses, careers, and lives in the most positive of ways,” he says.

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OLD SCHOOL EQUIPMENT EUCLID TWIN STACK BULLDOZER BILLY HORNER

D

uring the 1950s and 1960s, the Euclid Division of General Motors was a significant player in the bulldozer market. Following the conclusion of GM’s contract to supply engines to Allis-Chalmers in 1953, GM acquired Euclid and started manufacturing a new line of heavy machinery.

In 1955, the company unveiled its first twin-engine bulldozer, the TC-12. Equipped with two 194 horsepower GM 6-71 diesel engines, the TC-12 represented a significant innovation. The “T” in the name referred to its twin-engine configuration, while the “C” stood for cylinders, indicating the presence of 12 cylinders in total.

A local Phoenix dealership was established, where the TC-12 was demonstrated to contractors. Min-A-Con Equipment Co., located at 1914 East Buchanan Street, began selling the machines in 1957. The name MinA-Con stood for “Mining And Construction.”

Although Euclid’s smaller bulldozer, the C-6, didn’t debut until 1959, machinery expert Marion Jordan explained that the TC-12 was essentially the product of

merging two C-6 series tractors. However, this combination of machines resulted in some design flaws. The weight of the two tractors, stacked without sufficient redesign of the tracks, created an imbalance.

This issue became apparent when contractors used the machines on slopes, where the weight shift often caused the axle pins inside the track rollers to snap. Jordan recalls these machines coming in for service with the track roller pins damaged due to this problem.

When examining the TC-12, it’s evident that the machine functioned as, in many respects, two separate units. The only connection between them was at the rear, where the steering clutches were located.

The radiators were also situated at the rear of the machine. Ultimately, the TC-12 was phased out in favor of a redesigned bulldozer featuring a V8 engine.

Still, the TC-12 found its place in popular culture. In 1963, Harold Ashton of The Ashton Company in Tucson lent his TC-12s for the filming of Lilies of the Field, starring Sidney Poitier.

Right: Euclid TC-12 working at Sky Harbor Airport, 1956.

Below: A Euclid TC-12 pulling four large sheepsfoot wheels at Sky Harbor Airport, with a Cat D8 twin stack bulldozer in the background, 1956.

Far left: TC-12 advertisement for Min-A-Con, the Phoenix Euclid equipment dealer, 1958.

Left: Actor Sidney Poitier on Ashton’s TC-12 while filming Lilies of the Field in Tucson, 1963.

Images Courtesy of Arizona Contractor & Community

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SEPTEMBER OCTOBER 2025

Images Courtesy of Arizona Contractor & Community

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BUILDING ON THE PAST

1991 – LOOP 101 FRONTAGE ROAD BILL KELTON

T

ransportation priorities and funding from the 1985 half-cent tax were on a collision course by 1990 as spending vastly outpaced revenues. The Agua Fria Freeway (also known as Loop 101) began in Phoenix at Northern Avenue in 1986 and reached Beardsley Road at 75th Avenue by 1990; however, it was still a freeway that started and ended without a connection to any other freeway.

With a $23 million contract to Wheeler Construction, ADOT planned to finally connect Loop 101 to Interstate 17 via frontage roads, pending funding for the freeway.

Wheeler built the frontage roads along with

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the future freeway underpasses at 67th and 59th avenues, and overpasses at 51st, 35th, and 31st avenues.

Constructing frontages and cross street grade separations ahead of the mainline freeway (its primary travel lanes) is a typical ADOT sequence intended to alleviate extended traffic impacts from the longer duration of complete freeway construction.

The sequence also allows for utility relocations and other preparatory work to be done without impacting the freeway schedule.

Building for the future on flat ground involves leaving “bathtub” excavations under the new bridge for freeway

underpasses and “haystack” embankments to support the new overpasses. The future mainline freeway construction would ultimately connect these partial construction features. Temporary retention basins were constructed along the frontage roads to manage drainage while awaiting the completion of the freeway’s travel lanes.

Wheeler’s work began in 1991 and was completed by the end of 1992. Mainline freeway construction would not commence until 1995, when funding became available.

This freeway essentially followed the alignment of existing Beardsley Road through orange groves and across alluvial plains, requiring the construction of concrete box culverts at Scatter Wash and other locations where drainage from the north would cross the right-of-way, including potential spillway discharges from Adobe Dam.

SEPTEMBER OCTOBER 2025

Left: Associated General Contractors representative Doug Greyson and Richard Van Weelden, Wheeler Construction superintendent (l-r), during work on North Loop 101, 1991.

Below: Wheeler Construction using heavy equipment to level the bottom of Scatter Wash, south of North Loop 101, 1991.

Bottom: Wheeler Construction’s concrete crew using a Gradall excavator to cut grade under the North Loop 101 overpass and 35th Avenue, 1991.

Images Courtesy of Arizona Contractor & Community

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handler was an Arizona agricultural community with wide-open spaces, broad horizons, and utilitarian structures sprinkled throughout its cultivated landscape. Commercial structures were clustered near the intersection of Arizona Avenue and Chandler Boulevard. In 1949, the Chandler population was only 3,200; today, it exceeds 282,000.

During the post-World War II period, a talented young Glenn Albert McCollum, AIA, visited his brother in Mesa in 1946 on his way home from the military. He never left. Eventually, he became an architect who brought refreshing mid-century modern architecture to Chandler and the East Valley. During his 37 years of practice, he completed over 500 projects, primarily in

Architect’s Perspective: Glenn A. McCollum, AIA: Chandler Modernist Doug Sydnor, FAIA Doug_sydnor@outlook.com Chandler, as well as in Mesa, Tempe, Scottsdale, and Phoenix. His work included custom residential, retail, offices, schools, manufacturing, and religious facilities.

McCollum’s story begins in Chanute, Kansas, where he was born on July 11, 1926.

He was a U.S. Army Corps cadet from 1944 to 1945, served during World War II, and came to Chandler. McCollum met his wife,

Ida Bearden, at church, and after she graduated from Chandler High School, they were married on July 29, 1947.

Under the GI Bill, McCollum attended Phoenix College from 1945 to 1947 and Arizona State College (now Arizona State University) from 1946 to 1949, taking all the architecture courses offered. However, the school lacked an accredited architecture program, and McCollum received a Bachelor of Science in Mathematics.

McCollum worked under licensed architects as an intern at Lescher and Mahoney from 1949 to 1954, working on projects such as Phoenix’s St. Joseph’s Hospital. In 1954, McCollum took the five-day architectural licensing exam and was the only candidate to pass that year.

He subsequently opened an architectural office in the small trailer where his family lived, working on residential projects. McCollum later opened an office on North Arizona Avenue, then at 77 West Chicago Avenue, and finally at 220 North Chippewa Place, all in Chandler. During this period, McCollum and his wife had five children.

Images Courtesy of Author

Above: McCollum residence, Chandler, 1958.

Right: Chandler First Church of the Nazarene, 1963.

Below: Glenn A. McCollum, AIA, 1970s.

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Images Courtesy of Author

Above: Chandler First Church of the Nazarene, 1963.

Right: McCollum Office, Chandler, 1976.

McCollum was active in the Chandler community, serving on the First Church of the Nazarene Charter Board, the City Planning and Zoning Commission for 27 years, the Chandler City Council for two years, the Maricopa County Growth and Planning Committee, and organizations, including the Lion’s Club and Rotary. In 1958, he joined the American Institute of Architects Central Arizona Chapter. McCollum also established a scholarship for students studying architecture at ASU. When he retired in 1989, he and his wife had 10 grandchildren and 22 great-grandchildren. McCollum died at the age of 95 on June 24, 2022.

Let’s examine a trio of McCollum’s Chandler projects. In 1958, the first McCollum residence was completed at 461 North Evergreen Street and is one of several he designed in the Carla Vista neighborhood.

This one-story custom home is mid-century modern and sits back from the street.

The front elevation features a low-pitched roof form with the fascia interrupted by a projecting and angled prow. The left half features an open carport with a wood postand-beam structure, as well as exposed masonry and plastered walls, with a window located on the right half. The overall composition is balanced, well-proportioned, and elegant.

The Chandler First Church of the Nazarene is located in the Park Manors neighborhood at 301 North Hartford Street. The design and construction of this city block were executed in three phases from 1954 to 1963 and included a chapel, baptistry, administrative offices, and a recreational area. The overall design features a mass that steps up from lower one-story structures to the larger and taller sanctuary ARIZCC.COM

and ultimately to the tower. All building components have pitched roofs, exposed buff-colored brick walls, dark brown fascia, and a natural stone accent panel. The tower structure features a series of shifting, step-back walls of brick as it reaches toward the sky, creating an exceptionally crafted and sculpted form. Such strategies provide a unified and visually cohesive complex. McCollum felt that the master plan and architecture suited this residential neighborhood. The contractors were J.R. Porter, Otis Craig, and A.A. Bearden.

In 1976, the McCollum Office building was completed at 220 North Chippewa Place, with the architect’s last office on the second level. This building was ambitious at demonstrating some creative forms and detailing, which was fitting for an architect’s office. The exterior design features smaller building components, ranging from one- to two-story heights, which gives it a more intimate scale.

Walls perpendicular to the street are more solid, featuring narrow, tall window slots, while those parallel to the street are composed of infill panels of full-height glazing, suite entry doors, and wood panels painted a warm red accent color. Walls are composed of multicolored masonry units, and the end profiles are occasionally curved, featuring continuous soldier coursing. The upper windows feature mansard-appearing panels with roof tiles above them, which are flanked by metal panels that extend down to the roof. This design choreography is playful and showcases McCollum’s inventive capabilities.

A year earlier, in 1975, a small office structure just south at 200 North Chippewa Place was also designed by McCollum but

takes on a more Sonoran Desert character with painted slump block walls and arched openings.

Glenn A. McCollum, AIA, played a pivotal role in the mid-1950s in introducing the East Valley to architecture with a modern character and sensibility. The area is significantly more visually rich due to his nearly 40 years of providing them with this innovative alternative.

Douglas B. Sydnor, FAIA, is the Principal at Douglas Sydnor Architect + Associates, Inc. and the author of four books on Arizona architecture.

Extant McCollum Projects in Chandler: • 1953 to 1956 - Carla Vista and Tonopah Terrace neighborhood residences • 1963 - Harry Winston Diamond Processing Plant (now Chandler Police Property & Evidence Storage), 576 West Pecos Road • 1972 - Central Plaza, 1256 West Chandler Boulevard • 1975 - Office (now State Farm Insurance), 200 North Chippewa Place • 1978 - Holy Trinity Evangelical Lutheran Church, 739 West Erie Street Lost McCollum Projects: • 1950s - Papago Shopping Center and Medical Building, Scottsdale • 1960s - ASU Sigma Alpha Epsilon Fraternity, Tempe • 1960 - WesTown Shopping Center, Phoenix • 1968 - Tri-City Shopping Center and Country Club Medical, Mesa ARIZONA CONTRACTOR & COMMUNITY

DIGGING THROUGH THE ARCHIVES: WHEELER CONSTRUCTION: MASTERS OF MASS EARTH-MOVING OPERATIONS BILLY HORNER

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he magazine’s editor, Douglas Towne, covered Wheeler Construction’s history in our main feature story. But I want to focus on a specific aspect of their legacy: Wheeler’s remarkable mass precut operations during the residential construction boom in Arizona from 1980 to the mid-2000s.

Above: Wheeler Construction moving earth at Mesa’s Falcon Hill subdivision, under superintendent Bob Johnson, 1987.

Below: One-third of Wheeler Construction’s equipment lineup during construction at The Legacy Golf Resort in south Phoenix, 1997.

Growing up in construction, I was always struck by the talent, coordination, and sheer impressiveness of large-scale earth-moving operations. The speed with which these projects were executed and the clean results produced were truly remarkable.

Mass residential dirt moving, also known as mass excavation, mass ex, or precuts, has been a cornerstone of Arizona development since at least the 1950s. Over the decades, the process has undergone significant evolution. What began as crude land leveling with towed scrapers behind crawlers has

become an exact science. In the early days, there were no step pads, and machines would rake long stretches of house pads into shape. Today, GPS and grade control systems guide nearly all equipment, streamlining the process and improving accuracy.

Up to the early 2000s, however, most subdivisions were built the “old school” way, without automation, relying instead on human talent, grade stakes, and blue tops.

While rare today, that method still produces exceptional results when executed by experienced hands.

So, what exactly does “precut” entail?

It’s the initial phase of subdivision development, where a coordinated team of heavy equipment operators uses bulldozers, scrapers, water pulls, blades, and compactors to shape the precise elevations required for streets, house pads, and drainage systems.

This work involves cutting back retaining wall areas, rough grading sidewalks and Images Courtesy of Arizona Contractor & Community

EIGHTY SIX

SEPTEMBER OCTOBER 2025

Images Courtesy of Arizona Contractor & Community

Above: Wheeler Construction protecting saguaro cactus for relocating during construction of Falcon Hill subdivision in Mesa, 1987.

Right: A Wheeler Construction crew during a lunch break in Mesa, 1998.

Below: Wheeler Construction building house pads in Peoria’s Tarramar subdivision at 67th Avenue and Happy Valley Road, 1998.

Bottom right: Wheeler Construction crew at Morning Sun Farms in Queen Creek, 2004.

roads, and digging the correct depths for water retention basins.

At the end of each day, these impressive “iron spreads” would be lined up in formation, often two or three rows deep.

Semi-trucks would then navigate through the lines, fueling each machine for the next day’s work and creating a rhythm of progress few outside the industry had ever witnessed.

One hallmark of Wheeler’s professionalism was its attention to environmental stewardship. The saguaro cactus, protected under Arizona law, had to be carefully removed and relocated. I vividly recall driving past Wheeler’s job sites in the late 1990s when they were aiding in the development of Gold Canyon, east of Apache Junction.

Although I was working for a competitor at the time, I was amazed by their scale. As Wheeler wrapped up a dirt-moving phase, I remember seeing solitary saguaros standing

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tall in a freshly graded subdivision, await- finish blade operator could do, and smoothing transplant. The site was so pristine that ing is his job.” it looked as though the cactus had been When my dad rented out his blade to planted after construction, not before.

Wheeler during the construction of The Another memory that Legacy Golf Club in South OTHER COMPANIES showcases Wheeler’s craftsPhoenix, he was impressed by manship took place during PRODUCED HIGH-QUALITY the coordination. The scraper the construction of the Stetspreads were so experienced son Hills community in north WORK, BUT WHEELER’S that multiple machines could Phoenix. At the time, I was a ARTISTRY STOOD OUT. crisscross haul road paths stake chaser and laborer for with perfect timing, avoiding another company. Our company needed a collisions entirely. temporary haul road built, but our equipAs Dad and Uncle Dan both noted, the ment was already committed to another secret behind Wheeler Construction’s effipart of the job. I approached a Wheeler ciency was simple: they kept the same crews operator, an older man in a weathered Cat- together for years. Each crew member knew erpillar 623B scraper, proudly wearing a their role and those of their teammates gold ring commemorating 10 years with inside and out. This cohesion led to projthe company, and asked for help. He smiled, ects that were not only fast but also of high nodded, and reversed his scraper paddles, quality. Other companies also produced carving out a haul road so smooth I thought high-quality work, but Wheeler’s artistry to myself, “This is better than what our stood out.

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(602) 762-6438

(520) 940-1915

(480) 456-6699

(480)SEPTEMBER 433-8833 OCTOBER 2025

GIFT A SUBSCRIPTION & PUT A SMILE ON SOMEONE’S FACE

YEAR, 6 ISSUES FOR $30, OR 2 YEARS, 12 ISSUES FOR ONLY $48!

SUBSCRIBE TODAY AT ARIZCC.COM/SUBSCRIBE

LOOP 202

LOOP 101

3RD ST.

PRICE

SMITH

McCLINTOCK

RIO SALADO

UNIVERSITY

YOUR ONE STOP SHOP FOR ALL TOOL NEEDS •Tools and Accessories •Tool Repair •Family Owned and Operated 480-968-0123 www.FisherTools.com

ARIZCC.COM

ARIZONA CONTRACTOR & COMMUNITY

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

P. 75

DCS Contracting 480-732-9238 dcscontracting.com

P. 11

LogoWear Express 480-545-5900 logowearexpress.com

P. 9

Southwest Asphalt 480-730-1033 fisherind.com

P. 7

Arizona Construction Equipment P. 42 602-257-0802 azce.com

DitchWitch 602-437-0351 ditchwitchwest.com

P. 91

MDI Rock 602-569-8722 mdirock.com

P.7

Southwest JCB 602-454-9808 SWJCB.com

P. 9

Arizona Materials 602-278-4444 arizonamaterials.com

P. 30

Dynamic Diesel 602-376-1448 dynamicdieselrepair.com

P. 9

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

P. 60

Specialty Companies Group 623-582-2385 specialtycompaniesgroup.com

P. 7

Asphalt Busters 623-936-8800 asphaltbusters.com

P. 61

Earnhardt 480-926-4000 nobullfleet.com

P. 24

Metro Traffic Control 623-879-0610 metrotrafficcontrol.net

P. 36

SSG Equipment Services 480-404-0446 ssgequipmentservices.com

P. 42

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

P. 18

ECCO Equipment 602-276-2040 eccoequipment.com

P. 30

NCS 928-567-6585 networxcs.com

P. 54

Sunland Asphalt 602-323-2800 sunlandasphalt.com

P. 11

Baja Ready Mix 602-503-9391 readymixconcreteaz.com

P. 82

EES 480-809-4687 emergencyenv.com

P. 88

NECA 602-263-0111 azneca.org

P. 34

Sunstate Equipment 888-456-4560 sunstateequip.com

P. 26

BidJudge 602-456-BIDZ bidjudge.com

P. 93

Elite Sports 602-899-9200 elitesportsbuilders.com

P. 89

New West Oil 602-759-5559 newwestoil.com

P. 83

SW Barricade 602-788-2222 swbarricades.com

P. 79

Bingham Equipment 623-850-6000 binghamequipment.com

P. 32

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

P. 54

New Western Rentals 623-847-3594 newwesternrentals.comw

P. 78

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

P. IBC

Blueline Grizzly 928-308-1901 bluelinerockgrizzly.com

P. 40

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

P. 93

Pacwest Rentals 480-832-0855 pacwestrentals.com

P. 53

TSR 602-253-3311 tsraz.com

P. 28

Borderland 520-623-0900 borderland-inc.com

P. 28

Forrest Rents 602-620-2383 forrestequipmentrentals.com

P. 34

Powerscreen 480-321-9185 powerscreenofcalifornia.com

P. 8

TWC Contracting 480-597-7402 twccontracting.team

P. 89

Branco Machinery 480-892-5657 brancomachinery.com

P. IFC

GenTech 800-625-8324 gentechusa.com

P. 61

Preach Building Supply 602-944-4594 preachbuildingsupply.com

P. 20

Vermeer Mountain West 480-785-4800 vermeermountainwest.com

P. 36

Buesing Corp 602-233-3339 buesingcorp.com

P. 14

GFT Ready Mix 602-269-9206 gftmix.com

P. 75

Purple Wave Auction 866-608-9283 purplewave.com

P. 3

Westroc 480-550-1815

P. 82

CalPortland 602-817-6929 calportland.com

P. 36

GoodFellow 623-594-5401 goodfellowcorp.com

P. 78

Reliable Portable Bathrooms 602-601-2222 reliableportablebathrooms.com

P. 5

WillScot 800-782-1500 willscot.com

P. 46

CAMS 602-331-5455 cams-az.com

P. 20

Insearch Corp 480-940-0100 insearchcorp.com

P. 40

Reuter Fabrication 602-415-0449 reuterequipment.com

P. 60

WSM 623-936-3300 wsmauctioneers.com

P. 16

Castle Hot Springs 844-276-8052 castlehotsprings.com

P. 10

Insurica 602-273-1625 insurica.com

P. 32, 44 & 45

RT Underground rtunderground.com 602-622-6789

P. 36

CED 602-437-4200 cedphx.com

P.11

JS Cole 602-633-0990 jscole.com

P. 92, BC

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

P. 60

Cemex 602-416-2652 cemexusa.com

P. 46

KE&G 520-748-0188 kegtus.com

P. 11

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

P. 55

Core Ready Mix 480-887-4922 corereadymix.com

P. 26

Keystone Concrete 480-835-1579 keystoneconcretellc.com

P. 60

Sharp Creek Contracting 602-437-3040 sharpcreek.com

P. 18

Curry Fluid Power 602-661-6596 curryfluidpower.com

P. 38

Landco Power 480-788-1333 landcorental.com

P. 89

Sitech Southwest 602-691-7501 sitechsw.com

P. 82

Curry Supply 800-345-2829 currysupply.com

P. 38

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

P. 90

Solterra Materials 602-531-0454 solterramaterials.com

P. 65

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

P. 15

Lincoln Carriers 602-849-3164 605-220-9224

P.4

Sonsray Machinery 844-sonsray sonsraymachinery.com

P. 22

NINETY FOUR

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

SEPTEMBER OCTOBER 2025

ARIZCC.COM

ARIZONA CONTRACTOR & COMMUNITY

PRSRT STD US Postage PAID Permit #1662 Phoenix, AZ

A leading provider of Tier 4 rental machines. www.jscole.com

EXCAVATORS DOZERS CAT CAT CAT CAT CAT CAT CAT CAT CAT CAT CAT

D10T GPS, SU or C, Rippers D9T GPS, SU, Rippers D8T GPS, SU, Rippers D6 XL Next Gen GPS, PAT,Rippers D6T X GPS, SU or PAT, Rippers D6T LGP GPS, S or PAT, Rippers D6N XL GPS, PAT, Rippers D6N LGP GPS, PAT, Rippers D6K2 LGP GPS, PAT, Rippers D5K2 XL GPS, PAT, Rippers D5K2 LGP GPS, PAT, Rippers

Options: Slopeboard, Winch

COMPACTORS CAT CAT CAT CAT

825K/H 815K/F2 CP56 CS56

GPS, Straight, Tilt GPS, Straight, Tilt 84” Padfoot 84” Smooth Drum

LOADERS CAT 980M CAT 966M CAT 950M Compact Models Now Available

7-8 yd 5 yd 4 yd

CAT CAT CAT CAT CAT JD

3.5 yd 3 yd

938 930 299 Skid Steer 255 Skid Steer 415 Skip Loader 210 Skip Loader

CAT 745 Next Gen CAT 740B CAT 621G CAT 725C CAT 613C II WATER TOWER

9,000 gal 8,000 gal 8,000 gal 6,000 gal 5,000 gal 12,000 gal

Greater Phoenix Wyn Henderson (602) 762-6438

190,000 lb 145,000 lb 115,000 lb 110,000 lb 110,000 lb 87,000 lb 82,000 lb 82,000 lb 80,000 lb 78,000 lb 65,000 lb 54,000 lb 54,000 lb

CAT CAT CAT

34,000 lb 18,500 lb 11,000 lb

315FL CR 308E2 CR 305E2 CR

Options: Thumb, Hammer, Vibraplate, Wheel, Ripper Shank, Skeleton Bucket, Rubber Pads, Sheet Pile Driver

SCRAPERS

Options: Forks, Boom, Side Dump, Skeleton Bucket, Scales

WATER EQUIPMENT

CAT 385CL CAT 365CL CAT 352FL CAT 349 Next Gen, GPS CAT 349FL, GPS CAT 340 Next Gen CAT 336 Next Gen, GPS CAT 336FL, GPS CAT 335FL CR, GPS CAT 328DL CR CAT 326FL Long Reach 60’ CAT 325FL CR, GPS CAT 321DL CR Compact Models Now Available

CAT CAT CAT CAT

631G/E 627K, GPS 623K/G, GPS 613C II

34 yd, Open Bowl 24 yd, Push Pull 23 yd, Elevating 11 yd, Elevating

MOTOR GRADERS CAT CAT CAT CAT CAT

14 Next Gen GPS, 16 ft, Rippers 14M GPS, 16 ft, Rippers 150 Next Gen GPS, 14 ft, Rippers 140M3 GPS, 14 ft, Rippers 140LVR (Levers) GPS, 14 ft, Rippers

Phoenix-Tucson Leo Krueger (520) 940-1915

ARTICULATED TRUCKS CAT CAT CAT

Phoenix-Prescott Keith Richard (480) 456-6699

745 Next Gen 740B 730 Next Gen

45.2 ton, 34.7 yd 43.5 ton, 33.5 yd 21.0 ton, 23.0 yd

Greater Phoenix Pete Costa (480) 433-8833