BLUEPRINT FOR SUCCESS
The Arizona Builders Alliance helps members thrive through educational opportunities at every level
Market Sectors We Serve
• Office / Retail / Mixed Use
• Healthcare
• Hospitality
• Sports Venue / Entertainment
• Multifamily / Apartments / Condos
• Residential / Single Family Homes
• Water / Waste Water
• Landfill Cell Construction / Capping
• Datacenters
• Industrial / Warehouses
• DOT / Heavy Highway
• Federal
• Mining
Services We Provide
• Mass Excavation
• Mass or Site Grading
• Cut / Fill Earthwork
• Clearing & Grubbing
• Trucking / Import / Export
• Aggregates
• Shoring / Earth Retention
• Foundation Drilling / Micropiles
• Shotcrete
• Recycling Concrete & Asphalt
• Paving
• Site Concrete
• Amenity Concrete / Hardscape
ARIZONA BUILDERS ALLIANCE
BUILDING THE FUTURE
What construction experts expect for the Valley’s construction
By KYLE BACKER
Arizona’s construction industry has enjoyed an impressive growth streak since the pandemic, with megaprojects underway in the Valley that are changing the economy of the state.
AZRE magazine sat down with the following members of the Arizona Builders Alliance (ABA) to learn more
industry
about the state of the market, the impact of these large projects and the major issues facing the industry.
The panelists
• Justin Dent, executive vice president of operations for McCarthy Building Companies
• Steve Grauer, Southwest regional
vice president for Hensel Phelps
• Wes McClure, CEO of Wilson Electric
The following responses have been edited for length and clarity.
AZRE: How has the market changed since the construction boom started during the pandemic?
Steve Grauer: I think we’re still right in the middle of the boom, quite frankly. I’ve always said we have a good business environment in Arizona with responsible laws and tax policy. The number of companies that have moved here or are relocating their operations here is creating many opportunities. We’re also seeing competitors come
to Phoenix, and while those firms are coming here, they’re not necessarily bringing busloads of people here to support the work. In past business cycles that I’ve seen, you’d have people moving all around the Southwest between the boom and bust. We joke about a lot of Californians coming here, but I haven’t seen enough workers to keep up with
demand. There’s a massive shortage in the trades.
Projects are getting bigger too — practically everyone is working on their largest project ever. There are opportunities in the short term, but there are also long-term risks we’ve yet to feel.
Justin Dent: I would reiterate what Steve said about workforce constraints. That’s something we’ve been navigating for years, but McCarthy is working to shift the focus through our Innovation and Craft Workforce Center and partnering with West-MEC, EVIT and others to further prepare the next generation of builders. A thoughtful approach to train new professionals to do the type of work we’re talking about — whether it’s data centers, airports or hospitals.
We’re seeing a shift in the messaging around being a craft professional and the career you can build versus the traditional college path that for so many years has been talked about as the only way to go.
The other thing I would say about the market is that we’ve recognized the benefits of collaborative delivery. That’s something we’ve been doing in Arizona for a long time. Bringing contractors on early and allowing them to get engaged in the process allows us to plan better, and then projects go smoother, benefiting everyone.
Wes McClure: Thinking about the difference in the market before the pandemic, the types of jobs we were doing were much smaller and completely different. When everything started to pick back up again, I was surprised at how quickly the jobs came and how big they got.
I knew TSMC coming was going to be huge for Phoenix, but I didn’t recognize that there would be another 60 companies coming here to support TSMC. The environment in California and Texas losing some of its industry because of the freeze [in 2021 that caused power disruptions] created this perfect storm where we had people coming here from all directions.
ARIZONA BUILDERS ALLIANCE
AZRE: The size of projects getting larger has been mentioned a couple of times, with TSMC being the prime example of that in Phoenix. What effect do these megaprojects have on the Valley?
JD: Without a doubt, the labor pool, which also drives cost. It takes craft professionals away from other potential projects across the Valley and elsewhere in the state. The other piece that Wes alluded to is all of the companies moving into the market to support TSMC, which again affects labor pool, cost and equipment. All of those things drive schedules at the end of the day. We keep a close pulse on the industry landscape to anticipate these factors as early as possible and ensure we can deliver on what we promised to our clients.
AZRE: Steve, are you still seeing issues with supply chain and getting the resources needed to the job site?
SG: What I hear from partners like Wes is that electrical gear continues to be the item with the most issues. In the past, roof insulation was a problem becuase of what happened in Texas a few years ago, but by far electrical continues to be the hardest to get. Cement was a problem because of the fly ash that goes into concrete materials, but the industry has figured out how to make that work.
You asked about the effects of mega jobs in the Valley, and the one thing that I’d add to what Justin said is inflation. A lot of owners are worried about their projects getting
done, and they don’t care about what other companies are doing. Some of them have workforce stabilization programs on their sites, which is a fancy way to say they’re going to pay premiums to craft workers to come to their job. They’re throwing money at the problem. That means everyone is poaching everybody’s people for a couple dollars more, and that cycle feeds on itself.
AZRE: Wes, what’s going on with electrical gear that is making it so hard to get?
WM: Well, there’s an issue of production, and an issue with supply and demand. There are only three of four different manufacturers of switch gear, and for years, there was no need for them to expand their operations and they fell behind.
When lead times were really bad, developers wanting to do a project would ask, “How much is it going to cost?” And because of the cost of labor and everything is going up, the answer would be, “We’re not sure.” Then they’d ask, “Well, when can we get the switch gear,” and again we’d have to say, “We’re not sure.” If you’re a developer and you don’t know the cost or when you’re going to get the equipment, that project is probably not going to happen.
AZRE: Do you have anything to add regarding the megaprojects in the Valley?
WM: It’s a constant battle for us to keep people. But we’ve had a lot of people come to our company
because we’re employee owned, and we have a lot of benefits that some companies don’t.
Once TSMC started construction, there was upwards of 30,000 construction workers descending on that site each day, and some people got tired of working there. It’d take them 45 minutes to get in and out of the job site. It’s funny because we’d get people asking us if we were working at TSMC, and we’d say no, and they would reply, “Okay, we want to work for you because I don’t want to go out there.”
But it’s important to know where the market is to keep good people around. You can’t wait until they get an offer somewhere else because of what it does to their psyche. So, we have to keep communicating and reminding our folks about things like the ESOP. We just put out our ESOP statements and our stock increased significantly.
You have to also give them a good place to work where they know they have a future and can retire here. Some of the younger guys might leave for $5 more an hour, but the average tenure of our supervision team is more than 15 years, and they know they have great retirement benefits.
AZRE: It sounds like workforce development is the biggest concern facing the industry right now. Are there any other problems readers should know about?
JD: A strong economy is the best way to ensure that we have quality jobs for everybody, so we need to maintain
Justin Dent Steve Grauer Wes McClure
ARIZONA BUILDERS ALLIANCE
McCarthy, like many, is leveraging emerging technologies such as AI and robotics to create more efficiencies in our processes.
— Justin Dent
that business-friendly environment. We should try to control what we can, whether that’s with our clients or trade partners, to make sure that we’re doing everything we can to collaborate, and that will keep driving the economy forward.
Power availability is big, especially with all the data centers coming to town, along with TSMC and Intel. As a state, we need to make sure we’re planning ahead to have the power and water needed for those industries to continue to flourish. A lot of people will be coming to Arizona thanks to these megaprojects, and that means we’ll also need more water treatment plants, airports, hospitals and schools, which is promising for future growth.
AZRE: Is there anything else anyone wants to add before we come to a close?
SG: A key element with the ability to effect the industry the future is succession planning. Larger companies like Hensel Phelps and McCarthy have robust succession planning, but lots of construction firms throughout the country are much smaller, but they are the heart and engine of the United States. There is private equity coming in, and no disrespect to anybody out there, but they have no clue what it takes to run a construction business. There’s a massive disconnect between what their goals are and what ours are when we’re hiring these companies to
go perform this work.
The other thing that’s going on is venture capital is starting to look at our business like it did with financial services. Incorporating more technology is probably good for our industry and maybe can help with the shortfall in manpower, whether it’s these machines that finish drywall. But we’re in an industry that mass produces one-of-a-kind buildings. Everything is different, unless you want the U.S. to look like the Eastern Bloc where every apartment for 10 miles looks the same. I think technology is going to help our business, but I’m not sure it will totally transform it the way it has others, unless we want to get rid of the adaptability and flexibility we have. Most of the owners and architects I work with want to make their statement and not repeat what someone else did.
JD: As far as the future of the industry goes, something we don’t talk about enough is what AI looks like for us. McCarthy, like many, is leveraging emerging technologies such as AI and robotics to create more efficiencies in our processes. As an industry, it is part of our responsibility to recognize where this type of technology integrates into our current day-to-day to have the greatest impact on our projects and communities. For example, we’re seeing technology have a positive impact
with water availability, whether that’s desalination or advance water purification, it’s helping with water conservation and reuse. Ultimately, there’s a ton of opportunity in this industry. We have a challenge with labor, but we’re working as an industry at helping more women find a career in construction, and how we can get folks from the oil and gas industry into construction if they need to transition careers. There are lots of ways people can join us and make a difference not only in our economy, but our future infrastructure.
WM: When it comes to technology and AI, that’s something that the ABA helps me with, because there’s not much information readily available. You can read anything on the internet, but I have no confidence in knowing what is right and what is wrong. But whenever I get something from the ABA and I see it’s sanctioned by them, I have more confidence in being able to keep up with what’s happening in the industry, and it’s easy to get left behind.
It used to be old guys like me walking through a job site and saying, “I think this is 45% done.” Now, you can send out robots that can tell exactly how much of a job is done. Those kind of things blow me away, and there’s not a huge cost associated with it, which is great.
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ARIZONA BUILDERS ALLIANCE
The ABA Way
Kim Davids talks about the impact and priorities of the Arizona Builders Alliance
By KYLE BACKER
At the end of 2023, Kim Davids was appointed the president of the Arizona Builders Alliance (ABA) after serving as the organization’s interim president, and on the ABA Board of Directors before that.
AZRE magazine sat down with Davids to learn more about the ABA, its initiatives and what she’s hearing about the construction industry from members. The following responses have been edited for length and clarity.
AZRE: The ABA is unique in that it is a partnership between two national associations — the Associated Builders & Contractors (ABC) and the Associated General Contractors of America – Building Chapter (AGC). What are the benefits of this structure?
Kim Davids: There’s actually only
one other of what we call “hybrid organizations” in the country, and they’re in Texas. When you join the ABA, you do have to pick an affiliation, either with AGC or ABC. But once you’re a member, you get the benefits of each organization. Each of them have their own perks, but ABA members get to capitalize on their resources from government affairs, tech alliances, safety and education programs. It’s the best of both worlds.
AZRE: The ABA currently has three major pillars for serving the organization, including legislative advocacy, education and membership.
Let’s talk about each of these. What does the organization do on the legislative front?
KD: I’m not sure people understand what we’ve done and how we’ve participated in legislative affairs to benefit the industry. For 30 years, the ABA has been the leading voice advocating for commercial construction at the state capitol and with local governments. We educate lawmakers on the issues that impact our industry and work with them to enact legislation and ordinances that will benefit our businesses, workforce and community.
Some of the issues we focus
on include simplification and fairness of the tax code, prompt payment, workforce development, fair regulation and increased infrastrucure funding.
Currently, we are engaged in litigation to ensure that statutorily prohibited prevailing wage ordinances at the municipal level do not take effect. Through our Board of Director and Government Affairs Committee, our members are on the frontlines engaging with lawmakers at every level of government. If there are ill-advised pieces of legislation out there, we’re trying to make sure that lawmakers know where we stand as an industry.
INFLUENTIAL LEADER:
Kimberly Davids, president of the Arizona Builders Alliance, was one of AZRE magazine’s Most Influetial Women in Commercial Real Estate in 2018. (Photo by Mike Mertes, AZRE, a publication of AZ Big Media)
ARIZONA BUILDERS ALLIANCE
AZRE: What about the education opportunities available through the ABA?
KD: Education is at the forefront of everything that we do. We have several flagship programs, from our Emerging Leaders Forum to our Senior Executive Program (SEP). We have a number of courses that span throughout the year, but we also have different webinars and lunch-and-learn events. We also focus on the more technical aspects of the industry, like blueprint reading, and we have an electrical apprenticeship program. We are currently creating core competency courses, as well. Continual communication with our member companies is essential to ensure we are educating their workforces to keep up with the daily demands of our ever changing industry.
AZRE: You mentioned that there is a program for more senior executives. Can you talk about the value of continued education for those who’ve already been in the industry for a few decades?
KD: Sure. SEP was created with the C-Suite executive in mind. It expands beyond the fundamentals of executing on the job; it’s really about finding the passion and purpose in your life and career. The different cohorts focus on how you show up every day, both at work and at home, so you can be the best version of yourself. When I was running a large general contracting company, and SEP was launched, I found myself conflicted. I asked myself, “If I put myself in a program before other in my company, what kind of message is that sending?” Knowing what I know now, I encourage all top leaders to enroll.
AZRE: Networking is the third pillar of the ABA — what sort of opportunities does the ABA provide for getting to know others in the industry?
KD: The ABA offers several opportunities for members to engage with their peers, trade partners and potential clients. From enrolling
in one or more of our extensive education curriculums, to serving on an advisory board, or getting out of your comfort zone and teaching a class — there is no shortage of professional development offered. We have several committees that are geared towards giving back to the community. And finally, whether you like to golf, skeet shoot, play kickball, paintball or just get out and hike — we have something for everyone.
AZRE: What are some of the top priorities that the ABA is looking at right now?
KD: We’re still in a period of change as I’ve transitioned to being the president of ABA. I think the board is more empowered and focused than ever. We’re a humble bunch. At a recent strategic planning meeting, one board member said, “We don’t brag enough about what we do.” I don’t think people understand all the different education programs, events and resources that we offer.
We’re constantly asking ourselves, “What direction do we want to go?” Our education programs are great, but they could use a little tweaking because the industry is changing more rapidly than ever.
Artificial intelligence (AI) is the latest buzzword, and we need to figure out how to incorporate it into our daily interactions and operations. It’s our responsibility to educate our members and customers on these topics, so we — and they — don’t get left behind.
AZRE: In your conversations with members, how has the recent boom in the Valley affected them?
KD: In years past, a project like TSMC was a unicorn. Now, there are several large scale projects throughout the Valley, sparking a lot of competition. It amplifies the need for quality workforce from the employer perspective, and leaves some employees wondering if the grass is greener — and more lucrative — somewhere else.
Phoenix is the fifth-largest city, but we’re still a small town in a lot of ways with a high focus on trade partner relationships. Ultimately, I think the industry is busier than we’ve ever been, and will remain so for the foreseeable future.
AZRE: Is there anything else you’d like to leave readers with?
KD: I’ve had a lot of people ask me over the last year about how things are going in my new role as president. Coming to the office every day and working with a board who were once my peers and now getting to create change within the industry is an unparalleled experience. It’s very different than running a large company, but the impact that we have on people lives is extremely rewarding
ARIZONA BUILDERS ALLIANCE
LIFELONG LEARNING
The Arizona Builders Alliance offers education programs for newcomers and veterans alike
By DEVYN WILLIAMS AND KYLE BACKER
Education is a key driver of personal and professional growth, which is why the Arizona Builders Alliance (ABA) provides a suite of programs ranging from craft training to leadership development. Kim Davids, president of the ABA, says that “education is at the forefront of everything we do.”
Here are what six ABA members who have completed various offerings available through the ABA have to say about their experiences. To learn more about the ABA’s education programs, visit azbuilders.org/careers/
Jason Brown, project manager at Delta Diversified
Brown started with Delta Diversified in 2011 as an electrician before joining the ABA electrical apprenticeship program in 2014. In Arizona, electricians are not required to have a journeyman card to work, but completing an apprenticeship often leads to higher wages and upward mobility. Once Brown completed his apprenticeship in 2018, he worked his way up to project manager.
The apprenticeship program is a 4-year commitment where students attend two nights a week after work. They are required to work for a full-time contractor of the trade and complete 8,000 paid hours to graduate.
“College isn’t built for everybody, and being in the trades, an apprenticeship is like going to college,” Brown says. “The ABA has a good program, and it’s the route to take for that next step in your career.”
For Brown, his company covered the cost of the program and once he completed it, he decided to give back to the industry by becoming an instructor.
“It’s nice to teach people that have a passion to continue forward with their careers. They’re not just there because they have to be — they want to be there,” Brown says.
Brown advises others in the field not to wait to get their journeyman card. “I waited a few years because an apprenticeship isn’t a requirement in Arizona. But if I had known how it would accelerate my career, I would’ve done it way sooner,” he concludes.
Julia Staten, operations manager at Hensel Phelps
In 2016, Staten joined the ABA’s Young Builders Council where she became a board member, eventually becoming the chair of the council in 2023. That experience, she says, helped her advance her career from project engineer all the way up to operations manager.
“Without some additional leadership experience outside of my day-to-day job, my career might not be where it is now,” she says. “Learning at a young age what kind of leader I wanted to be and what I want to accomplish for my company, the industry and the ABA.”
Part of that leadership education came through her time in the Leadership Development Forum, where she was placed in a group for the program’s case study.
“I got a lot out of being with that group, because at the end of the year, you go present with your group, and it’s a little competition of who ends up being selected as the winner,” Staten says. “You’re creating a stronger network than you would typically make in other social networking interactions. I still call on people from my class.”
She also participated in the Women in Leadership Program, which focuses more on personal development.
“We were really tight knit as a class, but in between sessions our instructor would break us up into small groups where we would have things like offsite lunches or meetings. That helped build those relationships so we had close peers who can relate to our own situations,” Staten says.
Beyond the leadership programs, Staten has also taken the Lean Construction Education Program that teaches how to get projects done faster and at a lower cost.
“The entire program has to do with efficiency and minimizing waste. That can be in both the physical form, but also time,” she continues. “It creates a collaborative project atmosphere that a lot of owners are looking for and ultimately provides a better project experience and can save time and money.”
Staten adds that the ABA is a great way for members of the industry to come together, learn from one another and grow.
“At the end of the day,” she concludes, “the ABA gives us camaraderie and a positive experience in the construction industry.”
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Tucker Macon, project director at Sundt Construction
For nearly 25 years, Macon has been a part of the ABA, but he started to get more involved with the organization when he attended the Leadership Development Forum in 2015. Now, he sits on the board as chairman for the Leadership Development Forum Alumni Committee that hosts events to help folks stay in contact.
The Leadership Development Forum requires participants to have worked in the construction industry for 8 years and be nominated by someone in the C-suite of their company.
Because of the prerequisites and limited spots in the program, Macon saw an opportunity to create a program that would serve as an introduction to the Leadership Development Forum, requiring only four years in the industry to attend.
“The Emerging Leaders Forum offers a lot of the same things as the Leadership Development Forum, but a much more condensed version,” he says. “There are some super talented younger people in our industry that don’t need to wait eight years to get into this type of program.”
Macon has most recently been involved with the Senior Executive Program, which focuses on the intangibles like “how to lead people, understanding how people need to be led, how to identify different work types and how to identify to get the most out of your team,” he says.
The program also highlights ways for leaders to avoid burnout, because “you can’t take care of a team without taking care of yourself first,” Macon concludes.
Chris Quigley, general superintendent at CHASSE Building Team
In 2017, Quigley got involved with the Emerging Leaders Forum after doing several smaller programs through the ABA.
“I realized there’s a lot more to offer here than what I orginally thought,” Quigley says.
The Emerging Leaders Forum is a six-month management program designed for participants on a leadership trajectory at their company. The program is limited to 30 students where they focus on leadership skills, communication and public speaking. It offers hands-on training with trial runs, coaching and networking for up-and-coming leaders.
“The highlight for me was getting out of my comfort zone. We had to deliver mock presentations that we would present in front of the class and judges, so the ABA did a great job at giving us real life scenarios,” Quigley says.
Another aspect of the class that stood out to Quigley was the opportunity to network with others in the industry.
“It’s good for those who are young in the industry to see just how small it really is,” he continues. “It’s important to treat everybody with respect because you never know whose path you’re going to cross again.”
After participating in that program, Quigley enrolled in the Leadership Development Forum, which doubles down on what was taught in the Emerging Leaders Forum. It’s a yearlong intensive management program limited to 30 students that focuses on management skills, leadership and public speaking.
“It is the most in depth, challenging program and you must be committed to go to the next level,” Quigley says.
One of the requirements of the Leadership Development Forum is to go out and perform $250,000 worth of work for a nonprofit. In Quigley’s case, his team remodeled Resilient Health’s facility, which focuses on families facing hardships or single parents having a place to go for medical assistance or donated clothes.
“I’ve yet to be in an ABA class where I didn’t get something out of it,” he concludes.
ARIZONA BUILDERS ALLIANCE
ABA programs
The ABA has opportunities for those in the construction industry to expand their skills, whether they are new to the field or seasoned veterans. Here are just a few of the programs available:
• Building Information Modeling Education Program
• Construction Administration Program
• Electrical Apprenticeship
• Emerging Leaders Forum
• Leadership Development Forum (LDF)
• Lean Construction Education Program
• Project Manager Development Program
• Senior Executive Program (SEP)
• Supervisory Training Program
• Women in Leadership Program
Jake Addis, project manager at Willmeng Construction
Addis started to get involved with the ABA in 2019 when he went to a meeting with the Young Builders Council (YBC), which is for members of ABA who are under 40. Today, he is the chair of the YBC’s Government Affairs Committee, which is tied to the ABA’s broader legislative efforts.
Throughout his time in the ABA, Addis has taken multiple programs, including the Project Manager Development Program and the Emerging Leaders Forum. Today, he is enrolled in the Leadership Development Forum.
“We spend a lot of time doing public speaking where there is a group project learning how to acquire a company and help write a business plan,” Addis explains.
The frequent public speaking with diverse project stakeholders, tenants, owners and contractors gives students the skillset needed to lead teams.
“I want to use the term boot camp because you are thrown into it, you are forced to get up and speak every class to get feedback from peers,” Addis says.
Doing programs with the ABA is a big commitment, and for people like Addis — who has two young children at home — time is valuable and in short supply.
“Every hour I don’t spend doing my work, I have to do either when they go to bed or before they get up, so [doing ABA programs] is a sacrifice,” he concludes. “But it’s a huge benefit to my career. Networking is the obvious one — I’m doing a project where I’m sharing a site with another general contractor and I’m in a program with the two project managers on the other job. We know each other, and that helps with communication.”
Chris Bell, director of special projects at DP Electric
Bell first got involved with the ABA in 2015 with the Leadership Development Forum. Then, in 2019, he started the Senior Executive Program, which he says provided great insights on how to be a successful leader.
“I found a lot of power in the message they would tell us, if you can’t take care of yourself, you can’t take care of a team,” Bell continues. “I’ve always focused my energy and support to my team. My needs have taken backstage to their needs, which inevitably hurts me, my relationships and my health. As a leader, you should focus on yourself as well.”
The Senior Executive Program is tailored towards leaders who have been in the industry for some time with direct reports “but want to want to continue growing and getting better because everybody can continually learn and get better,” he says. “You should never stop learning.”
In 2022, Bell joined the advisory board for the Project Management Development Program and has been able to support the curriculum to ensure students are mentored.
“The ABA is excellent and that is why I wanted to be an advisory board member so I could be more involved. It’s all about taking care of the up-and-coming leaders for our industry and I love seeing people grow and being a part of that mentorship because that is what the ABA stands for,” Bell continues.
The key to relationships is investment and everyone needs someone to believe in them. The ABA provides training, mentoring and experience through classes, experts and workshops. “I think every company can find value in sending their employees to programs like this because there is so much you can get out of it, so I encourage people to invest in their employees to make their company stronger,” Bell concludes.
ARIZONA BUILDERS ALLIANCE ABA MEMBER PROJECTS TO KNOW
Members of the Arizona Builders Alliance (ABA) spent the last year breaking ground, constructing and delivering some of the state’s best projects. Here are just a few of the most noteworthy projects that ABA members have worked on in the last year.
PROJECT NAME:
Child Crisis Arizona Center for Child and Family Wellness
GENERAL CONTRACTOR: CHASSE Building Team
ARCHITECT: Architectural Resource Team
NOTABLE SUBCONTRACTORS: Pete King Construction, LR Cowan Concrete, RN Electric, Galindo Construction, Corporate Air Mechanical Services
LOCATION: 424 W. Rio Salado Parkway, Mesa
START DATE: March 2023
COMPLETION DATE: May 2024
DETAILS: This facility was a testament to the power of collaboration and the transformative impact of philanthropy from supporters including The Diane & Bruce Halle Foundation, Virginia G. Piper Charitable Trust, The Bob & Renee Parsons Foundation, Thunderbird Charities, The Kemper & Ethel Marley Foundation, the Neely Foundation, APS Foundation and more.
PROJECT NAME:
La Posada at Pusch Ridge
GENERAL CONTRACTOR : Sundt Construction
ARCHITECT: Gensler
NOTABLE SUBCONTRACTORS: R G & Sons Plumbing, Achilles Air Conditioning, K2 Electric and J.B. Steel
LOCATION: 10930 N. 1st Ave, Oro Valley
START DATE: November 2022
COMPLETION DATE: Mid 2025
PROJECT DESCRIPTION: La Posada at Pusch Ridge is a new independent living facility currently under construction on 80 acres. Phase one of this project consists of 342,688 square feet and 166 units comprised of 11 floor-plan options with customization of high-end finishes.
Constructing with Integrity.
It isn’t just a motto — we live it every day. We’re constantly growing and evolving, but what won’t change is our dedication to doing everything with honesty, safety, unity, and quality.
ARIZONA BUILDERS ALLIANCE
PROJECT NAME:
Lift Station 77
GENERAL CONTRACTOR: Felix Construction
ARCHITECT: Wilson Engineers
NOTABLE SUBCONTRACTORS: Industrial Power Solutions, A-O Painting, MISCOwater
LOCATION: 5100 W. Carefree Hwy, Phoenix
START DATE: April 2021 COMPLETION DATE: December 2023
PROJECT DESCRIPTION: This project entailed the construction of a new lift station in Northwest Phoenix, designed with an initial capacity of 24 million gallons per day (MGD) and future expandability to 45MGD. The lift station’s components included a wet well with dual chambers, the installation of three 240 horsepower submersible pumps, advanced odor control systems including biofilter and chemical treatment. This facility’s purpose was to manage the substantial flows generated by TSMC’s $65 billion chip manufacturing operation.
PROJECT
NAME:
Penske Truck Leasing Corp.
5 Bay New Facility
GENERAL CONTRACTOR: Fleming Complete
ARCHITECT: K&G Architects
NOTABLE SUBCONTRACTORS: W&W Structural
LOCATION: 18335 W. McDowell, Goodyear
START DATE: April 2024
COMPLETION DATE: To be determined
PROJECT DESCRIPTION: This is a 27,720-square-foot building for Penske Truck Rental Company.
PROJECT NAME:
Rehrig Pacific Buckeye Manufacturing Facility
DEVELOPER: Merit Partners
GENERAL CONTRACTOR: FCL Builders
ARCHITECT: Ware Malcomb
NOTABLE SUBCONTRACTORS: Suntec Concrete, Triad Steel Service, Montezuma Paving, RMJ Electrical Contractors
LOCATION: 8283 S. Turner Rd, Buckeye
START DATE: May 2023
COMPLETION DATE: July 2024
PROJECT DESCRIPTION: The 267,000-square-foot Rehrig-Pacific Facility is one of the most sustainable plastic injecting molding factories in the country. The plant includes very large injection molding machines, producing items such as rolling trash and recycle bins.
ARIZONA BUILDERS ALLIANCE
PROJECT NAME:
Signal Butte Water Treatment Plant Expansion
GENERAL CONTRACTOR: McCarthy Building Companies
ARCHITECT: Black & Veatch
LOCATION: 10950 E. Elliot Rd, Mesa
START DATE: January 2024
COMPLETION DATE: June 2026
PROJECT DESCRIPTION: Phase 1 of Signal Butte’s Water Treatment Plan Expansion will add an 8-million-gallon potable water reservoir and additional system redundancies. Phase 2 will focus on doubling the plant’s treatment capacity to 48 million gallons per day, with other enhancements to the plant’s operational efficiency and solids handling capacity.
PROJECT NAME:
Teen Challenge Men’s Center
GENERAL CONTRACTOR: Concord General Contracting
ARCHITECT: Light & Path Architecture
NOTABLE SUBCONTRACTORS: RW Strunk Excavating, Universal Wallboard Corporation, Blue Air and Heat, Catalina Mechanical, Kelly Electric, Barron’s Concrete
LOCATION: 2637 N. Oracle Rd, Tuscon
START DATE: May 2024
COMPLETION DATE: Fall 2025
PROJECT DESCRIPTION: This project includes the demolition of an existing building and the construction of four new buildings. This men’s center will consist of a two-story residence building, a chapel, an administration building and a staff residence building. The exterior of the building will incorporate metal, block and stucco systems.
PROJECT NAME:
Vantage Data Centers AZ1 Campus Phase 2
GENERAL CONTRACTOR: McCarthy Building Companies
ARCHITECT: Corgan
NOTABLE SUBCONTRACTORS: Amfab Steel, Rosendin Electric, Southland Industries, IES Commercial and Industrial, Pete King Construction
LOCATION: 45 S. Bullard Ave, Goodyear
START DATE: October 2022
COMPLETION DATE: November 2024
PROJECT DESCRIPTION: Phase 2 of the Vantage Data Center Campus contributes to the campus’ 176 megawatts of total IT infrastructure to hyperscale tenants. This phase includes the base build and tenant fit up of two ground-up data center buildings and build out of one existing building. The mechanical, electrical and plumbing systems leverage energy-efficient technology with a closed-loop chilled water system.
ARIZONA BUILDERS ALLIANCE
PROJECT NAME:
AR100 ASLD Infrastructure Improvements
GENERAL CONTRACTOR: Haydon
ARCHITECTS: Stanley Consultants, TYLin
NOTABLE SUBCONTRACTORS: Horizontal Boring, On-it Construction, Graco, Regal Fence, Howe Precast
LOCATION: Germann and Ironwood roads, Queen Creek
START DATE : April 2023
COMPLETION DATE: Early 2026
PROJECT DESCRIPTION: This project involves completing new infrastructure improvements for the Town of Queen Creek. The project includes pre-construction services, 12 miles of water and sewer installation, four new miles of roadway improvements, nine auger bore sections and five box culverts.
PROJECT NAME: Queen Creek Recreation and Aquatic Center
GENERAL CONTRACTOR: Haydon
ARCHITECT: DWL Architects + Planners
NOTABLE SUBCONTRACTORS: DP Electric, H-Bros Excavating & Construction, Shasta Industries, Division 3 Structures, Comfort Systems USA
LOCATION: 22343 E. Ryan Rd., Queen Creek
START DATE: June 2023
COMPLETION DATE: Early 2025
PROJECT DESCRIPTION: The new Queen Creek Recreation and Aquatic Center will include an indoor recreation center with various sport courts; basketball, volleyball, pickleball, fitness area, teen room, child watch and classrooms. The outdoor aquatic center will include a zero-depth entry play pool, competition and lap pool, lazy river and slides.
ARIZONA BUILDERS ALLIANCE
PROJECT NAME: Clark Park
GENERAL CONTRACTOR: Haydon
ARCHITECTS: Holly Street Studio, Wood Patel & Associates, Dig Studio
NOTABLE SUBCONTRACTORS: Shasta Industries, Western Building Group, T Bar H’s Desert Horizon
LOCATION: 19th Street and Roosevelt Street, Tempe
START DATE: June 2022
COMPLETION DATE: April 2024
PROJECT DESCRIPTION: Clark Park, a part of the Refresh empe Initiative, offers a year-round heated pool, a 17-foot water slide, four modern classrooms, two art pieces by California artist Nicole Mueller and several additional upgrades.
PROJECT NAME: Pima Road and Happy Valley Road improvements
GENERAL CONTRACTOR: Haydon
ARCHITECTS: Kimley-Horn – Pima Road portion; Ardurra –Happy Valley Road portion
NOTABLE SUBCONTRACTORS: Paveco, Earthscapes Landscaping Contractor, WSP, PPS Construction Services
LOCATION: Pima Road – Pinnacle Peak to Bronco Trail near Scottsdale; Happy Valley Road – Pima Road to Alma School near Scottsdale
START DATE: August 2023
COMPLETION DATE: September 2024
PROJECT DESCRIPTION: The project reconstructed 3.25 miles of roadway, installing 31 culverts, two roundabouts, two signalized intersections (one relocated), and 6,000 linear feet of communication infrastructure. It involved exporting 100,000 cubic yards of material and salvaging more than 300 native plants, while maintaining two lanes on Pima Road and one lane each way on Happy Valley Road.
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