CCR Issue 7

Page 1


July 2021 •

In the heart of the city How Third & Urban and FCP’s Sylvan Supply mixed use project is changing the West Nashville, Tennessee scene

Lochlin Caffey, Vice President, JLL

Official magazine of

Also inside:

Exclusive Inside: Creating pandemic resilient workplaces Our annual Flooring Products/Services report Women’s Roundtable discusses the road ahead

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Vol. 20, Issue 7, 2021


28 70 FEATURES 28 In the heart of the city How Third & Urban’s Sylvan Supply mixed use project is changing the West Nashville, Tennessee scene 40 Onward and upward Our Women’s Roundtable on why the road ahead is filled with promise 64 20+ years out... What critical environments and the world’s healthiest, most sustainable buildings have taught us about ventilation 70 Hole-in-one PGA TOUR gets new global headquarters in Ponte Vedra Beach, Florida 76 Shout it out Success aside, 11 reasons your company still needs a marketing plan




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Vol. 20, Issue 7, 2021 INDUSTRY SEGMENTS 48 Flooring

DEPARTMENTS 4 Editor’s Note 12 Industry News 104 Women in Construction 132 Commercial Construction & Renovation Data 134 Ad Index 136 Publisher’s Note


Commercial Kitchens 81 Meet me at the hub How Allison Hall continues to be at the center of Northwestern University’s universe


The Cannabis Operations 93 Building an empire How Cookies continues to revolutionize how people view cannabis Commercial Construction in Healthcare 107 ‘Bursting at the seams’ Inside the reconfiguring of Mercy Hospital Federal Construction 117 Conscious construction Inside the latest eco-friendly renovations at Marine Corps Base Hawaii


Craft Brand and Marketing 125 Meet me at the Rock How Buffalo Rock Brewing is helping transform Ohio’s growing craft beer market

125 4





by Michael J. Pallerino

Ready or not, here they come (again) B efore the pandemic started making decisions for retailers, restaurants and scores of other businesses around the world, Toys R Us filed for bankruptcy. That was in March 2018. Several months later, in June, the iconic brand closed all of its stores nationwide. It is not really sure how many industry observers were surprised by the fall of one of the most vaunted children’s retailer outlets around. With a consumer base bent on surfing the web for the best merchandise and prices (hello Amazon), Toy R Us’ demise seemed like it was just a matter of time.

Not too quite a year later (pre-COVID again), the retailer announced it was making a comeback under new ownership and opened two stores. Before long, a series of pop-up mall location stores started appearing, eventually closing down earlier this year. Brand management company WHP Global announced it had acquired a controlling interest in Tru Kids, the parent company of Toys R Us, Babies R Us and

Geoffrey the Giraffe brands. Toys R Us mascot Geoffrey the Giraffe appeared like he was ready to ride again. Well, guess what? Toys R Us is making yet another comeback. This time, the iconic brand is teaming with Macy's, another retailer that battled to keep its brand afloat, to open toy shops in more than 400 department stores nationwide starting in 2022. This time, the brands are complemented by a dramatically

new and convenient web presence, at and And why not? Macy’s has reported that its toy business has grown exponentially over the past year, with many families looking to inspire their children’s imagination and create meaningful moments together. And while the size and scope of these new toy departments have yet to be announced, the return of a brand that just refused to quit is refreshing in a time of undue staleness. Some of the credit goes to commercial construction designers and contractors that understand the dynamics of change—understand that sometimes it takes a few twists and turns to keep the magic alive. The bigger story here may be the foundation created by the Macy's/Toys R Us partnership—and the scores of others, like Sephora and Kohl’s, Walmart and Wendy’s, etc.—that continue to dot the landscape. As of July 31, Macy’s Inc. operated 726 total locations, including 512 Macy’s locations, 54 Bloomingdale's locations, including outlet stores, and 160 Bluemercury stores. With a small, and very messy toy department, Macy’s now gets the benefit to expand its offerings under the banner of granddaddy of all toy retailers. For now, it is a feel good story worthy of feeling good about. And with three kids (two of whom are adults, and one teenager), it feels good to read of this partnership and take a stroll back to the days when retailers were retailers, toys were toys, and the world was a much different place.

Michael J. Pallerino is the editor of Commercial Construction & Renovation. You can reach him at 678.513.2397 or via email at

We want to hear from you At Commercial Construction & Renovation, we’re always looking to showcase the best of what our industry is doing. If you have a project profile or a fresh perspective on how to keep our industry positively moving forward, shoot me an email at We’d love to take a look.








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EDITORIAL EDITOR: Michael J. Pallerino 678.513.2397 • SENIOR ART DIRECTOR/AD PRODUCTION MANAGER: Brent Cashman 404.402.0125 • CONTRIBUTING WRITER: Ron Treister • 561-203-2981


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F&J PUBLICATIONS, LLC Commercial Construction & Renovation is published monthly by F&J Publications, LLC. The opinions expressed by authors and contributors to Commercial Construction & Renovation are not necessarily those of the editors or publisher. Commercial Construction & Renovation is not responsible for unsolicited manuscripts, photographs or artwork. Articles/content appearing in Commercial Construction & Renovation cannot be reproduced in any way without the specific permission of the publisher or editor.





CCR EDITORIAL BOARD RETAILERS AARON ANCELLO TD Bank VP Regional Facilities Manager AVP New England DAVE CRAWFORD Vice President of Design & Construction Belk Inc. STEVE KOWAL VP Construction & Property Management Hibbett Sporting Goods BOB MEZA Senior Construction Project Manager Target JOHN MIOLOGOS Director, Store Standards Store Design and Planning Walgreens Company JERRY SMITH Head of Construction Bluemercury LAURA GROSS Retail Facilities Manager American Signature Furniture

GREGG LOLLIS Sr. Director, Design Development Chick-fil-A DAVID SHOTWELL Construction Manager Atticus Franchise Group ISYOL E. CABRERA Director Development and Construction Focus Brands LLC DEMETRIA PETERSON Project Director, Design and Construction at HMSHost DAVID THOMPSON Construction Manager Scooter’s Coffee ROB ADKINS, LEED AP CDP Project Development Manager- Licensed Stores- National Accounts Starbucks Coffee Company

HOSPITALITY JOHN COOPER Principal Executive Vice President at Stormont Hospitality Group LLC

ANDY BRIGGS, CHA Principal A14 Capital

GENERAL CONTRACTOR MATT SCHIMENTI President Schimenti Construction JOHN STALLMAN Marketing Manager Lakeview Construction


MEGAN HAGGERTY Founder Legacy Capital Investment

JIM STAPELTON Vice President Nelson

MIKE KRAUS Principal Kraus-Manning

RON VOLSKE Construction Project Manager Orscheln Farm & Home

JOE THOMAS Vice President Engineering Loews Hotels

CHRIS VARNEY Principal, Executive Vice President EMG

DEDRICK KIRKEM Retail Facilities Consultant

RICK TAKACH Chairman Vesta Hospitality

STEPHEN HEKMAN Executive VP Kingsmen Retail Services US

SAMUEL D. BUCKINGHAM, RS CMCA AMS President & Co-Founder Evergreen Financial Partners LLC

KEN DEMSKE Vice President Jones Lang LaSalle

RESTAURANTS RON BIDINOST Vice President of Construction at Bubbakoo’s Burritos


LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality



JEFFREY D. MAHLER Vice President L2M

JIM SHEUCHENKO President Property Management Advisors LLC

PUNIT R. SHAH Chief Executive Officer of Liberty Group+ Part-Owner of Miami Marlins

NUNZIO DESANTIS, FAIA CEO & Founder of Nunzio Marc DeSantis Architects

PAM GOODWIN Goodwin Advisors, LLC Goodwin Commercial The Pam Goodwin Show

ROBERT RAUCH CEO RAR Hospitality Faculty Assoc., Arizona State University



JEFF ROARK Principal/Partner Little

JOHN LAPINS Project Management Consultant, Greystar

CLINTON “BROOKS” HERMAN, PMP Senior Facilities Project Manager UTHealth Science Center at Houston

GINA NODA Founder Connect Source Consulting Group, LLC.

KAY BARRETT NCIDQ, CDP Senior Vice President, Cushman & Wakefield

GARY RALL Vice President of Design and Development, Holiday Inn Club Vacations

ERRAN THOMAS ZINZER Senior Manager Real Estate Services, Construction & Design


BOB WITKEN Chief Operating Officer KCA Development MIKE KLEIN, AIA, NCARB Senior Architect Core States Group

FRED MARGULIES Director of Retail Architecture Onyx Creative STEVEN MCKAY Managing Principal, Global Design Leader at DLR Group STEVE TURNER Director, GPD Group STEVEN R. OLSON, AIA President CESO, Inc.

ADA BRAD GASKINS Principal The McIntosh Group

ACADEMIA DR. MARK LEE LEVINE Professor Burns School/ Daniels College University of Denver


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AroundtheIndustry RESTAURANTS

Taco Bell Taco Bell has created Taco Bell Defy, a new prototype that will feature four drive-thru lanes, three of which will be dedicated to mobile and delivery orders. The first of the two-story, 3,000-square-foot Defy locations is scheduled to begin construction in Brooklyn Park, Minnesota before the end of August and open next summer. Wendy’s Wendy’s has partnered with tech company REEF on a plan to open 700 ghost kitchens across the US, Canada and the UK over the next few years to fulfill orders placed via third-party delivery services. KFC KFC is working to grow its presence in cities even as many other restaurant companies peg future growth to suburban drive-thrus. The chain opened its first urban format store in New York in 2019 and has six more on the drawing board this year and another six in 2022, with plans to eventually grow to hundreds of the units that are designed to handle a high volume of digital sales. Bojangles Bojangles has franchise agreements in place to enter New York, Ohio and Texas, and expand in Tennessee, Georgia and Florida. Plans also call for 15 corporate stores in the Dallas area and the creation of regional training facilities. Texas Roadhouse A new growth strategy and the realities of COVID-19 could propel Texas Roadhouse from a projection of 800 restaurants to as many as 1,000, meaning at least 20–25 units per year for the next decade. Applebee’s Applebee’s franchise operator Apple Arkansas is adding a drive-thru to an eatery in Texas to test whether the feature will drive higher off-premises sales. If the test proves successful, the casual dining chain could add pick-up windows to future building design packages Wow Bao Fast-casual Asian chain Wow Bao will add more than 100 delivery-only locations this year via a partnership with Franklin Junction, a “host kitchen” provider that connects brick-and-mortar restaurants with virtual brands.


Dollar General Dollar General has launched two store-within-a-store models in the Nashville, Tennessee area, combining its pOpshelf concept with DG



Market stores. The pOpshelf stores contain a variety of products priced at $5 or less, and the company plans to bring the concept to 25 stores. Warby Parker Eyeglasses retailer Warby Parker has shifted gears from its original online-only model and is increasingly betting on stores to grow sales as the company gears up for an initial public stock offering. Warby Parker expects to open about 36 locations this year, bringing its total of brick-and-mortar stores to around 170, and there’s room in the market for several hundred more. Bloomie’s Bloomingdale’s first small-format Bloomie’s store is set to open late next month in Fairfax, Virginia. Designed to become a neighborhood store with frequently updated collections and amenities, the new design will draw shoppers to the store. Bed Bath & Beyond Bed Bath & Beyond is in the midst of updating 450 stores in the next three years, a plan that will cost $250 million and cut the number of products and reorganize them, lower shelving and widen aisles. The retailer is reopening its remodeled New York City flagship, which will show off these changes in addition to others, including in-store Casper, SodaStream, Nespresso and Dyson shops, a cafe and a dedicated pickup area. Ralph Lauren Growing demand is prompting Ralph Lauren to invest more in marketing efforts and retail operations, and to open 18 new stores this year, with a focus on Asia. Walmart A partnership between Walmart and one of the country’s biggest community solar projects will earn energy credits for 32 stores, four Sam’s Clubs and a distribution center across New York state. The retailer will subscribe to shares in 23 Nexamp farms, as it works toward a goal to power all of its facilities with renewable energy by 2035. Macy’s Macy’s will close its Market by Macy’s store in Dallas’ Southlake Town Square temporarily, with plans to remodel the 20,000-squarefoot fashion concept and reopen it this autumn. The Dallas location was the first Market by Macy’s to open, followed by a second location in nearby Fort Worth earlier this year.


Presidente Supermarkets Hoping to reach central Florida’s growing Hispanic population, Presidente Supermarkets will open seven new stores and a 100,000-square-foot distribution business called Omax Plaza Wholesale, which will be based in Kissimmee, Florida Under the plan, the 30-year-old Miami-based grocer will also add three new stores in the Orlando area to go along with four additional sites in South Florida. Wegmans Wegmans outlined plans to open its first Manhattan location in an 82,000-square-foot former Kmart store it has leased for the next 30 years. The grocer opened its first New York City store in Brooklyn two years ago, and the new location is scheduled to open in the second half of 2023. Stop & Shop Stop & Shop plans to have more than 50 electric vehicle charging stations from Volta Industries at stores across its Northeastern market by the end of this year.

HOSPITALITY JW Marriott The new JW Marriott Las Vegas is expected to open by October 2023 with a casino, 3,700 rooms, a spa, event space, retail and restaurants. The resort, which will also include a 900-plus-key Edition, will connect by pedestrian skybridge to the Las Vegas Convention Center. Hyatt Hotels Hyatt Hotels plans to open more than 35 luxury and lifestyle properties through 2022, and several have already made their debut in locations as widespread as Oman and California’s Napa Valley. The list of brands includes the Alila, with openings scheduled for Malaysia, China and the Maldives; and the Andaz, with two hotels coming to China, one to Prague and one to Toronto. Karisma Hotels & Resorts Karisma Hotels & Resorts is adding two new Azul Beach resorts to its portfolio, the Azul Beach Resort Cap Cana and the Azul Beach Resort Punta Cana, both opening later this year.

Fresh Thyme Market Fresh Thyme Market is working with RangeMe in a search for local suppliers to help fill the shelves of the grocer’s newest site in St. Louis’ Foundry area, a location that will feature a hyperlocal concept. Selections will be focused on healthy, fresh and organic products from the region, and Fresh Thyme has announced it wants to offer 1,000 local products at the location.

Great Wolf Lodge Work has begun on a Great Wolf Lodge water park resort in Perryville, Maryland. The resort will include a 126,000-square-foot water park featuring an outdoor pool, two 75-foot-tall slide towers and cabanas. The project is expected to generate around 2,000 jobs during construction and 850 jobs once operational.

ALDI ALDI has unveiled Corner Store, a new small-format design that will enable the grocer to grow by leveraging existing spaces that may not accommodate a traditional store. The grocer’s first Corner Store, which has debuted in North Sydney, Australia, is designed with walk-in customers in mind and also features contributions from local artists designed to create “a nostalgic neighborhood feel.”

Star Wars—Galactic Starcruiser Walt Disney World Resort in Orlando, Florida plans to open its upcoming Star Wars—Galactic Starcruiser hotel Hollywood Studios in spring 2022. The “Star Wars”-themed hotel will allow guests to experience a two-day interactive adventure featuring an excursion to Batuu, a dinner show performed by “aliens,” character interaction and personalized, unexpected character encounters.

Save A Lot Save A Lot plans to increase its investment in store upgrades and is targeting 33% of its locations for substantial improvements this year, with its full roster of 1,000 stores scheduled to be remodeled by 2024. The discount grocer and its independent owners are collaborating on the renovations, which also will include expanded product offerings from local suppliers. Giant Eagle Giant Eagle wants to reduce its carbon footprint up to 50% by 2030 on its way toward a goal of zero net-carbon emissions by 2040. The grocer’s plan includes converting all of its 200-truck fleet to alternative energy, investing in green energy solutions and rolling out more efficient smart lighting and greener HVAC systems, among other sustainability steps.

Radisson Hotel Group Radisson Hotel Group, in partnership with Madaëf, has signed seven Moroccan hotels, of which four will open its doors in tourist areas Al Hoceima, Saïdia and Taghazout. The new portfolio of resorts and residences will add more than 1,600 rooms and bring Radisson’s Moroccan portfolio to 10 hotels with plans to reach 15 in operation and under development by 2025. Pestana CR7 Times Square The debut of the Pestana CR7 Times Square in New York City brings Portuguese soccer sensation Cristiano Ronaldo’s fledgling hotel enterprise to the US. Named for the star’s uniform number, the lifestyle hotel results from a collaboration between Ronaldo and Portugal’s Pestana Hotel Group.





Let’s get to work Top 5 cities for construction workers in 2021


n spite of the pandemic, the US construction industry continues to come back strong this year. This bounce back begs the question: Which cities will see the highest demand for construction workers? Our friends at CDN Paint and Industrial Paint and Protection Magazine gathered data from the Census and BLS, taking a look at the opportunity, demand pay, and cost of living for construction workers. Take a look at the top 5 cities for construction workers below:


Austin, Texas

Dallas is experiencing a lot of growth—the city boasts a 4:1 worker-to-permit ratio, and had more permits than any other major city in the month of February. It also was quick to recover from the shutdown lull; with construction already returning to pre-pandemic levels. At that point, it was one of only two major US metro areas where construction had fully recovered.


Following closely behind Dallas, Houston issued the nation’s second-highest number of building permits earlier this year. To accomplish this, it had to beat out New York City. Houston’s cost of living is modest, but wages for construction workers there tend to be higher than those seen in Dallas or Austin. One of the biggest factors driving construction there has been ongoing population growth in the area. Early US Census estimates indicate that Texas saw a higher level of population growth than any other state in the country over the past decade.


Minneapolis stands out for the number of new building permits issued—and its high salaries for people in the construction industry. On average, construction workers can expect to earn a salary of $57,100 while working in this area. The only city where workers are paid more is New York City, but this factor is largely mitigated by Minneapolis’ significantly lower cost of living. Demand has grown, due in part to an increase in residential housing. Today, the city has a worker-to-permit ratio of 4:1.

Even in isolation, Austin’s building permit numbers would be worth looking into, with the city issuing the third-highest number of permits earlier this year. Demand also is driving work. According to the Austin Business Journal, the city has a “desperate need to build homes,” and practically no housing is available in some areas. Shortages of flooring materials like wood and epoxy have slowed down production, while prices in the resin market in particular have been fluctuating greatly.


Since 2016, construction in Phoenix consistently has outperformed the US’ national average. Despite the ongoing pandemic, that trend continued in 2020, when a Cumming research report found the city’s construction market had expanded by 15%. Driven in large part by the city’s strong residential market, the market continues to perform well.

Tommy O’Shaughnessy is owner of CDN Paint and Industrial Paint and Protection Magazine, two publications dedicated to helping facility owners, builders, contractors (and everyone else) find top-rated industrial coatings professionals.

Construction industry continues to add jobs


he construction industry added 11,000 jobs between June and July, according to an analysis of government data by the Associated General Contractors of America of recently released government data. Construction employment in July totaled 7,421,000, following three months of job losses. The rebound was limited to residential and specialty trade contractors, while nonresidential building and infrastructure construction firms continued to shed workers. Residential building contractors such as home builders added 8,300 employees in July, while employment was unchanged among residential specialty trade contractors. The two residential segments have added a total of 58,500 employees, or 2.0 percent, to their workforce since February 2020.



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Being Plan B ready Finding your way around capital projects and tenant improvements


t has been (and continues to be) an unprecedented year. What’s a contractor to do? Tom Murphy has your answers. We asked the director of project services for NAI Hiffman/ Hiffman National, the Midwest’s largest commercial real estate services firm, how he works around the year of building under the gun.

What’s your normal workload, and how has the pandemic changed it?

We serve a portfolio of almost 100 clients and manage over 200 projects per year, from replacing HVAC systems to installing new roofs to repaving lots. When the pandemic began, our pipeline of projects initially was reduced by as much as 60%. Today, many of our clients are looking to resume their capital spend, either because they want to complete the work before their tenants bring employees back to the office or because they realize they need to complete the projects to compete for new leasing opportunities.

What kinds of shortages are you encountering?

You name it and I guarantee it’ have an extended lead time, minimum order quantity or some other delay. This is not only true in specialty items, but also everything from standard carpet and LVT flooring to roofing materials. We can’t get enough of the plates and fasteners used to install roof systems and are being told some material lead times will be as late as November/December. On the mechanical side, we’re experiencing extended lead times of as much as six weeks. Recently, we released an order for two 115-ton package units and were told

Did you

know 16

by the manufacturer the typical lead time of eight to 10 weeks is now 14 to 16 due to a steel shortage. We’re currently replacing all the flooring in an office, and it’s taking months to get the carpet in. Lumber has not been an issue because CRE uses more metal framing than lumber. But in May and June, we experienced longer lead times and problems with material availability with the metal framing.

Texas affected the petroleum industry, of which many manufacturers use. The remaining factor is skilled labor. Most US manufacturers do not have the skilled labor to operate their facilities to 2019 production capacities and did not manufacture excess products in 2020. One flooring manufacturer with operations in Georgia is trying to fill over 100 manufacturing and administrative positions. Another roofing materials manufacturer stopped accepting all new orders in an effort to fulfill its current backorder—which means customers requiring millions of square feet of roof replacements need to find alternate materials or put their projects on hold.

What are you telling clients who want to get capital projects done? What's causing all these shortages?

There are several factors, including shipping backlogs, petroleum-based materials shortages caused by this winter’s storms in Texas, truck driver shortages and skilled labor shortages. After the pandemic began, shipments from Asia almost came to a complete halt for about six months. But then, at the end of summer 2020, US consumers began buying manufactured goods in huge numbers and the Pacific seaports got jammed up. It has yet to recover. These challenges still exist today and affect material lead times, impacting the production of things like light fixtures and flooring. Another factor is a shortage of raw materials used in production. For example, earlier this year, the weather problems in

Things are taking 20% longer and costing 20% more because of shortages, delays and manufacturer pricing increases. I don’t see the increases from many manufacturers buying building products from rolling back their price increases; however, freight surcharges and minimum quantity for orders may go away as the freight industry recovers. Always have a Plan B with respect to items that have a long lead time. Thinking creatively to solve problems and meet deadlines is a must. In some cases, we’re completely switching systems or parts in order to complete critical jobs. I tell the brokers we work with, “Chicken is on sale.” Don’t freeze, don’t wait. Get it done while buildings are empty. Tell your client these are the delays, and it’s going to get worse before it gets better. But we can still move the ball forward.

The list of Technomic’s Top 500 restaurant chains includes 165 that added at least a few new units last year, despite the challenges of the pandemic. Teriyaki Madness grew its unit count by more than half, while Clean Juice, Wahlburgers, Walk-On’s Sports Bistreaux and Kung Fu Tea rounded out the top five.


Annual General Contractor Listing Triad Construction Donna Coneley, VP of Development 2206 O’Day Road Pearland, TX 77581 Telephone: (281) 485-4700 Fax: (281) 485-7722 Year Established: 2008 No. of Employees: 49 Retail: $40,520,000 Restaurants: N/A Hospitality: N/A Healthcare: N/A Multi-Family: N/A Federal: N/A Other: $723,098.78 Total: $41,243,098.80 Completed Projects as of 12/31/20: 34 Square Footage: Retail: 1,050,021 Hospitality: N/A Restaurants: N/A, Federal: N/A Healthcare: N/A Multi-Family: N/A Other: 34,705 Total: 1,084,726 Specialize In: Retail, Private School and Public Work (Animal Adoption)

The numbers game

44 40 22,000

The percentage increase of hotel rates at the end of June, according to STR data. Overall, US travel prices took an expected leap coming out of the pandemic. While many prices remained below pre-pandemic levels, strong demand in lodging raised that sector’s room rates to 99.5% of June 2019’s average. The percent of shoppers who say they plan on visiting a physical grocery store, according to the Feedback Group’s “Grocery Shopping Intention Monitor” report. The data shows that 51% say they will plan to visit less, while 9% stayed the same. The study reflects shifts in behavior prompted by the easing of many pandemic restrictions and forecasts that small discounters and big-box retailers will likely benefit most from the trend. The number of rooms in the New York City hotel pipeline as of July 1, according to data from STR. The data also show that Atlanta, Dallas, Las Vegas and Los Angeles each boasted more than 5,000 rooms under construction.


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Eye of the storm 3 tips to help prepare construction sites for hurricanes


n August 2020, Hurricane Laura made landfall, traveling through the Gulf Coast and matched the strongest hurricane to hit Louisiana. This resulted in significant damage to homes and buildings and left nearly a million people without power. The devastation caused isn’t that uncommon. In fact, the Congressional Budget Office expects hurricanes and tropical storms to cause $54 billion in damages annually. Emergencies and disasters can strike at any time on a construction site, which makes planning and preparing for crises essential. One of the most important things you can do to minimize damages to job sites and keep your employees safe is to preplan. That’s where a business continuity management plan focused on recovery and restarting company operations can help. Here are three key tips to help create a thorough policy: No. 1 — Address Property Upgrades to Reduce Hurricane Damage With wind speeds that can range from 74 mph in a Category 1 hurricane to 157 mph in a Category 5, these storms have the potential to cause extensive damage. If job sites are in the path, it’s smart to examine buildings to see what can be susceptible to damages. To reduce the potential for substantial damage, you can make upgrades to help mitigate the situation. This includes adding more roof and exterior cladding fastening, modifying roof ballasts, bracing rooftop components, and providing various graded films to windows. And don’t forget about water damage. When a hurricane makes landfall, the storm surge can tower up to 20 feet higher than the normal tide. So it’s imperative to review the building’s water damage prevention plan (WDPP) and make any necessary changes. Because job sites are each unique, each construction

By Erin Rotz

project should have its own plan. Some common sources of water damage include: > Adjacent properties > Groundwater > Irrigation systems > Windows and doors > Plumbing > Fire sprinklers

to put measures in place to stabilize and preserve property at construction sites. A plan should include a process that addresses: > Damage assessment > Salvaging > Cleanup > Resources to have on hand or quickly available

No. 2 — Make Life Safety a Priority The National Hurricane Center will issue a hurricane warning if a storm impacts an area. If this happens, safety should always be the first priority, and a plan should be in place that details what should be done in the first few minutes of a hurricane. Some action items can include: > Issuing a warning to evacuate, shelter or lockdown > Calling emergency services with full and accurate information > Training employees in first aid so they can help injured employees

One of the best things you can do is to regularly look at the weather forecast if in the path of a hurricane or severe weather events. Knowing in advance what’s coming when it makes landfall is crucial information to have. Pay attention to how strong the winds will be and how much rainfall a hurricane or storm will bring, especially in low-lying areas of the building site or where equipment is stored. A key part to having a successful business continuity management plan is to regularly reassess and practice it. An annual review helps keep the plan current and can identify gaps that need to be addressed. Holding drills to practice the plan ensures employees know what to do in the event of a hurricane. Evacuation drills are the best ways to see if your plan is effective and efficient. The last thing you want to be is unprepared when a hurricane hits.

No. 3 — Take Measures to Stabilize and Preserve Property Slow-moving hurricanes or storms that stop over a location for a period of time can cause devastating damage. That’s why it’s important

The information provided in these materials is intended to be general and advisory in nature. It shall not be considered legal advice. The Hartford does not warrant that the implementation of any view or recommendation contained herein will: (i) result in the elimination of any unsafe conditions at your business locations or with respect to your business operations; or (ii) be an appropriate legal or business practice. The Hartford assumes no responsibility for the control or correction of hazards or legal compliance with respect to your business practices, and the views and recommendations contained herein shall not constitute our undertaking, on your behalf or for the benefit of others, to determine or warrant that your business premises, locations or operations are safe or healthful, or are in compliance with any law, rule or regulation. Readers seeking to resolve specific safety, legal or business issues or concerns related to the information provided in these materials should consult their safety consultant, attorney or business advisors. All information and representations herein are as of July 2021.

Erin Rotz is head of Inland Marine & Builders Risk at The Hartford. She holds her CRIS designation and is a member of the Arizona Workers Compensation Appeals Board.



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Lock it down Creating pandemic resilient workplaces


ffices across the country continue to try and get back to business as usual. While businesses are providing options for employees to work remotely either full-time or in a hybrid environment, many workers are ready to return to the camaraderie, teamwork and mentorship found with in-person work.

By K.J. Jacobs occurred within the last 103 years. Of those nine, five occurred within the last 20 years. Of those five, three were within the last 10 years. With this in mind, office space can be designed to create an environment built to protect workers from COVID-19 and other infectious diseases that could emerge in the future, while simultaneously improving building conditions to support the general health and wellness of its occupants.

Circulation & wayfinding

Creating a larger entry feature with several doors and gracious vestibule space could be another way to provide safe access without unduly burdening staff or creating unnecessary security issues.

Mounted monitors placed strategically throughout the room.

Since safety measures against a novel virus weren't top of mind for office designers before COVID-19, existing facilities may have areas that are in need of improvement. Many experts, including Belgian virus hunter and director of the London School of Hygiene and Tropical Medicine Peter Piot, warn the world could be entering an “age of


pandemics,” fueled by population growth, climate change and deforestation. According to research by NIAID Senior Scientific Advisor David Morens published in the scientific journal “Cell,” pandemics have been steadily increasing in frequency throughout recorded history. Of 17 historic pandemics recorded since 430 BC, nine


The layout and size of hallways and corridors should be wide enough to accommodate two, one-way lanes of pedestrian traffic. Elisa Walker, interior designer at McMillan Pazdan Smith Architecture, says providing more than the minimum required accessible ingress and egress pathways sets buildings up to be more agile in responding to future pandemic situations. “If there is only one truly accessible entrance, it becomes difficult to delineate access equitably in an infectious disease scenario.” Creating a larger entry feature with several doors and gracious vestibule space is another way to provide safe access without unduly burdening staff or creating unnecessary security issues. Conference rooms, multipurpose areas and waiting areas also should allow for clearly marked one-way paths where practical to minimize cross-contact. While there should always be multiple options for vertical circulation in a building— including elevators and stairwells—open-air stairs are the safest and most resilient design choice. Monumental stairways don’t confine occupants in enclosed spaces like elevators or closed stairwells, and, if necessary, can be designed with a large traffic capacity in mind.

Surface selection

Surfaces and materials should be selected based on their durability to stand up against harsh cleaning agents, such as a diluted bleach solution. Hard, non-porous surfaces such as plastic laminate are preferable to wood veneer.

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If a material cannot withstand the harshness of cleaning agents, the finishes that protect the material will deteriorate and could create a micro-environment for germs and dirt to collect, thus making an intense cleaning regimen less effective while reducing the life of the product.

Conference rooms & multipurpose areas

Multiple layers of personal protective equipment (PPP) and physical barriers such as plexiglass make even in-person meetings a challenge. The audio/video infrastructure of conference rooms and multipurpose areas must be improved to create spaces that effectively can be used as they were intended.

filmed and streamed. These green rooms should contain visual instructional tools like electronic whiteboards or greenscreens, in addition to technological equipment that makes recording and streaming possible. Spare rooms, offices or unused quiet spaces can be converted into shared green rooms with the appropriate modifications to lighting and acoustics.

Layout & amenities for employee support spaces

Break rooms and other staff support areas should have access to natural light and, when possible, extend to outdoor spaces. A variety of individual and group seating choices should be provided and non-woven fabrics

Spare rooms, offices or unused quiet spaces can be converted into shared green rooms with the appropriate modifications to lighting and acoustics.

For livestreaming to remote workers, speakers should wear microphones and use cameras to record their presentations. Persons who may have trouble seeing the front of the room or hearing clearly can stream presentations on a personal device or view them on mounted monitors placed strategically throughout the room. Another option is to create separate “green rooms” where presentations can be

such as vinyl, silicone and polyurethane that can withstand appropriate cleaning should be selected for communal spaces. Administrative areas should be arranged to create an efficient workflow that minimizes cross-contact among staff. Instead of holding visitors in a lobby or waiting area, consider using a digital queuing system where visitors sign in and are sent a text message when they are ready to be received.


Restroom materials should incorporate greater use of antimicrobial surfaces wherever possible. While touchless toilets often are thought of as the safe alternative to traditional toilets, the addition of computer equipment and sensors tends to create long-term maintenance issues. Instead, consider using foot-pedal toilets, which operate mechanically and are much simpler and cheaper to maintain. Sinks with automatic valves should be adjusted to a longer cycle to facilitate correct handwashing protocol.

HVAC & air sanitizing

Office buildings should use the maximum amount of air filtration their systems can handle. MERV 13 filters with MERV 8 pre-filters reduce the small particulates that could carry COVID-19. It also is wise to incorporate HEPA filtration in air handling systems. Higher filtration levels and more fresh air can increase the operating costs of a building, so flexibility in the control of the HVAC system can allow buildings to adapt to changing needs. UV-C light sterilization and bipolar ionization are other systems that, when installed properly, can aid in removing and destroying contaminants from the air before it enters occupied areas. Overall, this people-first approach to building is embodied in the WELL Building Standard (WELL), a roadmap for creating and certifying spaces that advance human health and well-being. WELL dictates “performance standards for design interventions, operational protocols and policies,” spanning 108 features and 10 concepts including air, water, light, sound, nourishment, and more. Nobody knows what the future will bring. Even if the research that points to the possibility of more frequent pandemic events globally proves to be overly cautious, these design elements and additions will only improve the office environment while safeguarding the health and well-being of all building occupants. CCR

K.J. Jacobs is a Principal at McMillan Pazdan Smith, a regional, studio-based architecture, planning and interior design firm with offices in Charleston, Greenville and Spartanburg, South Carolina; Asheville and Charlotte, North Carolina; and Atlanta. He can be reached at



Photography by: Newport653 Photos



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Rebuilding America What the American Jobs Plan could mean for construction contractors


n March 31, 2021, the Administration unveiled the American Jobs Plan (the Plan), a $2 trillion spending proposal that would make a dramatic, long-overdue investment in US domestic infrastructure and create construction contracting opportunities in a variety of areas, including transportation infrastructure, electric grids, water infrastructure, educational facilities, research laboratories, and federal buildings. Here, we examine how the government plans to spend these significant sums and highlights key elements of the Plan for construction contractors looking to grow their business.

The Plan’s Main Areas of Investment

Transportation Infrastructure: Citing poor road conditions, traffic fatalities and the current transportation system’s negative impact on climate, the plan allocates $621 billion for infrastructure and transportation improvements, with $115 billion set aside for the construction of more sustainable and resilient bridges and streets. The plan would also invest $25 billion in airports; $17 billion


for inland waterways, coastal ports, land ports of entry, and ferries; and $85 billion in public transportation. Water Infrastructure, Broadband, and Electric Grid: The Plan would invest $111 billion to rebuild clean drinking water infrastructure—$45 billion of which would go to eliminating all lead pipes and services lines in the United States. The plan also aims to reach 100% high-speed


broadband coverage and to reenergize the country’s power infrastructure by building a more resilient electric transmission system. Homes, Schools, VA Hospitals, Federal Buildings, and Research Laboratories: The plan would invest significant sums in infrastructure, housing and facility construction to address systemic social issues and climate change. Funds specifically are set aside for construction-based policy initiatives, including the creation or revitalization of childcare facilities ($25 billion), VA hospitals ($18 billion), federal buildings ($10 billion), research laboratories ($40 billion), and public housing ($40 billion). The plan also designates $100 billion to upgrade and build new public schools across the country.

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PERSPECTIVE Main Policy Goals

Climate Change, Clean Energy and Resilient Infrastructure: A common theme throughout the Plan is a focus on climate change, clean energy, and environmental justice. This focus takes many forms, including transportation modernization funding specifically targeted at improving air quality, limiting greenhouse gas emissions, and reducing congestion; investment in the remediation and redevelopment of Brownfield and Superfund sites and; funding to support “cutting-edge, energy efficient and electrified, resilient, and innovative school buildings.” The plan also aims to make the country’s infrastructure more resilient to better withstand and recover from natural disasters in the future, focusing mainly on those communities vulnerable physically and financially to climate-driven disasters.


The Administration’s Infrastructure Plan is welcomed news for construction contractors, as it promises to significantly increase federally funded local and state construction projects for the improvement of roads, bridges, and public transportation. There also will be more contracting opportunities for improvements to the electric grid, schools, federal buildings, and VA hospitals and environmental remediation projects at legacy industrial and energy sites. Contractors should keep a close eye on procurement postings to ensure that they do not miss out on these opportunities. Specifically, contractors should monitor the System for Award Management (SAM) for procurement opportunities and, if they have not already done so, register in SAM. Registration in SAM requires

Funds specifically are set aside for construction-based policy initiatives, including the creation or revitalization of childcare facilities ($25 billion), VA hospitals ($18 billion), federal buildings ($10 billion), research laboratories ($40 billion), and public housing ($40 billion). Efficient and Effective Use of Funds: In order to promote on-time and on-budget projects, the Administration says it will adopt lessons learned from the Recovery and Reinvestment Act of 2009 and provide training, technical assistance, and procurement best practices to the state, local, and tribal governments delivering the projects to ensure the best outcomes on cost and performance.

contractors to make numerous regulatory certifications requiring careful consideration. Contractors also should be aware that it may take several weeks before a registration becomes active. Further, to best position for contracting opportunities created by the plan, construction contractors should consider investing in building techniques and materials

that create more resilient infrastructure, homes, and buildings—especially in those areas impacted by severe weather events. Adopting “green” building techniques and focusing on energy efficiency also will help contractors improve their competitive standing for plan-funded contracts that prioritize climate-friendly alternatives and green infrastructure. In addition, given the plan’s emphasis on “accountability and transparency” measures, contractors must be aware that they could be subject to considerable oversight by federal, state, and local contracting authorities who are tasked with ensuring that project funds are used efficiently and effectively. As a result, contractors should consider developing, adopting, and implementing procurement policies and procedures that will help them comply with the many regulatory requirements they surely will encounter. For example, contractors must implement the code of conduct and training programs required by FAR 52.203-13, Contractor Code of Business Ethics and Conduct, shortly after being awarded a contract valued at more than $6 million with a performance period of 120 days or more. Additionally, contractors may become subject to Equal Employment Opportunity (EEO) and Affirmative Action Program (AAP) requirements enforced by the Department of Labor’s Office of Federal Contract Compliance Programs (OFCCP), as well as the Davis-Bacon Act and Contract Work Hours and Safety Standards Act. Finally, contractors also will want to confirm that their cost accounting and other business systems are adequate to perform federal work and that they have an established practice for managing regulatory flowdown clauses from both the prime contractor and subcontractor perspective. CCR

Alejandro (Alex) Sarria, a member in Miller & Chevalier’s Government Contracts Counseling & Litigation practice, represents government contractors in contract disputes, bid protests, False Claims Act lawsuits, and complex civil litigation arising from military operations, national security programs, and environmental remediation projects. He can be reached at Elizabeth Cappiello is a counsel in Miller & Chevalier’s Government Contracts Counseling & Litigation practice and represents owners, design professionals, general contractors, subcontractors, and sureties in contract formation and construction disputes involving a wide range of construction projects. She can be reached at




Lochlin Caffey



In the heart of the city How Third & Urban and FCP’s Sylvan Supply mixed use project is changing the West Nashville, Tennessee scene Interview by Michael J.Pallerino


evelopment. Consulting. Management. Third & Urban is an Atlanta-based developer that builds communities. It builds the kind of communities that anchor people, not just city blocks— communities that retain context, history and experience, not just tenants. In each development, these communities help build a connection between the area and the culture. Such was the case with the Sylvan Supply mixed-use project on the old Madison Mill industrial site in West Nashville, Tennessee. The project is divided into six buildings connected by open corridors and terraces providing outdoor workspaces for tenants. A joint venture between Third & Urban and FCP, the partnership enlisted the help of JLL’s Project and Development Services (PDS) group in Nashville to manage the adaptive reuse development which has become Chris Faussemagne instrumental in the city’s radical reinvention of the Charlotte Avenue corridor. Sylvan Supply buildings offer prime Class A office space (targeting creative businesses) featuring open floor plans, large windows and amenitized outdoor space, as well as 35,000 square feet of restaurant and retail space. Chris Faussemagne, Partner with Third & Urban, says that because Nashville is an ideal city for creative, infill development, the project is the perfect reflection of the growing economy’s innovation and invention. Initial interest from companies seeking large-format creative space, as seen in other markets, showed the need for Sylvan Supply. We sat down with Faussemagne and JLL VP Lochlin Caffey to get a peek into the Sylvan Supply adaptive re-use mixed use development project.



IN THE HEART OF THE CITY Give us a snapshot of the Sylvan Supply project?

Third & Urban’s Faussemagne: Sylvan Supply is an adaptive re-use mixed use development that redeveloped the former Madison Mill property located at 42nd and Charlotte in West Nashville. The project has approximately 35,000 square feet of local retail and 160,000 square feet of creative office.

What type of consumers are you targeting?

Third & Urban’s Faussemagne: For the retail end, we are focused on providing everyday services as well as Food and Beverage for the surrounding area. For the offices, we are looking for companies that prefer the volume and light found in older industrial buildings. We have seen the occupiers of this “creative space” mature from design firms to traditional office users such as Accenture.

How does the overall design cater to what today’s consumers are looking for?

Third & Urban’s Faussemagne: The building design provides an abundance of natural light and volume of space providing a quality of workspace that is not seen with traditional office buildings. We also have found that our focus on outdoor space and direct access to suites from the outside has become more of a focus as office tenants return to the office.

What kind of adjustments have you made in order to cater to your customers in this new landscape?

Give us a snapshot of your strategy.

Third & Urban’s Faussemagne: Sylvan Supply is an adaptive re-use mixed use development that redeveloped the former Madison Mill property located at



Photography by Dorian Shy

Third & Urban’s Faussemagne: As noted above, the project wellness designs that were planned pre-pandemic has allowed the project to thrive without having to make drastic changes. We have seen changes over the past year that we think will continue to be seen with regards to smaller restaurants that have expanded their sales to focus on “to go” as well as more outdoor seating.




IN THE HEART OF THE CITY 42nd and Charlotte in West Nashville. The project has approximately 35,000 square feet of local retail and 160,000 square feet of creative office.

Walk us through how and why your locations are designed the way they are? Third & Urban’s Faussemagne: The project is designed to provide creative office space and dynamic local retailers. Centric Architects did a fantastic job working with the team on taking a former industrial building with a massive floorplate and creating a network of breezeways that not only created outdoor spaces, but also cut the building into rational floorplates.

Take us through your construction and design strategy. Third & Urban’s Faussemagne: We start with our GC in the room in the very first design meeting and every once since. After 20-plus years working with Gay Construction Company, they understand what we are looking to accomplish and help guide the narrative for the development. Their involvement is not to inhibit the design and creative process, but more so to identify the most cost effective approach so we do not waste time focused on design solutions that may not be the most rational path.

The building design provides an abundance of natural light and volume of space providing a quality of workspace that is not seen with traditional office buildings. — Chris Faussemagne, Partner with Third & Urban

What’s the biggest issue today related to the construction side of the business?

JLL’s Lochlin Caffey: Clearly pricing in the current environment. It has put even more pressure on making sure that 100% CDs are complete and the GMP contract reflects it. While it is still a competitive environment in the subcontractor market, the rising costs of materials and tighter labor markets make changes mid-project far more complicated.

Third & Urban’s Faussemagne: We view our projects as a benefit as we are re-using existing structures. While we typically do not apply for programs such as LEED, we often make decisions that allow a future tenant to have an easy path to getting LEED for their interiors.



Photography by Dorian Shy

Talk about sustainability. What are you doing?

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We have seen changes over the past year that we think will continue to be seen with regards to smaller restaurants that have expanded their sales to focus on “to go” as well as more outdoor seating. — Chris Faussemagne, Partner with Third & Urban

Third & Urban’s Faussemagne: The sculpture started as a solution to provide some design into an area of the project that was prominent but blank. After discussions with Lochlin, we thought one of his designs would be a perfect fit. As the development progressed, we elected to build a new retail structure on the site where the sculpture was supposed to go but still wanted to move forward with the piece. Today, the sculpture stands at the intersection of the breezeways and provides a focal point drawing you into the site. Lochlin Caffey: Sylvan Supply was originally a jumble of interconnected buildings- almost one huge concrete ‘beehive’. Third &Urban’s brilliant idea was to cut this into usable sized floor plates by means of


breezeways. This brought light, air and order to the development, and made it navigable and user-friendly. The concept gave me the idea to propose an “obelisk” at the intersection of two breezeways. It’s an idea I took from the plan of Rome. The piece itself is a modular sculpture. It’s one simple shape- a plank, basically, of steel, repeated 27 times into a helical “spine.” We were very careful about the color selection. We wanted something that would stand on its own, working with the murals and graphics throughout the development. Ultimately, we took the color from that of the Golden Gate Bridge.

Why is art becoming such an important part of commercial developments?

Third & Urban’s Faussemagne: In addition to the sculpture noted above, art in general provides both energy to the project and also


Photography by Dorian Shy

Tell us about the art piece that you were commissioned to create for the development.

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IN THE HEART OF THE CITY can tell a story. When we made the decision to build a parking structure, we realized that we had a blank canvas and through working with Eastside Murals gave a nod to the historic railway. While the locomotive was a late addition to the project, it has added a design element on what was a concrete wall. Lochlin Caffey: Re-urbanization: There is a national trend, led by millennials, toward moving from the suburbs back to urban core. The driver: The economics of auto-centered living are no longer sustainable, nor desirable. Life in the suburbs is neither affordable nor interesting. People want to be in a livable urban environment—with walkable communities and local amenities. Employers, service retailers, and entertainment are re-locating to support this phenomenon. Expectations for urban living include local access to workplaces, service retail, green space, and entertainment.

What’s the most rewarding part of your job?

Third & Urban’s Faussemagne: I get to focus on multiple disciplines. An average day can have me working on capital markets on one call, heading to a design meeting with an architect, and then working through entitlements and finally construction. For someone who is a bit ADHD, it allows me to fill my day with focusing on multiple goals.

What was the best advice you ever received?

Third & Urban’s Faussemagne: Work hard, try again. Concept being that while we always try to build great projects but sometimes market factors don’t make them the financial success you had hoped. As developers, we can only build good projects that benefit communities.

Third & Urban’s Faussemagne: It was a project called White Provision (Westside Provisions District) delivered in 2010. I think we got the placemaking so right that it led to over a billion dollars invested by others over the next decade to redevelop the neighboring property. Thoughtful placemaking can elevate not only a project but a neighborhood. CCR



Photography by Dorian Shy

What is one of your favorite projects?


M A K E T H E C H A N G E F R O M P A P E R T O W E L S T O D AY !


Based on April 2020 testing performed by LMS Technologies


How to Make Your Advertising in CCR… By Jim Nowakowski, President Accountability Information Management, Inc. We do a lot of advertising research. And today, there’s a lot of confusing information about what advertising is and isn’t. The Readership Circles chart on the right will help you cut through this confusion. Because today, an “ad” is just part of the equation: readers get information digitally. They go through Google to find you (over 4-billion searches each day), so your ad investment in CCR is just part of the equation. This article explains how to maximize that investment. Content is the Key Your ad appears in the print and digital version of the media outlet. The publisher of CCR, David Corson, invests most of his time and money building his “overall audience” for your ad (you can see his audience in this auditing tool: But he also has his website to handle the audience he can’t control: the Google audience. Therefore, you can help maximize your investment by sending in your company information for CCR's website. The more content you have on the internet, the more chances you have of being found and purchased. Simple, huh? Your Product is Really Information No matter what product or service you are selling, your real product is information. Thus, you are in an information war competing for the attention of buyers with not just your competitors, but with everyone on the internet. The more content you have that’s yours, the more opportunities for them to see you and go through the readership circles. Why We Know This AIM places a tracking code on CCR’s website and each month monitors visitors. Then, because you advertise, you receive 10 “dossiers” seen on the right on companies who have consumed data – companies that represent high-valued ACCOUNTABILITY WEBSITE AUDIT targets because their need is NOW for what you are selling.

Accountability Information Management, Inc.


David Corson has us audit this activity. You receive this audit if you advertise, and it represents a rich field of leads for you. Call David Corson 678.765.6550 today to find out more details! Or, call us and we’ll help you understand the powerful information at your disposal.

Always Trusted Information Accountability Information Management, Inc. 553 N. North Court, Suite 160 Palatine, Illinois 60067 847-358-8558

IMPORTANT. This audit covers the above website for the period of September, 2020. It was conducted by allowing Accountability Information Management, Inc. (AIM) by placing a proprietary Code on the website to provide deeper analytics from the thousands of monthly visitors to the website to the publisher (i.e., the companies utilizing the website). AIM is in the business of auditing and verifying data. For information, contact: AIM, 553 N. North Court, Suite 160, Palatine, Illinois 60067. PUBLISHER’S STATEMENT. Commercial Construction & Renovation, CCR-MAG.COM, is a community of leading commercial construction professionals within the retail, restaurant, hospitality, health care, federal, multifamily and other commercial sectors. The website content spans the design, construction and facilities operations of major commercial construction segments to meet the information needs of today’s high level executives. Visitors will find information relevant to the collaborative management process required to complete projects on time and on budget, and to efficiently manage these facilities. PRIVACY. F&J Publications, LLC discloses the information we collect on this website and how it is used. This report is based on visitors to CCR-MAG.COM. Specifically, the information in this report is aggregated to provide our advertisers information on website usage. F&J Publications always reserves the right to release information about visitors, including non-personal information. NUMBER OF COMPANIES


This is the number of companies that the Code identifies. This number is the monthly universe of companies that can be identified from the thousands of visitors to this website.



This is the number of times these companies visited the website. The average per company is 1.41.



This is the number of page views that these companies viewed on the website. The average pages viewed by a company this month is 2.04.



This is the number of identifiable different search terms these companies used to arrive on the website. The search terms, for example, were put into a browser which delivered results. Among the results was a page on this website. For example, while many people find it by typing in “commercial construction and renovation” or “CCR” in a search engine like Google or Bing, other terms deliver specific pages from this website based on what users type into the search engine. These searches account for less than 5% of the total search terms used. The top ten (listed) account for 48% of the identified total (not counting CCR itself).



This is the number of companies that the Code is able to classify. It represents 5% of the total companies that visited this website, and is supplied for reference only. See UNDERSTANDING THE DATA.



The Code keeps track of the first page viewed by the companies, and is the same number of times the companies came to the website. The chart Key First Pages Viewed lists the top ten landing pages from this grouping (excluding itself, which is among the top, but not more than 12%).


SEARCH TERMS USED TO REACH US • “Christopher Bushnell” AND Social Security • gary falco architecture • hi macs color TERRAZZO LUNA • inverter eon model el3 10 watt pricing • metal work very essential tools • mulehide jts1 colors • penncolor uv dispersions • permeable pavement concerns • rampart yellow wallcovering • silicone molds KEY FIRST PAGES VIEWED (other than • 7-essential-tools-for-your-metalworkingprojects • what-is-soil-reinforcement-and-how-is-it-done • 8-important-safety-measures-forconstruction-sites • new-menards-store-in-paducah-ky • construction-procurement-101 • conversations-with-bennett-van-wert-dwm • conversation-withbobby-darnell-cmc • american-dream-mall-in-nj-to-reopen-onoctober-1 • cny-group-names-new-vp-of-people-andculture • the-impact-of-building-materials-inconstruction COUNTRY BREAKDOWN OF COMPANIES United States India Pakistan Canada United Kingdom Other (64 countries)

XX% X% X% X% X% XX%

UNDERSTANDING THE DATA This report is provided to you from the publisher to help you understand the creation, distribution and consumption of information on the digital highways. The companies that are provided to you in this report have visited CCR-MA G.COM and consumed information. Knowing the name of the company gives you a “heads up” to pursue for your sales efforts. If you need to explore additional ideas, including ways to utilize this information, please contact the publisher or AIM directly. In addition to the INDUSTRY/COMPANY listings, you will see a list of companies that are not categorized by Code into industries. These are sometimes more valuable and should be considered carefully for your sales efforts. Finally, often a company will utilize a general channel (like Comcast), which does not provide the individual company’s IP. These visitors are often just as valuable in terms of “what” they consume on our website. We would happy to help you pursue this type of analysis. CCR7002.1

...Pay Dividends. The magazine or newsletter or website has a specific number of possibilities - the overall audience. You must factor that into ROI.

No matter where you place your message, this is the pattern of what we call the “Readership Chain.” And the weakest link in the chain will break it. That’s why you need as much content as you can on the Internet. People, your buyers, get distracted easily. Your messages must be compelling.

Some convert into readers of your message.

Not all people will "see" what you are selling. You must know some of these basics.

Some also raise the hand and ask for information.

Accountability Tools from CCR The audience audit tool (on the left) enables you to see CCR’s audience for yourself. The Company Dossier tool on the right highlights 10 companies who have consumed CCR content that month for your marketing purposes. Advertising in CCR gets you these dossiers. And there’s much more. Below are the highlights from the prior month for your review. Imagine being able to see who is consuming content like this, and then putting them in your marketing sights!

ACCOUNTABILITY WEBSITE AUDIT Each month advertisers receive powerful information to help them market their products and services. Here is a taste. 98,819 pages were consumed by over 2,000 companies. Among them: • • • • • •

Architectural firms like HDR Inc. and Smithgroup Universities like Illinois Wesleyan, Yale or University of Massachusetts Energy companies like BP America or Schlumberger Financial companies like American Express, Mckinsey & Company and Wells Fargo Materials companies like USG Corp and Carlisle Industrial companies like Aecom, Eaton and General Dynamics

And thousands more like CBRE, Texas Instruments, Goodyear, St. Lukes Episcopal Hospital. All these companies have projects going on – projects you can access to sell your products and services. Call the publisher, David Corson for a complete details. 678.765.6550. Or email him at: CIRCLE NO. 20

Onward and upward Our Women’s Roundtable on why the road ahead is filled with promise


t has been nearly 18-plus months since a once in a lifetime pandemic tossed

the world and everything in it upside down. To the credit of many in the commercial construction industry, life not only pushed on, but pushed on successfully. As our monthly roundtables have uncovered, some days, months and quarters were better than others, but the work goes on. Looking ahead, as much as the pandemic continues to make its presence known, the overall industry outlook considers to be favorable, especially on the heels of a proposed infrastructure bill pending in Congress. The monthly podcasts, hosted by CCR Publisher David Corson and Editor Michael J. Pallerino, include a diverse set of commercial construction professionals representing the vendor and end-user sides of the business. The June discussion centered on a return to normalcy, even though the industry still faces issues like labor and supply shortages. Following is an edited look at the July discussion.



CCR: Tell us a little about yourself and your company.

Hannah Beshears, Barberitos Franchising: I handle all the local and national marketing for Barberitos. I work closely with our franchisees in their local markets while working hand-in-hand with our founder and CEO Downing Barber on major national marketing campaigns. We are based out of Athens, Georgia and have 51 locations in seven states across the Southeast. We’re in the quickserve burrito industry. Downing originally founded Barberitos in Athens 21 years ago, so we’ve been around for a while. Chelsea Mulligan, Open Dør Dispensaries: I am the co founder and COO of Open Dør Dispensaries, which is a retail franchise offering a turnkey solution for cannabis dispensary license holders or people wanting to submit for a cannabis dispensary license. Our goal is just to take the complexity out of cannabis so that the operator can be in business for themselves, but not by themselves. We want to make sure our franchisees don’t have to completely navigate the ever-changing cannabis landscape alone. The regulations can change daily, so if you’re not a flexible person who likes to learn new things and be kept on your toes, it’s not necessarily the industry for you. Jennifer Nendick, C3 Solutions: I’m the owner of C3 Solutions; I am what you could call a gun for hire for new evolving concepts. People who want to open a retail location, restaurant or hotel may not necessarily know construction, real estate, leasing or buying power. They would come to me as a consultant. I am able to help them through the process—from inception to completion. I take them all the way until the keys are in their hand for their certificate of occupancy. Companies going through growth spurts contact me. They know they are going to do 50 stores this year, but they don’t want to hire a construction manager because they might only build 20 next

year and would have to let that person go. I’m that construction manager with 22 years of experience—having worked on all sides of the industry. I am based in Chicago so I can access any site in the country within five hours if necessary.

Hannah Beshears Barberitos Franchising

Cynthia Bills, FloorMax USA: I’m the Business Development and Marketing Manager for FloorMax USA. We are a nationwide flooring installer and service provider. I’ve been with the company for three years, starting in marketing and transitioning into business development. I work closely with the sales representatives in both our National and Commercial divisions to increase new client relationships.

CCR: Give us an idea of what’s on your to-do list these days.

Open Dør Dispensaries’ Mulligan: At the top of my to-do list right now is to hire additional sales team members. My day to day to-do list is keeping up on the markets that are coming online—markets that keep changing. We have to keep our compliance docs and everything else up to date. I have a robust document library that we use. I add to that daily. I recently hired somebody to do my compliance because we partnered with a training platform. That wasn’t the best use of my time. We’re also in the process of getting our first franchisee, so we need to make sure they have the most robust knowledge base and support system out there. I also currently run two licenses in Arizona, serving as the Director of Operations. I oversee our cultivation, manufacturing and retail facilities. Barberitos’ Hannah Beshears: I am currently working on our 2022 planning. This year, we were just trying to get our feet back on stable ground following COVID. Now it’s on to planning for 2022, mostly bringing things to customers that we couldn’t in 2021. This includes remodeling stores and introducing new technologies. For example, we’re working on digital menus

Chelsea Mulligan Open Dør Dispensaries

Jennifer Nendick C3 Solutions

Cynthia Bills FloorMax USA



ONWARD AND UPWARD boards, second back-of-house kitchens to fulfill online ordering, stations and giving our in-store model a makeover. As part of this initiative, I work with our operations, marketing and graphic teams so that everyone is on the same page. I’m really looking forward to next year, especially since we have the rest of this year planned out. As for general day to day things, I’m constantly helping take care of our franchisees. How can I help them in their local market? What can we do for the upcoming school year in local markets? If they need anything marketing, they call me, and we figure it out together.

CCR: When you look at some of your competitors, are they focusing on 2022, too?

Barberitos’ Hannah Beshears: I think it’s a little of both. A lot of the things the industry is struggling with now are out of our hands—things like the employment crisis, which hopefully will get better with time. We’re also dealing with a manufacturing and supply chain crisis, as more things don’t get fulfilled and shipped. We have depleted our logo bags, because we can’t get them printed and shipped to us from China and California—both of which are places that are having labor issues. That means focusing on things that we can control and working on giving our franchisees different options. Open Dør Dispensaries’ Mulligan: In my industry, it’s the same sort of thing. You have to be prepared for what’s happening now in the ever-changing landscape. But if you’re not prepared for six, nine, 12 and 16 months down the road in cannabis, you’re going to miss the boat on licensing options, real estate options. Here in Nebraska, where I am now, there are no options. There are people buying up key pieces of land that could potentiall fit in the zoning laws that will be instated in two years. So, you have to be ready on all fronts. C3 Solutions’ Nendick: It is which game are you playing, right? In the quick-serve casual arena, they had a boost with COVID because of all the deliveries. Delivery apps didn’t really exist except for pizza and places


like Jimmy Johns until COVID hit. Then you started seeing DoorDash, Uber Eats, (etc.). Everything went through the roof. Quickserve casual was the easiest for them to get within a 30-minute window. That elevated everything for them. The big restaurants—the formal ones— didn’t have anybody coming in. They couldn’t. And they didn’t have any delivery options. So those leases and that real estate came up for grabs. It was the same thing on the retail side. Many of them couldn’t sustain their business models during COVID, so they scaled back and gave up some real estate. That became a real opportunity for anybody with cash. Brick and mortar is changing. We’re no longer going to the mall like we did thanks to the Amazons of the world. And that brick and mortar available real estate is now going to 40% interactive. And then there is the cannabis market. It was an essential business— cannabis and liquor—during COVID. Our cannabis clients went through the roof. They sat on their cash for about two and a half months because everybody was nervous. Nobody knew what the state of the economy was going to be. Some came up with drive-thru options and mobile transactions to appeal to ease of accessibility. The state regulators vary, and each state has adopted a different process to adjust for the essential businesses. It all happened overnight, depending on the industry. My high-end retailers are coming into that touch and feel model—the high-end places want interactive technology to engage with their core clients similar to restaurants where you have activities for your kids. People still want to touch that $10,000 Louis Vuitton bag before they buy it. FloorMax USA’s Bills: In flooring, it is a mixed bag depending on the industry. National retail has always been one of the largest sectors that we service, but obviously during the pandemic, it took a big hit. Brick and mortar was almost completely shut down. Although, we experienced some lost opportunity in physical retail, we saw increased activity in a new space, warehousing. We have done many back end/ warehousing projects for national companies since the pandemic began.


Additionally, as you can imagine, the healthcare sector saw a major increase in activity. We have established many new relationships with some industry leaders and know this sector will continue to grow.

CCR: Let’s go back to the to-do lists.

C3 Solutions’ Nendick: In a nutshell, I have two leases to review, three bids to award and two punch lists to close out. That’s easy. The punch list is basically everything they owe my client at the end of the day—their completion is within a week so we can financially secure everything and protect the client. A lot of people who are new to construction are unaware of everything required to protect the clients. That back-end piece doesn’t always get completed properly. Upfront lease negotiations are the best way to save money for a client. It’s the only place we have leverage. After you sign a lease, you’re married to it. You are going through those processes, whatever you’ve agreed to. People sometimes forget the age-old concept of, “If you don’t ask, you won’t get it.” That’s where I spend a great deal of time. Bidding is where the money is. Let’s say three contractors tell you they are going to build the same exact store with the exact same plans.” Contractor 1 is $100,000. Contractor 2 is $150,000. And Contractor 3 is $200,000. Which one’s the right bid? A lot of the time, people look at that number; they think the $100,000 bid is the right contractor. But what it typically turns out to be is that the $100,000 contractor excluded everything the $200,000 one had. Because you’re in a change order situation and the market is what it is and supplies are limited, you’re paying $250,000 on that $100,000 contractor. My job is to safeguard that whole process. And every client is at a different place at a different time. Floormax USA’s Bills: I have two parts to my job—business development and marketing. As I mentioned earlier, on the business development side, I work closely with our sales team on establishing new client relationships. I also manage and attend trade shows, which is our primary source of lead generation. The marketing aspect


ONWARD AND UPWARD is anything pertaining to the branding for the company—brochures, videos, website, online presence like social media (etc.).

CCR: What you look at how the pandemic is panning out, what are some of the lessons you’ve learned over the past 18 months or so?

Open Dør Dispensaries’ Mulligan: I’ve been a consultant for the last eight years before starting Open Dør Dispensaries. So, for me, the pandemic was just a continuation of working from home. It just meant less travel and more of seeing my child, which was really nice.

very fortunate because I was able to—and still can—work remotely. Although it was chaotic, I spent a lot of quality time with my children and my partner in 2020 and that time that was invaluable. C3 Solutions’ Nendick: I learned to take every moment for what it was. I lost my husband, a firefighter, during the pandemic. We were able to spend a lot of time with our kids before he passed. It was such a gift to have all of us together at home laughing, not worrying about running around and chasing every little thing. We just figured we are going to roll with things. Whatever comes our way, we’re going to take it and teach our

I was always told you cannot change the things that are out of your control. Sounds simple, but how relevant has it become during the pandemic? — Cynthia Bills, FloorMax USA

What I learned was that I am more than capable of building a company, doing my job and spending time with my family being a mother and wife. I found a love for not traveling as much. Granted, I cannot wait until I’m back on the road, but that’s another lesson I learned. I think we have glorified as a culture being tired, and working really hard to be wealthy or having the things we want. I learned that it doesn’t have to be that way. You can still be successful and build something you’re proud of and bring something to a community that they didn’t have before. FloorMax USA’s Bills: I have two schoolaged children, so at first, the pandemic set me into crisis mode. How is this going to work? Am I still going to have a job? How am I going to balance all of this? What helped me get through was the support of the management team. They were flexible and very understanding of the fact that I was about to become an “elementary school teacher” while also being a business development and marketing professional. I feel


kids. You don’t have to be constantly busy and try to keep up with everyone. He had four children and I have one. Together, we were seven strong. It’s a different ballpark in what our kids have to go through now versus what I learned as a child. We didn’t have cameras following us around all over the place. You were allowed to make mistakes without anybody documenting them. We asked our kids to take a little break. We went on road trips; we hiked national parks. Volume wise, work was a little less. It enabled us to take a step back, and enjoy the beauty and time and support each other—talk without phones or distractions. I have teenagers around, so everybody is constantly on the phone. Barberitos’ Beshears: I think the No. 1 thing we learned is that nothing is permanent. One day, everything was smooth sailing and the next we were facing a set of challenges nobody could have anticipated. One of my favorite quotes is, “Intelligence is the ability to adapt to change.” I think that was really important for us during COVID—


we had to figure out what we could change and how we could adapt. We really focused on our strong suits, which are great customer service and fresh food. It was important to reach out to our customers and get them in the door. It was about survival and we saw many competitors not make it. We revved up third-party delivery and implemented curbside service—things that are not going away. We’re still working on contracts with third-party delivery companies. I think it was crucial to keep pushing forward. We kept fighting, even when the future seemed so uncertain.

CCR: What types of opportunities to see moving forward?

Barberitos’ Beshears: We’re really focusing on franchise sales at this point and growing the brand. If you have the cash, you can get the real estate. It’s there, and we’re eager to continue to grow our brand. We are in several great markets, and we just want to continue capitalizing on those markets. Our best stores are the ones that have several locations in an area, so we want to continue to grow those areas. C3 Solutions’ Nendick: What I found was that a lot of companies that were building or growing were nervous when the pandemic hit. They laid off their construction staff. They had the cash and the capital, but they didn’t have anyone to manage that process for them post layoffs. That’s where I come in because for the next six months to a year, nobody knows what that life is going to look like. They don’t know what the survival of their brand essentially will be. It’s an unknown. The theme seems to be, roll with the changes and adapt. For me, that means outsourcing. A lot of people are looking at business models differently. They’re looking to pay a per project fee not just on construction management, but they’re finding wholesalers able to pay per incident. They’re looking for providers, millwork per store. They’re looking to negotiate package deals. There are a lot of opportunities for outsourcing over the next 12 to 18 months. After that, we’ll reevaluate. For now, cannabis has never stopped. That’s continuous. Liquor stores have stayed consistent. Quick-serve casual has been

probably the most stable of restaurant concepts that I’ve witnessed throughout the years. Retailers are going high-end only unless you’re a bread-and-butter one that sits next to a college. Corporations will ultimately capitalize on where their most profitable stores are and close the rest. FloorMax USA’s Bills: I think for us it will be about where we chose to focus our efforts and being able to roll with the punches. We have been concentrating on sectors such as healthcare and warehousing, which are experiencing huge increases in activity and are in need of our services. Moving forward, I think the demand for those industries will be the same, if not greater. Something we have been working on is establishing relationships with companies that offer disinfectant/anti-viral floor coatings, as many of our clients have expressed the need for this type of product. I think this could be a big opportunity for FloorMax USA now and in the future. Open Dør Dispensaries’ Mulligan: I am going to piggyback a little bit off the real estate discussion. Zoning laws for cannabis are strict. Sometimes it is hard to find the right properties. I think with a lot of these restaurants, and with certain retailers closing, cannabis has a unique opportunity to snatch up some key real estate. That comes with a caveat. It takes education into these larger strip mall retailers and owners, and property management companies. They’re very anti-cannabis. But if you can educate them—if you can have a strong brand—you can show a track record of compliance. It’s not just a smoke shop where people can light up a joint outside next to an Ulta or Louis Vuitton. People need to feel comfortable; they’re the same type of consumers. We have a very unique situation where we could get some decent real estate.

CCR: What’s the best piece of advice you’ve ever received?

FloorMax USA’s Bills: I was always told you cannot change the things that are out of your control. Sounds simple, but how relevant has it become during the pandemic? Make the best with what you have been dealt. That is all you can do.

Open Dør Dispensaries’ Mulligan: I have received a lot of advice over the last nine years in the cannabis industry. But for 2021, the advice I have received—advice I hold in high regard—is that it is alright to give myself a break from time to time. It’s okay to not try and meet an incredibly high standard all the time. I’ve always mastered the ability to not hold everyone else to the same high standard I hold myself to, so now I’m trying to teach myself how to take a break. Barberitos’ Beshears: My advice comes from my late grandmother. She told me the day I left for college that I should never forget who I am, where I came from and who raised me. That has really helped keep me grounded to my core values in both my business and personal lives. Whenever I get into a situation that I don’t like or can’t figure out, I try to bring myself back to those three key things. C3 Solutions’ Nendick: My best piece of advice came from a client 15 years ago. It was a rough day, and he looked at me and said, “You know what? God let you wake up today. It’s time to do a little more personally, professionally and physically. Go do a little more.”

CCR: What’s your story? What brought you to the construction industry?

FloorMax USA’s Bills: I was born and raised in Central Pennsylvania. I went to Penn State University, where I received a Business Administration degree. From there, I was a small business owner in the restaurant industry for about eight years. We started off as a little pizza shop—a little hole in the wall that grew into a larger business, and eventually into expansion of additional locations. But that life is a difficult one—working seven days a week, 24 hours a day, more or less. With two small children, it just was not how I wanted to spend my days. So, I took a step back from entrepreneurship and moved on to FloorMax USA, where I’ve been able to use my network and business knowledge to help make the company more successful. Open Dør Dispensaries Mulligan: I grew up in multiple states. I was a gymnast for 16 years, which caused a lot of body damage.

I have arthritis in a lot of places, degenerative disk disease—things like that. So in high school, when I came off a particular trick off of the vault and hyperextended my knees and my back just crunched, I was on a cocktail of multiple pills and kind of a little zombie at 17. My doctor at the time suggested that I try cannabis. If I could learn to micro-dose, it would help with the pain. At the end of my junior year, I learned to roll a blunt every day before school. I would hit it twice, go to two classes, hit it twice again, go to two classes, etc. That is how I got through my senior year. I went on to manage gyms, and mergers and acquisitions for one of the larger fitness brands in the country before stumbling across a posting in Arizona for a cannabis management position. It was either going to be really shady or awesome. I ended up being able to combine my love for operations and my love for cannabis to help people naturally. I spent two and a half years running four dispensaries before going out on my own as a consultant. I realized there were a lot of businesses that knew cannabis, but didn’t understand the business. I have become a conduit to be able to marry the license holder who may have the money and the funds, but does not understand the plant or consumer. It is my job to help make better relationships between the license holder and the employee, as well as help them become profitable and compliant. I’m also a mother and a wife. I have a 10-year-old daughter, who is a lovely gymnast. Before COVID, she spent 40 hours a week in a gym. It became a very different situation when COVID hit. We have homeschooled her for three years because her dream was the Olympics. Post-COVID, she has decided to move on to diving. She wants to attend UCLA for diving and golf. C3 Solutions’ Nendick: My story has a little bit of a rougher road. A lot of you knew what you wanted to do right away and didn’t deviate from following that path. That’s not an easy thing to know at a young age. I grew up in Chicago and went to Arizona for college. I originally worked as a banker, but 9-5 wasn’t my thing. So I decided at 22 it was a good idea to quit my job and take the



ONWARD AND UPWARD summer off to live in Chicago. After I started running out of money, my mom panicked and started recommending jobs to me. One of those jobs was for a construction project coordinator. I had never done construction and didn’t know anything about it at the time. “I have no experience,” I told my mom. “How am I going to do this?” She reminded me that I didn’t know anything about banking either. I interviewed with a consulting firm, which is what I do now. I got along well with the owner. He liked me, but because I didn’t have any experience; he didn’t want to hire me. So I showed up every Friday for six weeks outside of the office building at 2 North LaSalle and I watched him walk in. One day, I sat there and talked to him until noon. I took up his mornings each week until one day he said, “You can’t keep doing this. I’m not getting anything done.” I said, “Well, you still haven’t hired anybody, so I’ll make you a deal. I will take less than what you’re offering. And, if in six months you can’t live without me, I get that money and then some.” He hired me. We worked on a franchise client, which at the time was a company called Planet Beach. Remember, I didn’t know anything about construction, but I knew people. I knew how to work a system. Three months from the time I started, the woman in charge said she wanted me to be the person who would predominantly interact with the client. They wanted me to be their project manager. My boss reluctantly agreed. It only took three of the six month timeframe to win his favor. He gave me a pretty long runway and exposure to some serious national accounts—big retailers like Estee Lauder, The Gap, to name a few, I had an innate ability to maneuver the system. I decided that I didn’t know the inside client relationship. I didn’t know that operational marriage with construction, and I wanted to learn. So I moved to Florida and worked for a group that was Chico’s, White House, Soma and Fitigues. We ramped up to do 250 stores a year. Back then, the market was fat. Everybody was building. In the year I was there, the real estate wasn’t on the books to sustain the manpower hired for the projected rollout. When I moved to Florida, a General Contractor


called me and said if it didn’t work out there to call him; he had a home for me in Washington DC. This was in 2007, 2008, so I took him up on his offer. I moved at the end of my agreement with Chico’s to DC and I learned the contractor side of the business. I was solely an owner rep and in house PM at the time—something that I didn’t comprehend until I was buying out contracts, awarding subs and managing the day to day on a site was how a GC truly operates and profits. That side of construction education was something I needed. I took what many would consider a step back to learn it and have found that it has been invaluable in my day to day comprehension of the overall end game result being that of on time, on budget performance. When the market crashed it seemed like time to do something else. I had relocated to the nation’s capital and there wasn’t any building in progress so I did what any smart construction manager would do, I put myself through nursing school. I ended up getting my nursing license and having my daughter at the same time. I wasn’t anticipating being a mom; I was career-oriented, so she is a gift. I stepped away from construction and nursing and just enjoyed my baby for the gift that she is. My first boss in construction ended up reaching back out to me. He had a client who was doing some rollouts and invited me to participate on the team. I really hadn’t started nursing yet, so I took him up on his offer. I knew the VP for the client he wanted me to be a part of managing from past rollouts and he knew my work ethic was good so back to the construction world I went. Eighteen months after being back I decided it was time to go on my own. Production rollouts are something I am very good at, but I wanted to focus on specialty retail, restaurants and delve into newer expanding markets. I left the third party I worked as a consultant through and formed C3. I worked nights as a nurse and built my company during the day. I called every PM I had worked with and asked if they knew anyone looking to outsource. I have never marketed since that day; it has all been word of mouth business. There’s something to be said about finding your passion in life and doing what you truly love because


it shows on every level through integrity, opportunity and example. It has been the best gift to be able to spend time with my daughter. And I get to make sure whoever I work with is the right fit. For lack of better words, I’m not for everybody. I’m bold. I’m strong. I’m aggressive. And that works for me in construction, which is a male-dominated industry. In short, I fell in love with my career all over again because now it has a balance. Barberitos’ Beshears: I grew up in South Georgia in a very small town called Thomasville, which is about 30 minutes north of Tallahassee, Florida. I grew up around retail. My mom had a clothing store that was in the family for 84 years, and my dad’s family has a large nursery that serves the entire southeast. He provides plants for Home Depot, Lowes and Wal-Mart. So I grew up on both sides of the retail spectrum. From a young age, people always told me I could make a buck from anything and anybody. My grandma would laugh at me because I would sit in front of her store and sell lemonade for five cents when I was six. Being around both the small and large retail operations gave me perspective of the different businesses. I learned how they are run from the inside out, especially a family business. It takes a lot of work, a lot of overtime, a lot of extra hours and people relying on you for their jobs. I went away to college at Ole Miss. When I graduated and came back, I didn’t want to work in the family businesses, because I had been around them my entire life. I wanted to do my own thing, so I ended up helping to sell burritos. I was nervous because I had never been in the food industry. It was different. How was I going to do this? I quickly realized that all businesses are the same—they all serve people. They all want to make people happy and provide a service no matter what it is. I tried to ground myself, remember my roots, and learn and grow. I’m very young, and I still have a lot to learn. Things like these roundtables are just so eye opening. I ended up at Barberitos after applying to a bunch of places in Athens and it has been a blessing for sure. The CFO is from my hometown, so we were able to quickly connect on that coincidence. The rest is history. CCR

Virtual Conference Nov 3rd & 4th, 2021 9:30 am - 11:30 am EST via Zoom Sophia Amunategui

Sangeeta Waldron

President, CDO Group

Author and Owner of Serendipity PR & Media

Topic: Project Management 101

Topic: Why Corporate Social Responsibility Should Be At The Heart Of Your Business

Karalynn Cromeens

Emma Nicholson, B.A, MSc, FCIOB, FIEMA, FWES, CEnv, FAPM

Owner & Managing Partner, The Cromeens Law Firm Topic: The most treacherous contract terms you need to know & how to create a consistent collections strategy

Founding Director of Women in Sustainable Construction and Property Topic: How Women Globally can Collaborate to Create Sustainable Change Especially in Light of the IPCC Report


Open Registration After Labor Day Weekend For more for more info, visit:



Report highlights industry’s leading flooring companies


hen it comes to commercial construction projects, nothing is as vital as having the right flooring finish. To help you give you the options you need, our annual Flooring Products/Service report, which highlights the leaders in the retail, restaurant, hospitality, healthcare (and other) sectors. In addition, the report provides the contact information and contact person for each firm. If you didn’t make the list, contact Publisher David Corson at ACP

Dave Blurton, Marketing/E-Commerce Director 2341 Industrial Dr. Neenah, WI 54956 (920) 886-6754 • Fax: (800) 434-3751 Product Type: Resilient Other: Markets Served: Retail, Hospitality, Healthcare, Restaurants, Education, Shopping Malls

American Biltrite

200 Bank St. Sherbrooke, QC Canada J1H 4K3 (819) 829-3300 Product Type: Resilient Tile: Solid Vinyl, VCT, Rubber, Misc. (Polymer, Bio Based, Polyolefin, PVC Free) Resilient Sheet: Vinyl, Rubber, Misc. (Polymer, Bio Based, Polyolefin or other PVC Free) Resilient Other: Stair Treads Markets Served: Retail, Hospitality, Healthcare, Federal, Education

Argelith Ceramic Tiles, Inc.

Christian Nierenkoether, President 40W310 LaFox Rd., Suite F2 St Charles, IL 60175 (630) 444-0665 • Fax: (630) 444-0667 Product Type: Tile: Ceramic/Clay, Porcelain Markets Served: Retail, Hospitality, Healthcare, Cannabis, Craft Brew, Industrial, Food Processing Facilities



Arizona Tile Jared Ekas, Director of Commercial Sales 8829 S Priest Dr. Tempe, AZ 85284 (480) 893-9393 Product Type: Tile: Ceramic/Clay, Glass, Porcelain, Quartz, Agglomerates Metal: Stainless Steel, Aluminum Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls, Cannabis, Craft Brew

Ashford Formula by Curecrete Garrett Soong, Vice President of Marketing 1203 Spring Creek Pl. Springville, UT 84663 (801) 489-5663 Fax: (801) 489-3307 Product Type: Resilient: Concrete, Polished Markets Served: All

Bostik, Inc. 11320 W Watertown Plank Rd. Wauwatosa, WI 53226 (414) 607-1373 Fax: (414) 607-1551 Product Type: Setting Materials, Grouts, Adhesive, Membranes Markets Served: All



TILE | WOOD | STONE YOUR FLOORING PARTNER We offer a large selection of natural stone, tile, wood, laminate, luxury vinyl tile (LVT), and luxury vinyl plank (LVP), as well as decorative and installation products, sourced from over 200 vendors in 20 countries. Floor & Decor Commercial is bolstered by the power of Floor & Decor, a leading specialty retailer in the hard surface flooring market for nearly 20 years. With more than 150 warehouse showrooms across the U.S., direct sourcing and efficient logistics, our customers get great prices on a wide range of flooring without sacrificing product design, quality, or project timelines.


AN INNOVATIVE APPROACH TO YOUR FLOORING NEEDS Our new CustomSpec Luxury Vinyl Floors program is a quick 4-step process that lets you design every aspect of your own flooring. Simply pick from a wide variety of colors and finishes, which include the latests looks. Then choose how you would like to install your product and specify the size, thickness and durability.

877-659-2478 CIRCLE NO. 23



Lydia Day, Marketing Executive 175 Townpark Dr., Suite 140 Kennesaw, GA 30127 (678) 594-9300 Fax: (678) 594-9301 Product Type: Carpet Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls

Cornerstone Specialty Wood Products

Sandy Ball, Director of Marketing 12020 Tramway Dr. Cincinnati, OH 45241 (513) 772-5560 Product Type: Wood: Engineered, Finished, Unfinished Metal: Stainless Steel Markets Served: Retail, Cannabis, Mezzanine Floors Warehouse & Distribution Centers

Creative Edge

Kevin Thornburg, Director Design Engineering 601 S 23rd St. Fairfield, IA 52556 (641) 472-8145 Fax: (641) 472-2848 Product Type: Tile: Ceramic/Clay, Glass, Porcelain, Quartz, Cement, Agglomerates, Terrazzo Tile Metal: Stainless Steel, Aluminum Floating Floors: Laminate Resilient Tile: Solid Vinyl, VCT, Linoleum, Rubber, Recycled Rubber Resilient Sheet: Vinyl, Linoleum, Rubber, Recycled Rubber, Misc. (Polymer, Bio Based, Polyolefin or Other PVC Free) Resilient Other: Stair Treads, Wall Base, Accessories Carpet: Rugs Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Govt.

Crossville, Inc.

Irene Williams, PR Representative 349 Sweeney Dr. Crossville, TN 38555 (931) 484-2110 Product Type: Tile: Ceramic/Clay, Porcelain Markets Served: All



Custom Building Products

Tim Bergin, Technical Marketing Mgr. 10400 Pioneer Blvd., Suite 3 Santa Fe Springs, CA 90670 (480) 322-1650 Product Type: Architectural Building Products, Concrete Remediation, Floor Preparation Materials Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls, Cannabis, Craft Brew, Single & Multi-Family Residential

Daich Coatings Peter Daich, Owner 304 Gage Ave., N Hamilton, Ontario Canada L8L 7A7 Product Type: Real Stone Coating to Apply Over Concrete, Tile, Brick- Exterior & Interior, Plus Anti-Slip Sealers Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls, Religious, Retail-Auto

Earl Wasserman LLC Earl Wasserman, CEO CONSULTANCY 860 Johnson Ferry Rd., #140-379 FLOORS – WALLS INTERIOR FINISHES Atlanta, GA 30342 (770) 855-6655 Product Type: Wood: Engineered, Solid, Finished, Unfinished, Exotics, Aged/Reclaimed Tile: Ceramic/Clay, Glass, Porcelain, Quartz, Cement, Agglomerates, Terrazzo Tile Floating Floors: Wood, Cork, Leather, Misc. (Polymer, Bio Based, Polyolefin, PVC Free) Resilient Tile: Solid Vinyl, VCT, Linoleum, Cork, Rubber, Recycled Rubber, Leather, Misc. (Polymer, Bio Based, Polyolefin, PVC Free) Resilient Sheet: Vinyl, Linoleum, Rubber, Recycled Rubber, Misc. (Polymer, Bio Based, Polyolefin or Other PVC Free) Resilient Other: Stair Treads, Wall Base, Accessories Carpet: Broadloom, Carpet Tile, Rugs, Sisal, Wool or Other (Natural Fiber) Concrete: Polished, Stained, Topping, Poured Floors Markets Served: Retail, Hospitality, Healthcare, Restaurants, Cannabis

From East To West, We have you covered.

...For all your flooring needs IN THIS PHOTO



Dark Grey




FLOORING East to West/ Concepts in Flooring

Dean Nichol, President 514 Larkfield Rd., Suite 3A East Northport, NY 11731 (631) 368-2269 • Fax: (631) 368-2267 Product Type: Wood: Engineered, Solid, Traditional Bamboo, Strand Woven Bamboo, Other Strand Woven Wood, Finished, Unfinished, Exotics, Aged/ Reclaimed, Tile: Ceramic/Clay, Glass, Porcelain, Quartz, Cement, Agglomerates, Terrazzo Tile, Floating Floors: Laminate, Wood, Cork, Linoleum, Leather, Other, Resilient Tile: Solid Vinyl, VCT, Linoleum, Cork, Rubber, Recycled Rubber, Leather Resilient Sheet: LVT, Carpet: Broadloom, Rugs, Sisal, Wool or Other (Natural Fiber), Concrete: Polished, Stained, Topping, Poured Floors Markets Served: Retail, Healthcare, Restaurants, Shopping Malls


Greg Dean, Sales Support Manager 715 Fountain Ave. Lancaster, PA 17601 (877) 258-0843 Product Type: Resilient Tile: Rubber, Recycled Rubber Resilient Sheet: Rubber, Recycled Rubber Markets Served: Retail, Hospitality, Healthcare, Federal, Education

Ege Seramik

Alp Er, General Manager 1721 Oakbrook Dr., Suite C Norcross, GA 30093 (678) 291-0888 Fax: (678) 291-0832 Product Type: Tile: Ceramic/Clay, Porcelain Markets Served: Commercial & Residential

Floor & Décor Commercial

Christopher Johnson, Commercial Sales Director 2500 Windy Ridge Pkwy. Atlanta, GA 30339 (877) 659-2478 Product Type: Wood: Engineered, Solid, Traditional Bamboo, Strand Woven Bamboo, Finished, Unfinished, Exotics Tile: Ceramic/Clay, Glass, Porcelain, Quartz, Cement, Agglomerates, Terrazzo Tile Metal: Stainless Steel, Aluminum Floating Floors: Laminate, Wood, Cork Resilient Tile: Solid Vinyl, Cork Resilient Other: Stair Treads Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls



FloorMax USA Brian Walker, President 7701 Derry St. Harrisburg, PA 17111 (717) 564-6464 Ext. 305 Product Type: Tile, Metal, Floating Floors, Resilient Tile, Misc. (Polymer, Bio Based, Polyolefin, PVC Free), Resilient Sheet, Resilient Other Markets Served: Retail, Hospitality, Healthcare, Restaurants, Education, Cannabis, Craft Brew

Forbo Flooring Systems Denis Darragh, Vice President North America 8 Maplewood Dr. Hazleton, PA 18202 (800) 842-7839 Fax: (570) 459-0771 Product Type: Floating Floors: Linoleum Resilient Tile: Linoleum Resilient Sheet: Vinyl, Linoleum Carpet: Carpet Tile Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls

Graf Brothers Flooring Chris Moore, Vice President of Sales 679 Johnson Ln. South Shore, KY 41175 (606) 932-3117 (765) 748-4944 Product Type: Wood: Engineered, Solid Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls


COATINGS Easily upgrade common concrete and masonry surfaces with the elegance of stone.

LASTING PERFORMANCE, BEAUTY AND PROTECTION FOR: Porches • Steps • Patios • Pool Decks • Garage Floors • Balconies Walkways • Basement Floors • Lobbies • Entrances • Walls Flexible, water-tight, easy to clean Covers and hides hairline cracks and minor flaws

Resurfaces the existing concrete slab

Key Features

• Excellent all-season durability • Tough impact and abrasion resistance • Excellent freeze/thaw resistance • Excellent resistance to water, salt, UV rays, hot tires, and snow shoveling • Slip-resistant • Pre-mixed, ready to use • Roller, trowel & texture spray

Stone Coatings, Sealers, Anti-Slip Coatings, Epoxy Floor Coatings ... and much more!

Get DAICH Surface Coatings at...

Visit us online for personal service at: Or call us: 1-866-463-2424 CIRCLE NO. 25


FLOORING INSTALL John T. McGrath Jr. Executive Director 101 Constitution Avenue NW Washington, D.C. 20001 (215) 582-4108 Fax: 215-929-2580 Product Type: INSTALL is a training service for floor covering and does not sell a specific product type Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls, Cannabis, Craft Brew

Mannington Commercial 1844 US Hwy. 41, SE Calhoun, GA 30701 (800) 241-2262 Product Type: Resilient Tile: Solid Vinyl, Rubber, Misc. (Polymer, Bio Based, Polyolefin, PVC Free) Resilient Sheet: Vinyl, Rubber, Misc. (Polymer, Bio Based, Polyolefin or Other PVC Free) Resilient Other: Stair Treads, Wall Base, Accessories Carpet: Broadloom, Carpet Tile Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls

Joy Carpets Nick Dobosh, President 2640 Lafayette Rd. Fort Oglethorpe, GA 30742 (706) 866-3335 Fax: (706) 866-7928 Product Type: Carpet: Broadloom, Carpet Tile, Rugs

MAPEI Corporation Jennifer Kramer 1144 E Newport Ctr. Dr. Deerfield Beach, FL 33442 (954) 246-8888 Product Type: N/A Markets Served: Chemicals for the Construction Industry, Including Setting Materials

Markets Served: N/A

LATICRETE International, Inc. Technical Services Department One LATICRETE Park N. Bethany, CT 06524 (203) 393-0010 Fax: (203) 393-1684 Product Type: Concrete: Polished, Stained, Topping, Poured Floors Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls



Master Builders Solutions Construction Systems Megan Threlkeld, Marketing Specialist 889 Valley Park Dr. Shakopee, MN 55379 (800) 433-9517 Product Type: Concrete: Topping, Poured Floors Markets Served: Retail, Hospitality, Healthcare, Restaurants, Education, Shopping Malls, Craft Brew













DELIVER A BOLD & BEAUTIFUL HELLO In every entryway - and in every rollout - a strong brand experience is a must. Creative Edge makes it possible to greet customers and guests with a brand statement flawlessed designed to blend with any existing architectural materials. Creative Edge is the world’s leading architectural manufacturing and fabrication company. Technology-driven, precise robotic cutting ensures that duplicate cuts are perfect every time. Porcelain tile, natural or engineered stone, luxury vinyl, glass, metal, even carpet tile – all can be perfectly cut to exact specifications.

Contact us to talk about your project idea and learn how budget-friendly and quick a custom branding program can be. | 800-394-8145



FLOORING Mats Inc. Tim Theroux, Vice President, National Programs 179 Campanelli Pkwy. Stoughton, MA 02072 (800) 628-7462 Fax: (781) 344-1537 Product Type: Metal: Stainless Steel, Aluminum Floating Floors: Other Resilient Tile: Solid Vinyl, Rubber, Recycled Rubber, Misc. (Polymer, Bio Based, Polyolefin, PVC Free) Resilient Sheet: Vinyl, Rubber, Misc. (Polymer, Bio Based, Polyolefin or other PVC Free) Markets Served: Retail, Hospitality, Healthcare, Restaurants, Education, Higher Ed, Senior Living, Multi-Family

Mediterranea Don Mariutto, VP, Operations & Marketing 3501 NW 115 Ave. Doral, FL 33178 (305) 718-5091 Fax: (305) 718-5099 Product Type: Tile: Porcelain Markets Served: All

Metropolitan Ceramics Dianne Young, Sales Director 1201 Millerton St. Canton, OH 44707 (800) 325-3945 Fax: (330) 484-4880 Product Type: Tile: Ceramic/Clay Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls, Craft Brew, Industrial



NAC Products Dave Hanna, Director of Marketing 3200 S Main St. Akron, OH 44319 (330) 644-3117 (330) 644-3557 Product Type: Misc Product Type: Polymer, Bio Based, Polyolefin, PVC Free, Underlayments Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls

National Terrazzo & Mosaic Association Sharon Moreno, Lead Functionality Facilitator P.O. Box 2605 Fredericksburg, TX 78624 (800) 323-9736 Fax: (888) 362-2770 Product Type: Concrete: Poured Floors, Terrazzo Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

Porcelanosa David Carmona, National Sales Director 600 Route 17N Ramsey, NJ 07446 (301) 503-1348 Product Type: Wood: Engineered Tile: Ceramic/Clay, Porcelain Floating Floors: Laminate Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls



800.537.8737 •



Breakaway from traditional flooring materials and consider Revolution resilient commercial flooring from REGUPOL, the floor that delivers design versatility, superior durability, and comfort underfoot to retail, education, healthcare, and more. Made from the highest quality recycled rubber, Revolution features a stylish collection of 46 brilliant colors with custom design capabilities.

resilient commercial flooring


FLOORING Portico Systems Natacha van Gelder, SVP Creative & Marketing 300 Union Grove Rd. SE Calhoun, GA 30701 (706) 602-4186 Ext. 203 Fax: (706) 602-4181 Product Type: Metal: Aluminum Resilient Tile: Solid Vinyl, Rubber, Recycled Rubber Resilient Sheet: Rubber, Recycled Rubber Resilient Other: Carpet: Broadloom, Carpet Tile, Rugs Concrete: Poured Floors Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls, Cannabis, Craft Brew

Protective Industrial Polymers Sean Walsh, Marketing & Development Mgr. 7875 Bliss Pkwy. North Ridgeville, OH 44039 (440) 327-0015 Product Type: Resilient Tile: Misc. (Polymer, Bio Based, Polyolefin, PVC Free) Concrete: Topping, Poured Floors Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Cannabis, Craft Brew

REGUPOL Bill Neifert, Sales Director 11 Ritter Way Lebanon, PA 17042 (800) 537-8737 Product Type: Resilient Tile: Rubber, Recycled Rubber Resilient Sheet: Rubber, Recycled Rubber Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls



RetroPlate System Vernon Talbot, V.P. of Sales 1203 W Spring Creek Pl. Springville, UT 84663 (800) 998-5664 Fax: (801) 489-3258 Product Type: Concrete: Polished, Stained, Topping Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls, Cannabis, Craft Brew, Industrial/Manufacturing

Rockerz, Inc. Robert Smith, Business Development 100 Commonwealth Dr. Warrendale, PA 15086 (724) 612-6520 Product Type: Concrete: Polished, Stained, Topping, Poured Floors MARKETS SERVED: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

SAR Floors Skip Mason, Director of National Sales 7701 Derry Street Harrisburg, PA 17111 (800) 935-1657 Fax: (717) 525-8713 Product Type: Tile: Luxury Vinyl Tile / Plank and Waterproof Click ESPC Wood: Engineered Floating Floors: Laminate Resilient Tile: Solid Vinyl, VCT Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls

Terrazzo: The Cure for the Common Floor Terrazzo is the natural choice for today’s buildings. A seamless, non-porous finish makes terrazzo easy to clean and disinfect. Its resistance to moisture accumulation and microbial growth helps maintain a mold-free environment and healthy indoor air quality. Terrazzo is impervious to liquids, odors and dust mites. Equipment rolls silently on terrazzo’s smooth surface. With endless design possibilities and a long life-cycle, terrazzo floors bring beauty and sustainability to every setting. National Terrazzo & Mosaic Association 800.323.9736 CIRCLE NO. 28

Glass Knife Architect: Maverick Architects & Design Designer: Surroundings Interiors General Contractor: Welbro Building Corporation Photographer: David Laudadio


FLOORING Stories Flooring

Will Stories, Marketing Manager Unit 2 Wortley Business Park, Amberly Rd. LS12 4BD (0113) 320-0223 Product Type: Wood: Engineered, Solid, Strand Woven Bamboo, Finished, Unfinished, Aged/Reclaimed Floating Floors: Laminate, Wood, Linoleum Resilient Tile: Solid Vinyl, Linoleum, Rubber Resilient Sheet: Vinyl, Linoleum Resilient Other: Stair Treads, Accessories Carpet: Carpet Tile Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Craft Brew


Chris Johnson, VP, Commercial Sales 30000 Aurora Rd. Solon, OH 44139 Product Type: Resilient Tile: Solid Vinyl, VCT, Rubber Resilient Sheet: Vinyl, Linoleum, Rubber Resilient Other: Stair Treads, Wall Base, Accessories Carpet: Broadloom, Carpet Tile Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls

Tile of Spain USA

Rocamador Rubio Gomes, Director, Tile of Spain Tile of Spain Center Trade Commission of Spain 2655 Le June Rd., Suite 1114 Coral Gables, FL 33134 (305) 446-4387 Product Type: Tile: Ceramic/Clay, Glass, Porcelain Markets Served: Retail, Hospitality, Healthcare, Restaurants, Corporate, Education, Shopping Malls, Other


Guilia Bucci, Head of Marketing 1314 W Superior St. Chicago, IL 60654 Product Type: Tile: Ceramic/Clay, Porcelain, Terrazzo Tile Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls



Unique Surface Jeff Kahle, Owner PO Box 964 Lake Geneva, WI 53147 (262) 729-4032 Product Type: Wood: Engineered, Solid, Finished, Unfinished, Exotics, Aged/Reclaimed Floating Floors: Laminate Resilient Other: Stair Treads, Wall Base, Accessories Markets Served: Retail, Hospitality, Restaurants

Wagner Meters Jason Spangler Sales Manager 326 Pine Grove Rd. Rogue River, OR 97537 (800) 634-9916 • Fax: (541) 582-4138 Product Type: Moisture Meters and Measurement Solutions Markets Served: Retail, Hospitaly, Healthcare, Restaurants, Federal, Education, Shopping Malls, Cannabis, Craft Brew

Warmly Yours Radiant Heating Cameron Witbeck, Marketing Communications Manager 590 Telser Rd. Lake Zurich, IL 60047 (800) 875-5285 Fax: (800) 408-1100 Product Type: Markets Served: Retail, Residential and Commercial

Wooster Products Inc. Ryan Hershiser, Sales & Marketing Manager 1000 Spruce St. Wooster, OH 44691 (800) 321-4936 Product Type: Metal: Aluminum Resilient Other: Stair Treads Markets Served: Retail, Hospitality, Healthcare, Restaurants, Federal, Education, Shopping Malls

Step 1 Moisture Mitigation

Moisture mitigation is not required for adhesives with

Step 2

Surface Prep

Step 3

Adhesive or Mortar & Grout



Up to Lifetime Warranty!

Up to 25 Year Warranty!

Up to 25 Year Warranty!

Above are representative system examples that work to cover many installation needs. Consult your local Bostik sales rep for help defining a system of products that best suits your specific installation and warranty protection needs.



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Resistant to stains and spills A-10077-0821 ©2021 LATICRETE International, Inc. All trademarks shown are the intellectual properties of their respective owners.


20+ years out... What critical environments and the world’s healthiest, most sustainable buildings have taught us about ventilation By Dan Diehl


t has been a year since the pandemic changed our lives. Many say that the ways we work and learn in buildings have

changed forever. Someone asked me recently what this experience has taught me about making buildings safe to reoccupy. I quickly answered, but then I realized it wasn’t the right question. The urgent need to make buildings safer has led to a range of improvised solutions, some of which are beneficial, but not sustainable; others not proven to be effective, but allow building owners to demonstrate they at least must do something. I realized that to chart a path forward, we needed to tap a much longer and more telling history of data and learning—one that was hiding in plain sight. So, after a week or reflection, I should have responded: “Do you mean, ‘What we have learned over the last 20 years about the importance of ventilation in healthy and sustainable buildings?’” We could go back further to examine lessons learned regarding efficiency in buildings, which has been a focus since the 1970s. But the core built-environment challenge for the post-COVID world is how to balance healthy building design and operation with efficiency and sustainability.





20+ YEARS OUT... Fortunately, there is a 20-year history of forward-thinking building owners achieving that exact balance in labs known as critical environments. Because of the potential health and safety risks posed by airborne contaminants, labs have stringent air quality requirements. Historically, those requirements were met by providing very high volumes of 100% outside air at all times. That made labs among the most energy intensive spaces to operate. The Smart Labs Program was created with the idea that through innovation you could make labs more energy and carbon efficient while increasing human health and safety. Based on the Smart Labs data, do we really know what’s needed to make dramatic improvements on both fronts in all commercial buildings? I think they do, based on hard evidence and analysis of actual long-term results in close to a thousand facilities worldwide.

Accurate Measurement in critical spaces/labs

The foundation of healthy and sustainable labs started with the requirement for accurate measurement of the air quality in the space. Prior to this, labs were designed with 10 to 12 Air Change Rates (the volume of air, measured in cubic feet per minute (CFM) that goes in and out of a room in one hour). This high, continuous flow was a design choice done solely to solve for health and safety. But it was extremely expensive to operate. The results were perceived as safe. In addition, operating costs were high and spaces were not environmentally friendly, as research spaces were the largest offenders of both greenhouse gas emissions and $/ square foot energy consumption. Labs often were five to seven times as energy intensive as similar sized non-lab facilities. The challenge to improve these systems began with the simple question—

Over the 20 years that DCV has been successfully deployed in critical environments, researchers have identified the science-based healthy building parameters that we now know determine the health of indoor environments. Three key lessons emerged from our experience with Smart Labs: 1. We cannot control what we do not accurately measure 2. Healthy buildings require fresh clean air and active ventilation management 3. We must avoid the Healthy vs. Sustainable Trap

Lesson 1 — It starts with Accurate Measurement

All functioning engineered (non-biological) systems require “accurate measurement” of inputs and outputs to perform properly and to ensure desired results are being achieved. This statement, while overlooked, is a fact. For any dynamic system, we must understand how varying inputs will affect the system’s performance.


what are we looking to control and ensure in these spaces? The answer was obvious: clean and safe air for the researchers. The next question was, “Can we make sure harmful chemicals and small particles are removed from the space and exhausted from the building and could this be done much more efficiently/sustainably?” The overall strategy for maintaining safe, healthy air conditions at lower cost and with lower carbon emissions was to shift from a fixed, predetermined air change rate, to a dynamically controlled air change rate that is based on conditions in the space. This approach required very accurate, reliable air quality measurement. That was achieved with an innovative system architecture that allows a single set of expensive, industrial quality sensors


to measure the air quality in multiple lab spaces at an affordable cost per space.

Lesson 2: Effective ventilation — Controlling the amount of healthy air based on Accurate Measurement

The safer, more efficient solution was to use very accurate air quality sensors to dynamically control the amount of ventilation being introduced to the lab spaces. Ventilation is by definition the “provision of fresh air to a room or building.” This actually is a pretty poor definition of what we really want and need in a healthy, sustainable space. What we require is that clean air, which should be measured and confirmed, is both supplied and exhausted from that space. This is exactly why Air Changes per Hour (ACH) is the measure of the ventilation rate in labs and ORs. Historically, design guidelines for commercial and institutional buildings used the ventilation rate procedure (VRP) method which, like old lab designs, sets a prescriptive minimum ACH based on the size of space and “expected” occupancy levels. More recently, ASHRAE has allowed for the IAQP method where ventilation is controlled by the measurement of the air quality, allowing for lower ventilation rates, greater HVAC system efficiencies and higher confidence that the contaminants of concern are being eliminated from the breathing zone. This of course, echoes the Smart Labs innovation. If we can use this approach to achieve greater efficiencies while delivering safe, healthy air—it seems like a ‘no brainer’.

Demand Control Ventilation— providing the right amount of healthy air, where and when it’s needed

But you may be thinking, so what is the right ventilation rate, and do we really want to operate buildings with less than maximum ventilation? The answer, as we learned in critical environments, is that it depends. What we want is more air where and when needed. Yes, we can have lower ventilation rates when the air is clean and meeting science-based standards, but there are times when certain areas of a building need


20+ YEARS OUT...

increased ventilation—prioritizing health and well-being over efficiency when necessary. This flexible approach is called demand control ventilation (DCV). DCV is often misunderstood, even by people in the HVAC industry who equate DCV with an across the board reduction in air flow. Over the 20 years that DCV has been successfully deployed in critical environments, researchers have identified the science-based healthy building parameters that we now know determine the health of indoor environments. These are small particles, carbon monoxide and dioxide, relative humidity, and total volatile organic gases.

Lesson 3 — Avoid the Healthy vs. Sustainable Trap

As we learned in critical environments, providing significant ventilation in spaces when they are clean is wasteful and can be costly not just in energy expense but also in carbon emissions. Because the built environment accounts for as much as 30% of such emissions, building owners will be under increasing pressure to reduce carbon emissions over the next twenty years as we move toward a net-zero carbon world. At the same time, due to the growing awareness of fresh, clean air’s impact on health and cognitive function, building owners will also face more and more pressure

to increase ventilation rates in all work and educational spaces. These two imperatives of increasing health and sustainability are seen by many as conflicting: goals that must be traded off against one another in a zero-sum game. Under the old design criteria of fixed ventilation rates, they are in conflict. That conflict leads to what we call the Healthy versus Sustainable Trap, a sub-optimal cycle in which building owners periodically over-ventilate when health is the most urgent concern and under-ventilate when sustainability becomes the more top of mind issue. But we now understand that it is fixed ventilation rates that exaggerate this conflict, and that the way out of the Healthy versus Sustainable Trap is DVC with accurate sensing and control of science-based healthy air parameters. Our learning from critical environments confirms this optimal solution. To cite one of many examples, a well-known University of California System school focused on ventilation management in 17 buildings. The results: 61% efficiency gains while achieving the best safety record compared to all other peer institutions. We know that historically, non-lab facilities won’t produce that same amount of efficiency gains, due to their use of return air systems (versus 100% outside air) and lower Dan Diehl is CEO and President of Aircuity.



initial fixed ventilation rates, but there is a huge “but”…occupancy rates will not return to previous levels for many facilities, and/or they will vary more dramatically going forward. In addition, the emerging consensus is to use higher fresh air rates in all buildings. This, for sure, means that if left unchanged or unmanaged, there is a huge potential to significantly over-ventilate, waste a lot of money and needlessly negatively impact sustainability goals. That is the big opportunity for the future of healthy and sustainable buildings: optimize these two seemingly conflicting requirements, in many cases improving total performance in both. Overall, the path forward is to apply the lessons learned from 20 years of experience in labs to all commercial and institutional buildings. The pandemic has made all of us aware that all buildings where people work or learn are critical environments. The next step is to apply the three big lessons learned to all of those spaces: > Start with accurate measurement of science-based IAQ parameters > Deploy DCV using accurate, roomlevel feedback on the parameters > Operate the system to maintain the Healthy Building parameters in the most environmentally and economically sustainable way possible CCR




Hole-in-one PGA TOUR gets new global headquarters in Ponte Vedra Beach, Florida By Laura Rygielski


ore than 750 PGA TOUR employees, who previously spanned across 17 separate facilities, now work together under one roof at the organization’s new Global Home headquarters in Ponte Vedra Beach, Florida. Situated just south of the Tournament Players Club at Sawgrass— home of THE PLAYERS Championship golf tournament—the newly constructed, 187,000 square-foot facility faces the iconic 17th hole at TPC Sawgrass, which serves as its fitting external focal point. Surrounded by a freshwater lake that delivers a dramatic arrival experience, the building features a distinctive indoor-outdoor concept that emphasizes the lush environment and promotes biophilia—the human instinct to connect with nature and other living beings. The state-of-the-art facility also reflects the progressive spirit of the PGA TOUR as it embraces new ways of working and collaborating. It embodies a sense of openness and transparency that is evident in every corner of the building. A 44-foot-tall “collaborative atrium” with floor-to-ceiling windows connects the two wings of the building via a 20-foot-wide bridge. Not only does this walkway encourage chance meetings and allow for informal gatherings along its edges without disrupting foot traffic, it brings in natural light and promotes an airy openness that can’t help but enhance employee morale.



HOLE-IN-ONE It is here that Trex Commercial Products’ Track Rail™ shines as both a safety and style element. More than 2,500 linear feet of railing are featured throughout the state-of-the-art facility. Custom engineered for the Global Home, the railing system is designed and constructed with an aluminum base profile without the use of vertical balusters or posts between glass infill panels, making it ideal for enhancing sightlines. Clear 9/16-inch laminated glass railing offers unobstructed views and adds a luxurious accent to the appropriately named Grand Atrium. Nearly 300 linear feet of railing was custom engineered with 3-D laser scanning to ensure precision modeling of the distinctive shapes and contours featured along the atrium overlooks. A central staircase finished with white oak handrails cascades down to create a dynamic spatial and visual flow between successive levels while lending a warm, yet modern, look and feel. Track Rail also extends to the building’s exterior balconies, where it optimizes views of the natural Floridian surroundings.



Each floor of the Global Home contains flexible, open floorplates that are non-hierarchical and focus on collaboration and mobility. In addition to stability and sophistication, the railings contributed valuable points toward achieving LEED Gold certification for the new PGA TOUR headquarters. The stainless-steel railings and aluminum fabrications are made from up to 75% preand post-consumer recycled and reclaimed content. The glass infill systems also contribute to daylighting efforts. Helping to connect building occupants to the outdoors, this method utilizes sunlight as a cost-effective, readily available mood enhancer while reducing the use of electrical lighting. Further enhancing the sustainability of the Global Home are five large skylights, nearly 17,000 square feet of photovoltaic solar panels installed on the roof to support the building’s energy needs, and an extended overhang along the building’s edge that significantly reduces solar gains on its glazed facades and prevents heat from accumulating in the interior. Plus, the facility was built on a raised floor to enhance premium air quality and contains site-wide recycling features to encourage an eco-friendly environment.




Floor to floor perfection

Each floor of the Global Home contains flexible, open floorplates that are non-hierarchical and focus on collaboration and mobility. There are nearly 100 meeting spaces that range from small rooms with a table and chairs to conference rooms designed to comfortably accommodate larger groups. There is even a “genius” bar offering technical support on computers, laptops and smartphones to prevent equipment problems, hardware failures and software bugs from hindering performance. Employees scored a hole-in-one with an amenity-rich work environment that offers a new social focus for everybody. The building features four expansive outdoor terraces available as additional spaces for working, eating or relaxing. Employees also have access to an indoor golf simulator and a fitness center equipped with aerobic machines, weights, rooms for yoga, Pilates and Zumba classes, along with fully appointed locker rooms and showers. Additionally, there is a 1.3-kilometer running track that winds through

Employees scored a hole-in-one with an amenity-rich work environment that offers a new social focus for everybody. The building features four expansive outdoor terraces available as additional spaces for working, eating or relaxing. the campus’ natural woodlands. When employees need to replenish their energy, they can grab some java and even bake their own pastries at the on-site coffee bar, or visit the Global Home dining area, which includes a salad bar, sandwich bar and pizza oven. The PGA TOUR sources high-quality products from area vendors, produce wholesalers and farms, and offers vegan, keto and gluten-free options in addition to mainstream fare. There also are plans to start a vegetable and spice garden, further highlighting the organization’s commitment to clean eating and healthy living.

The PGA TOUR moved to Ponte Vedra Beach from Washington, DC in the late 1970s and started with three employees who worked out of a single-family home in the Players Club development in Sawgrass. The organization has since grown to employ more than 1,100 who together coordinate three domestic professional circuits, three international tours and more than 100 events each year. The Global Home headquarters represents a new era of collaboration and teamwork for the PGA TOUR and positions the organization well to compete for top talent. CCR

Laura Rygielski Preston is president of Trex Commercial Products Inc., a national leader in architectural railings for commercial applications. The Minneapolis-based company engineers and markets pre-engineered and custom railing systems and has supplied railing solutions for some of the largest projects in North America from major sports arenas to government projects.




Shout it out Success aside, 11 reasons your company still needs a marketing plan By Ron Treister



id you see the movie “News of the World?” The story takes place a few years after the Civil War. The lead character, played by Tom Hanks, makes a living traveling the West, reading newspapers as a public service and performance. (Great film, BTW.) Roughly 150 years ago, the only real news source was local newspapers. There was a huge percentage of full-fledged Americans who could not read or write. Can you imagine living in that era and then being transported to “today’s America?” Digital billboards. People walking the streets texting and tweeting. Airplanes with up-to-theminute video news at every seat. Communications have come a long way. Unfortunately, one widespread mindset is that some of today’s companies—successful ones at that—thoroughly believe that because they’re highly computerized and have a good reputation, they can continue just selling and selling. Believe it or not, these firms may only not have a marketing plan, but they may not have an annual business plan either. One could only imagine how much more successful they would be with a semblance of either. Let’s talk Marketing 101. Many years ago, I taught this at the college level. While so much has changed since then, for the most part, the foundations of a true marketing plan clearly have not. Let’s see if you agree.


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SHOUT IT OUT 1. Know your company

Be realistic. Are you an industry name? Are you a thought leader? Do you really know your firm’s reputation?

2. K now your company’s financial condition

Know your books. Know if you’re really making money. Are you investing to build your image via some sort of marketing initiative? Can you afford a small percentage to do so?

3. C onsider new marketing initiatives

Have you done any marketing communications work in the past, using either traditional or electronic methods? Advertising? Direct mailing? Press programs? Exhibiting at key trade shows? Be honest, have these exercises helped?

you’re selling B2B or B2C, this is a huge informational nugget. Ultimately, this elicits brainstorming sessions on how best to reach them talking their language. What do they respond to? What incentives can you get in front of them to get these prospects to ultimately become ongoing customers?

6. D on’t over-budget your marketing plans

A former business crony of mine used to say, “One must have eggs before having omelets.” We like to recommend to those who are a bit squeamish regarding starting a program, to start off small; to dip their toe in the water. One way to accomplish that is to launch a new marketing program for a six month window. Clearly, if it is professionally created and then deployed you’ll have concrete response indicators

Plant the seeds, watch them grow and then, have a planned response agenda ready to deploy at once. 4. Know your competition

As a professional businessperson, it is assumed you know how to compete product-to-product or service-to-service with your competitors. What are you doing to promote your brand, your products, your services that they are not? What have they done? What must you do to get greater market share and snare accounts away from your rivals? (By playing by the rules, of course.) These “war games” can be lots of fun should they ultimately deliver business victories.

5. K now about the demographic you’re targeting Know who is most suited to consume your product offerings. No matter if

after two or three months and be able to gauge how it’s performing.

7. I f you expect instant gratification, take a vacation

It’s not always that way. Think about a marketing plan as a professional method of seed-planting. A harvest will come if this is done correctly. But to expect an epic-sized order three days after you launch your first e-blast is not wise. If your product or service is described well, if you utilize good photos and/or videos in your marketing presentations, the potential of making an indelible impression increases exponentially. Remember, you’re ready to sell, but not everyone is ready to buy (or change vendors). Good, professional communications over

time can change this. You must be patient and realistic. Plant the seeds, watch them grow and have a planned response ready to deploy at once.

8. R espond immediately to respondents

Whereas it is generally an accepted fact that face-to-face is the best way to meet and consummate relationships, the chances of accomplishing that get smaller as time goes by. But a well-prepared email response—made as “personal” as it can be and ready in a minute’s notice—is recommended. Trying to secure a phone call or video conference is advised. The real answer is based on your company’s mentality. So, the best advice you can take from this segment is simply not to take too much time to respond to those showing interest in your offerings.

9. H ave sales literature available online 24/7 or ready to be sent immediately via request

Obviously it is easier to do this electronically, but there is a segment of buyers who still prefer easy to reference, professionally created brochures and catalogs. Knowing your targets will help you decide on this.

10. M ake it protocol to get credit reports on potential new customers Nobody will be offended. This is strictly business—and it is 2021.

11. M eet with your marketing team (whether it is your in-house group or outside supplier) and review the next season’s plan If you are pleased and it is plausible, you may want to increase your marketing budget to stir the pot even more. That’s your decision. CCR

Ron Treister is Founder/President of Communicators International Inc., a marketing communications firm in Jupiter, Florida. For three decades, his firm has worked with major accounts in the commercial construction sector. He can be reached at




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YOUR STORY is your best sales tool INSIDE THIS ISSUE: President’s 3 Member Directory 4-5

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Two Tax Credits in the Covid Stimulus Could Save Your Business Thousands

Don’t miss out on these provisions of the bill passed in December in addition to the paycheck protection program By Gene Marks This article originally appeared on Reprinted with permission from the author.

While a lot of attention has been given to the recent renewal of the paycheck protection program, there are two tax credits included in last December’s Taxpayer Certainty and Disaster Tax Relief Act that may actually be more valuable for many small businesses. Why? Because the PPP is a forgivable loan that’s only available to certain businesses, whereas the employee retention tax credit and the work opportunity tax credit are both potential cash payments that are available to a greater number of small businesses. Interested? You should be. Because if your business is still in operation but has been at least partially affected by Covid, then you’re probably eligible. To be eligible for the employee retention tax credit in the first or second quarter of 2021 you must first show that your business had fewer than 500 full-time-equivalent employees and was either partially or fully shut down due to Covid restrictions. Even if you don’t match the shutdown requirements you can still qualify by demonstrating that your revenues (defined as total sales, net of returns and allowances) declined in either quarter by more than 20% compared with the same quarter in 2019 (employers that did not exist in 2019 can use the corresponding quarter in 2020 to measure the decline in their gross receipts). That threshold is lower than what is required to access PPP funds, which requires showing a 25% reduction in revenues. Assuming you qualify, you may be surprised at just how much money you’ll save. So here’s how you will figure that out. (Continued on next page )


Sneak Peak:

10 poison ivy myths you should know




Volume 1 • Issue 1, 2021

W e ’ r e J u s t “ I t c h i n g ” To E d u c a t e Yo u A b o u t P o i s o n I v y , P o i s o n O a k , a n d P o i s o n S u m a c .

Best line VEGETATION of defense CONTROL Everything you need to know about defending yourself against poison ivy, p. oak, p.sumac (and bonus tips)


pg 8 RCA’s mission is to promote professionalism and integrity in retail construction through industry leadership in education, information exchange, and jobsite safety.


Don’t tell me, was that poison ivy?

Toxicodendron radicans poison ivy - spring growth.

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Nothing does that better than a good story— who you are, what you do and why your company matters. Whether it's a company brochure, supplement or one-page profile, nothing makes your brand more memorable quite like a good story.


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Meet me at the hub How Allison Hall continues to be at the center of Northwestern University’s universe Christopher Collins, AIA, NCARB, Principal of Architecture, Nvironment

Liz Hauswald, Principal of Design, Nvironment

A special supplement to: Rocco Laudizio founder and principal slick+designusa

Meet me at the hub How Allison Hall continues to be at the center of Northwestern University’s universe


ime has an amazing way of changing things. In 1960, Allison Hall opened on the Northwestern University campus as residence for firstyear women. In the ensuing 60-plus years, Allison Hub has become a hub for south area Northwestern students.

And thanks to its in-building dining commons, nobody ever goes hungry. We’re not talking just your regular college fare; we’re talking comprehensive meal choices like vegan, halal, Kosher, vegetarian, and more. As part of the $19M investment by the universities food service partner Compass Group, there were upgrades throughout the Evanston and Chicago campuses, highlighted by dramatic improvements to the Elder and Allison Hall dining commons. We sat down with Liz Hauswald, Principal of Design; and Christopher Collins, AIA, NCARB, Principal of Architecture at Nvironment, to get an inside look at what puts Allison Hall on the cutting edge of university food service offerings.






COMMERCIAL KITCHENS Give us a snapshot of the restaurant brand.

Northwestern University’s Allison Dining Hall contains seven different food platforms, plus a dedicated Kosher kitchen. The array of open-view food prep spaces, plus redefined seating, made this dining build-out an experience like no other.

What was the inspiration behind that concept?

Deciding how to make the most of an existing space, working within existing physical parameters and creating a fresh food hall experience inspired this rebuild from all new angles. It may sound too simplistic to say the floor inspired us, but raising a sizable portion of the seating with a mezzanine provided a solution to house new theatre style cooking without sacrificing seating count.

What type of consumer are you targeting?

The Allison Dining venue was designed expressly for students of the University, since food options are one of the top decision making criteria for student enrollment. University faculty and staff as well as any other visitors also are encouraged to dine at the Allison, since it is, after all, state of the art.

What are some of the adjustments you made with/to your business model surrounding the recent state of events?

The biggest adjustment for Allison Dining was being shut down for the past year and a half. But in reopening, the venue has been following CDC and University guidelines. However, the flexible seating we installed (as opposed to the limited seating from before) does allow for better options when it comes to social distancing.

What kind of conversations are you having with your customers?

Customers are far more sophisticated these days, and appreciative of freshness cues along with a better overall experience. This allows space for creativity in design to come about. Namely, we were able to blow open



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the back of the house, completely exposing it, as well as moving seating right up to the kitchen, which brings a more immersive experience overall. How’s that for food preparation transparency?

How does the design of the restaurant cater to what today’s consumers are looking for? Adding the kind of transparency customers are looking for allowed us to get creative with the space. By exposing the kitchen, we unlocked a new style of queueing. Now, people congregate around their choice of fare and chat with the kitchen staff who’s preparing their meals.

Adding the kind of transparency customers are looking for allowed us to get creative with the space. By exposing the kitchen, we unlocked a new style of queueing. Is there a location that really shows how the brand interacts with the community and customers? One of your favorites?

The pizza station is one of the most iconic places in this dining hall. Sidled up against a multi-purpose dining/teaching kitchen/meeting space, this area can be opened-up after hours for a completely unique culinary event. During the day, the blazing oven churns out made to order pie after pie in front of the customers who gather at the dining counter to chat with the chef.

Walk us through how and why it’s designed the way it is.

Typically, aging university dining halls were configured with segregated servery and dining spaces with an outdated “tray load” approach. Allison was no exception, and working within existing parameters like structural elements and fenestration limitations means, unlike the axiom, function has to follow form. Whenever we approach an adaptive reuse situation, we take what is given and rework a new spin on it. It’s one of our specialties, actually.



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Take us through your construction and design strategy.

Looking at the existing challenges, we noticed the existing atrium had very limited seating options and wasn’t living up to its potential. Two solid ideas formed: Installing a mezzanine to nearly double seating options, and exposing the kitchen area with integrated seating to give customers plenty of opportunities to mingle. From there, it was a matter of making it look great.

Give us a rundown of the market’s layout.

University students today are far more sophisticated than years past. Fresh food and made to order options are expected and rotating menus for a diverse palate are a must. By gathering seven different


If ever there was a way to move past the events of recent years, it has to be by gathering around food. Food brings consistency and camaraderie in a way that nothing else can. options, plus Kosher, and adding two fresh microgreens grow cabinets, we were sure to exceed everyone’s expectations.

Talk about sustainability. What are you doing?

We mentioned the microgreens grow cabinets, but what’s more sustainable about those is how they helped boost local growers. Once the students discovered


the microgreens, and interest increased, the operations staff collaborated with local producers to meet the demand and create a win/win proposition to support local businesses. Along with that slam-dunk, we also utilized energy-efficient food-service equipment, LED lighting and natural daylighting, and the multi-stream recycling program we put in most of our designs.




What’s the biggest issue today related to the construction side of the business?

There are always problems that pop up during any construction project, but the most frustrating—and often most debilitating to the initial design—issue currently is material and equipment availability or lead times. Everything, from fabrics, flooring, cladding and cooking equipment, seems to be in conflict with aggressive development schedules. This can be especially problematic when it comes to limited time tables such as those corresponding to the academic calendar.

Are you optimistic about how the marketplace has responded to everything happening today?

If ever there was a way to move past the events of recent years, it has to be by gathering around food. Food brings consistency and camaraderie in a way that nothing else can. This means working on dining projects comes with an innate optimism—even in the midst of

a global pandemic. As Luciano Pavarotti said, “One of the very nicest things about life is that we must regularly stop whatever it is we are doing and devote our attention to eating.”

What’s your growth plan? What areas are you targeting?

As Nvironment, being able to apply what we’ve learned over the years completing retail, restaurant and food-service projects, we’d like to gain additional exposure to hospitality projects. We think it would be really fun to provide the same value in customer experience we executed for Northwestern, and dozens of other brands, to a new client base.

What trends are you seeing?

Student diners today are looking for: greater transparency with food prep; alternative and flexible seating arrangements; charging stations, speed in relation to dine-out, mobile and kiosk ordering, grabn-go options, and fresh/local ingredients; choices to satisfy a highly refined palate.

I mean, when exactly did sushi become an expected part of college fare?

What’s the secret to creating a “must visit” restaurant environment in today’s competitive landscape?

Beyond all the trimmings and trappings that might be slapped on your dining room, a good culinary experience wins every time. In short: You want a broader and authentic flavor profile in an Instagram-able environment.

What is today’s consumer looking for?

Mostly, and perhaps more-so due to pandemic events, customers want a curated experience; a space that feels comfortable and friendly while still being remarkably utilitarian, that serves a wide arrange of flavors, offers flexible seating experiences and takes advantage of modern technology with ordering options. CK

One-on-One with What’s the biggest item on your to-do list right now? At Nvironment, we are redoubling our efforts to bring the best communication we can to the table. Our collaboration has been a hallmark of our company, and a yearplus of virtual calls has made us a bit antsy. Getting back to “business as usual” is priority number one. Describe a typical day. When you love what you do, the days aren’t really quantifiable. It starts with coffee, to be sure. Then we have conversations with employees, clients and vendors, and somewhere in all that, we crank out great work. What’s the best thing a client ever said to you? It’s not any specific thing, but when you get the call saying, “The space looks great, it’s holding up well, we’re making profit and customer’s love it,” that’s all the thanks we need. And when a client says, “It looks just like the rendering,” that doesn’t hurt either.



Tell us what makes your brand so unique? Our collaboration is a cornerstone to our business. In the case of Allison, collaboration allowed us to key-in on the customer’s needs while pulling out a really clever use of an existing space. What’s the most rewarding part of your job? We love seeing our spaces come to life—and to turn out how as envisioned. This may sound selfish, but in reality, it means we did everything our customers asked of us. And that’s always a good feeling. What was the best advice you ever received? “You can be wrong, but don’t be wrong long,” as bad news doesn’t get better with age, so tackle obstacles head on. Good for business and for life. Name the three strongest traits any leader should have and why. Patience, Communication and Empathy. Because without these three traits, collaboration can never happen.





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July 2021 • Issue 6

Building an empire How Cookies continues to revolutionize how people view cannabis

Berner (Gilbert Milam Jr) Founder, Cookies



Building an empire How Cookies continues to revolutionize how people view cannabis


he first experience that Berner (Gilbert Milam Jr) had in the cannabis industry was as a front desk attendant in a local shop in the Bay Area checking IDs and filling out requisition forms. He was 18. In time, Berner quickly moved up the ladder, going from budtender to eventually managing the shop. He learned everything there was to learn about the business—from purchasing, merchandising, quality control, flowers, etc. He likened the experience to attending cannabis college. When Berner eventually teamed with grow expert Jai, the duo took what was a strain, their first one tasted like Thin Mint Girl Scout cookies, and built a brand around it. Cookies, the name of which refers to said Girl Scout cookies, soon added Cherry Pie and Cherry Cush, followed by sherbets and enchiladas. From its earliest days in a San Francisco garage to its worldwide growth, the Cookies brand continues to stay true to its roots: authenticity and innovative


genetics. Along with world famous cannabis, Cookies is an apparel and lifestyle brand, too. Together, Berner and Jai continue to control the entire experience from start to finish, and seed to sale. The process is what sets them apart. It might be interesting to note that Berner also is a successful rapper and record label founder. We sat down with Director of Retail Development Aly Dean to get some insights into what’s next for the Cookies brand.


Interview by Michael J. Pallerino







Cookies is an authentic international cannabis brand dedicated to growing its business through the combination of best-in-class genetics with quality premium cannabis, pop-culture resonance and social media influence. With a deep commitment to restorative justice and progressive drug policy, Cookies actively works to enrich communities disproportionately impacted by the War on Drugs through advocacy work and social equity initiatives.

In a nutshell, quality spaces yield a superior customer experience in which they not only find exactly what they’re looking for, but discover something new each visit. Every customer is a premium customer to us and we design spaces with that in mind, even during extenuating times like the COVID era.

WHAT TYPE OF CONSUMERS ARE YOU TARGETING? The Cookies brand is built on a culture of consumers who love and believe in the cannabis plant. Each addition to the strain library and every new retail location is created so Cookies customers can access the best product on the market.


WHAT KIND OF ADJUSTMENTS HAVE YOU MADE TO HELP CUSTOMERS SHOP IN THIS NEW LANDSCAPE? With COVID, it is common to include breath barriers and various safeguards to protect budtender safety as well as customer safety. We also limit capacity within the store and interaction between customers so everyone can safely enjoy the Cookies immersive experience.


WHAT TYPE OF AREAS DO YOU LOOK FOR WHEN SEEKING STORE LOCATIONS? We aren’t a company that adheres to a strict straight-shot formula for location management. We employ all the standard industry best practices such as evaluating population density factors and quality of available real estate. However, being a cannabis enterprise means we also have to consider stricter than average zoning requirements, limitations with license availability and balance that with locations where our customers want to be.

WHAT’S YOUR SHORT-TERM STRATEGY? LONG-TERM? We’re fortunate that our short-term strategy is the same as our long-term strategy—to bring quality products to our customers inside quality spaces. Being in the cannabis industry also means we are operating under

We don’t just get permits.

We GET Permits... OUR SUCCESS IS MEASURED SOLELY BY THE APPROVAL AND PERMISSION OF OTHERS. We are a team of vetted professionals and highly respected industry pioneers who still seek the approval of others. After thirty years in the business, we know what we are doing. Expedited service from state to state, from province to province;


permits for the United States and Canada. Without experienced professionals guiding the process, one is liable to be derailed by road blocks which affect budget, time line and the sanity of your team.



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a rapid scale model, breaking ground on new sites inside new markets constantly, while simultaneously improving processes.


WHAT MAKES YOUR LOCATION ENGAGING TO TODAY’S CANNABIS CUSTOMER? HAVE YOU ADDED ANY IN-STORE FEATURES? Cookies Santa Ana is the brand’s first superstore. The 11,000-plus square foot dispensary not only features Cookies cannabis products, but is outfitted with an attached clothing store, a seating section that doubles as a DJ booth and a Cookies logo suspended from the ceiling. Additionally, it was built with space set aside to be used for future onsite cultivation and production.

The Cookies brand is built on a culture of consumers who love and believe in the cannabis plant.






WALK US THROUGH HOW AND WHY YOUR SHOP(S) IS DESIGNED THE WAY IT IS? TAKE US THROUGH YOUR CONSTRUCTION AND DESIGN STRATEGY. All of Cookies’ concepting has been organic and rooted in the rich history of our founders Berner and Jai and their collective cannabis cultivation experience, along with Berner’s grassroots approach to branding. So much goes into the design process—everything from the market specifics to maintaining brand standards and the customer journey. We ask ourselves, “What do we need to do in order to uphold each location, regardless of market?” We constantly are innovating at Cookies and considering brand and market preferences as well as our partner references. At the end of the day, we want to provide a consistent and top-tier experience for our customers.

Creating a “must visit” location means creating an immersive customer experience that provides a glimpse into the future of cannabis retail. GIVE US A RUNDOWN OF YOUR MARKET’S LAYOUT As legalization allows, our goal is to have our Cookies stores in every state in the US and every country in the world. Finding the right cultivation and distribution partners within each market is very important to us to ensure our best-in-class genetics and standards for premium quality cannabis are upheld. Our goal is not to be the biggest, but instead the brand with the best quality cannabis everywhere we legally can be.

WHAT’S THE BIGGEST ISSUE TODAY RELATED TO THE CONSTRUCTION SIDE OF THE BUSINESS? The most common building construction issues we’ve faced are the side effects of






living in a COVID world. It affects everything from lead times on raw materials, to shipping, import and export fees to permit review. Each authority having jurisdiction (AHJ) has their own unique approach to conducting inspections, and it can add time to the process.

TALK ABOUT SUSTAINABILITY. WHAT ARE YOU DOING? We take a view of sustainability through everything we do, whether that is packaging for shelves or crates to be shipped across the country containing large fixtures, to reducing our truck loads to decrease carbon emissions. We try to work with local vendors as much as possible and capture in bulk. We also install low-flow toilets, and automated dimmers and timers on our LED fixtures to reduce our outputs. For those nonbelievers, taking an approach with sustainability in mind also helps the bottom line by reducing operating costs.

WHAT IS TODAY’S CONSUMER LOOKING FOR? Today’s consumer is looking for the best quality products that fit within their budget and a welcoming environment.

TELL US WHAT MAKES YOUR BRAND SO UNIQUE? CEO and co-founder Berner started his cannabis career as a budtender in the Bay

Area during California’s early days as a medical cannabis forerunner. He quickly realized there were not any “brands” and the cannabis itself was sold in very unappealing bags, so he wanted to establish a brand with appealing packaging. He wanted to build out the Cookies brand further and started Cookies SF, a non-cannabis line of streetwear and lifestyle products, so that the Cookies brand could live outside of just cannabis and become more of a bigger movement and cultural phenomenon. Berner also is involved in every step of the product-development process—from PR to marketing, to creative to operations—and is extremely dedicated to ensuring that our products are consistently the highest quality in every market. Berner has built this brand from the ground up through social media primarily, and has an incredible cult following of fans from all over the world.



There are endless opportunities for innovation. If you’re looking for it, opportunities will reveal themselves.

Director of Retail Development Aly Dean

WHAT TRENDS ARE YOU SEEING/EXPECTING? We are still experiencing a period of differentiation within the dispensary environment, which is an exciting phase to be in. Companies are still defining how they want their stores to look and feel, but soon we will head into a copycat phase. Within retail in general, I’m seeing a movement toward curated customer experience married with expeditious access to product.

WHAT IS THE SECRET TO CREATING A “MUST VISIT” LOCATION IN TODAY’S COMPETITIVE LANDSCAPE? Creating a “must visit” location means creating an immersive customer experience that provides a glimpse into the future of cannabis retail.


Describe a typical day. What’s the biggest thing on your to-do list right now? The only thing that is typical about this line of work is that no day is the same as another. I wake up early, try to meditate or do yoga, and then hit each day with new calls that start around 7:30 a.m.

What’s the most rewarding part of your job? Anyone who works in the development space probably will say it’s the satisfaction of closing


a big deal or seeing beautiful spaces being delivered, or turning the keys over to a new building that has been built—but for me it’s much more. It’s seeing the happiness and appreciation on the faces of our customers and partners when a deal is done, or they do the first part of their walkthrough and realize the space is as much theirs now as it was ours during the building process.

What was the best advice you ever received? Never burn a bridge

and follow all leads. You never know where a deal could originate or a qualified vendor referral can come from. Even when you get busy, always make a point to circle back with people at a later date.

How do you like to spend your down time? What’s down time? I gravitate toward activities that center me, so that usually means going on a jog outside in the sunshine, going out to try new food with friends or taking a trip somewhere new.


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Take risks, fail, get better Our conversation with Brahma Roofing & Construction’s Stephanie Pouse


tephanie Pouse grew up on construction sites, shadowing her father and now business partner, Roy, since hard hats were bigger than her head. In doing so, she grew to appreciate the hard work and overall impact she witnessed. In her efforts to help build abroad, Pouse continued to explore the impact buildings can have on communities. From rehabilitating a local elementary school in Mexico, to redesigning and constructing an elementary school playground in Costa Rica to mitigate flooding, her passion for building continued to grow. These days, Pouse is co-founder of Brahma Roofing and Construction, a business on a mission to create a new level of service and trust within the construction industry. We sat down with her to get her thoughts on what the construction landscape is like for today’s women professionals.

Give us a snapshot of the construction market today? What are you seeing out there? Stephanie Pouse

We’re still dealing with impacts from 2020 and, in my opinion, will continue to experience

challenges into 2022 (material, labor, etc.). Although volume was technically down in a 2020 versus 2021 Q1 comparison, we’re starting to see high levels of intent from our customers again. With projects beginning and the demand for material increasing, it’s going to be interesting to see how we as an industry support one another through these challenges.

How did you get started in the industry? What is your story?

I grew up on construction sites, shadowing my father and now business partner, Roy. In the era of “Bring your Child to Work Day,” I loved having another opportunity to visit the project(s) my father had been working on. During these visits, I grew to appreciate the hard work and overall impact I saw. At a young age, there was something powerful about witnessing how a project would start and what it would turn into. Later, learning the impact construction can have on people’s lives. Knowing that construction had always been an interest of mine, I continued to explore the impact of this industry by participating and leading trips abroad, eventually leading me to the start of Brahma Roofing and Construction.

What are some of the biggest changes you have seen over the past few years?

Most people have heard this before, but skilled labor, material shortages and delivery delays continue to challenge our industry. As a result, mitigating these issues is a daily discussion so we can do our best to stay ahead of the curve.

Name some of the opportunities available for women in the industry?

Women are capable of whatever they set their minds to. For anyone seeking new opportunities, consider what you enjoy and



where you feel you could make the most impact. Then, start talking to other people in our industry and outside of it about what would fill your cup. By having these conversations, you’ll be able to further clarify what it is you want to achieve and how you’ll achieve it. Once you’re confident in the direction you want to go, take the leap.

What challenges remain?

Part of the reason why women don’t make up a larger percentage of our industry is due to the hiring pool. How can businesses onboard more women, when there aren’t enough women applying to fulfill those roles? It’s part of the struggle we’re seeing in our own hiring process, even being women-owned. So, the challenge that remains is associated with education; educating the next generation of women of opportunities within our industry, helping them understand that they do belong and they can thrive.

What’s the best piece of advice you have ever received?

I grew up playing competitive soccer, and although I was never the largest player (physically), I found ways to compete with those who were much bigger than myself. So, when I was leaving for my freshman year’s college pre-season at the University of Illinois, my father said to me, “It’s not the size of the dog in the fight, it’s the size of the fight in the dog,” and that has stuck with me ever since. That mindset has given me the confidence to take risks, fail and get better. A mindset that remains at the core of Brahma Roofing and Construction.

What’s the advice you would share with women just coming up in the industry?

Find someone that inspires you, then ask them to be your mentor. If they say yes, great. If they say no, they already taught you your first lesson in business—rejection. There’s a misconception in business that everything has to be done on our own, when in fact, we’re so much stronger together. So, I’d encourage those coming up in the industry to join organizations, invest in relationships, ask questions and never stop learning.

What’s the biggest lesson the past year has taught you?

Compassion is courageous. It’s easy to look at our industry and fall into preconceived ideas of what it’s “supposed to be”: rough, tough and emotionless. When in reality, there is so much human connection in what we do. Last year was full of conflict, doubt and fear. As a result, people began to withdraw themselves from others, which had impacts on families, businesses, mental health and so much more. So, as we charged through the ever changing climate of 2020, we did so with compassion.

Compassion for people’s fears, frustrations, needs and loss. Through this, we were able to connect with people that may have wanted to withdraw, but felt comfortable enough to lean in. Ultimately, guiding us to long-lasting partnerships full of trust and hope. Because, when you show compassion in times of turmoil, people remember how you made them feel.

What’s the biggest item on your to-do list?

Finalize my WBENC (Women’s Business Enterprise National Council) application. It’s been on my list for quite some time and I’m dedicated to completing it. CCR



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July 2021

‘Bursting at the seams’

Inside the reconfiguring of Mercy Hospital

By Kathy Ziprik

‘Bursting at the seams’

Inside the reconfiguring of Mercy Hospital




ack in 2017, Allina Health Mercy Hospital had a problem. The Minnesota health care location had simply run out of space. The solution involved relocating and enlarging the main entrance, reconfiguring the hospital’s interior and adding a parking garage. To coordinate the large project, Mercy Hospital partnered with HDR architectural firm and Knutson Construction. Using an Integrated Project Delivery (IPD) process, the team was able to accomplish all the construction goals, including new operating rooms on the upper floor and other key additions. “Mercy Hospital was literally bursting at the seams,” says Isaac Bros, AIA, NCARB, project architect with HDR’s Minneapolis Studio.

Bros and his team found that the best solution was to relocate the front entrance to the opposite side of the campus. After that, the emergency department was expanded and new surgical areas were added. “While all this was going on, it was important to maintain and strengthen the program adjacencies and flow of the hospital.” The Mercy Hospital expansion was an enormous project, involving 168,000

square feet of space. The design team at HDR worked with the construction team to complete the complex, seven-phase project at the Coon Rapids, Minnesota location. Within those seven phases, there were 47 sub-phases of the project, resulting in a massive undertaking. Part of the project included adding a new medical surgical floor, renovating the ICU floor and expanding the registration and waiting areas. Four different roof plans were created for the new structure. On and off, it took Central Roofing Company almost three years to complete the roofing work while the hospital continued its day to day operations.



Tricky roof challenges

As the massive undertaking was launched, Knutson Construction was brought in to build a new operating addition, central utility area and a parking ramp to a 300-space parking garage. The exterior of the structure was remodeled, and new roofing was needed in many locations. “We hired Central Roofing Company to connect the older roofing sections with the new roof areas,” says Rodney Sessing, senior superintendent at Knutson Construction. “From our past experiences, we had confidence their crews and service teams were the perfect fit for this project. During the scope of this project there must have been at least 100 new openings made in existing roofs. Central Roofing was there for each one of them and did a great job.”

The Mercy Hospital expansion was an enormous project, involving 168,000 square feet of space. Part of the project included adding a new medical surgical floor, renovating the ICU floor and expanding the registration and waiting areas. Bros says the challenging project benefited from the roofing solutions offered by the roofing team. “The overall roof was critical to this project. Tying new and old roof elements to the hospital harmoniously was tricky and vital. The roof needed to maintain the proper drainage, expansion and contraction—all while meeting the latest energy codes. Central Roofing was able to rework the drainage to provide a better solution for the hospital long term.”

Juggling roofs and tradespeople

For the initial new roof areas, concrete decks were installed. Johns Manville primer and a vapor barrier were added. Polyiso insulation layers were put in place, then gypsum cover board in low rise foam adhesive. A 60 mil black non-reinforced EPDM membrane was




then fully adhered to the cover board. The same EPDM system was installed on two roof canopies. Johns Manville Expand-OFlash expansion joint cover was used for all expansion joint details. With the existing roof work, Firestone Una-clad 24-gauge prefinished sheet metal was used for coping and counter-flashings. Connecting the two structures proved challenging for the entire crew. “After the expansion portion of the project, we had to do detailed work on the older building to make the old and new roofs unified,” says Jay Sessing, roof technician at the Service Department with Central Roofing Company. “As the project progressed, we used core drills on the concrete decks for the multiple penetrations. Sessing says Central Roofing probably dealt with 30 different people on the project, including tradesmen, construction team members and the Mercy Hospital staff. Each time the roof was penetrated, they would




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work with electricians, plumbers, HVAC teams and mechanics. “We all had the same goal of creating the best roofing system possible to top the structure,” he says.

Round 2 – Returning to Mercy Hospital

Following the successful completion and opening of the new Mercy Hospital, the Central Roofing team was called back in 2019. This time for a 7,500-square-foot temporary roof over a temporary entrance for the Emergency Department (while a new Emergency Room and entrance were being added), and to correct roof drainage and ponding issues on existing roofs. “This was a relatively small project compared to the original project, but it was still important for the hospital,” says Kyle Forrey, project manager for Knutson Construction. “We relied on the expertise of the drafting department at Central Roofing for input and alternative ideas on how we could tie in with the existing roof. The different options they provided us with in the shop drawing stages gave us confidence. With those drawings we were able to choose the best path forward to reduce the chance of water infiltration during the roof tie-in work.” Now complete, the collaborative partnership labeled “Mercy-ALIGNED” by HDR, has resulted in an outstanding hospital. Bros says they were able to complete this project by working together as a fully integrated team. “We had a multidisciplinary team of architects, healthcare consultants, clinical partners, designers, engineers, specialists, estimators, schedulers, constructors and trade partners all focused on the same goal. We had an expansive vision for this project. In the end, Central Roofing helped us attain that vision by providing roofing solutions to all the expansion and additions of Mercy Hospital.”

Start to finish support With tradespeople everywhere on the jobsite, the roofing activity needed consistent leadership at Mercy Hospital. From start to finish, Jeremy Stuhr lived and breathed the renovation project every step of the way. “There were many moving parts, additional work requests and dozens of changes that needed supervision,” says Stuhr, an estimator/project manager with Central Roofing. “Sequencing was nonstop. Our crew would be working on the large addition and then requested to move to handle needs on smaller

sections at different ends of the building. Stuhr says there was a lot of juggling and his team moved quickly. The complexities of getting the existing structure and the new construction areas to work together with wall flashings were complicated. The most challenging part of the job was the extensive amount of temping/tie-in work that was required. Simultaneous activity on different additions required flexibility and patience. “The CUP and loading dock additions had a lot of new thru-wall and expansion joint details. Most of the

shoring bracing was still in place. This made it more difficult to temp in these areas.” Truth be told, they were not working with a typical roof-to-wall detail. “The new expansion joint incorporated with the new addition tying into the existing building made it more challenging,” Stuhr says. “We developed a way to install the expansion joint and flash up to the top course of brick until the remainder of it could be finished once the new brick was installed in the opening. Developments like this kept us moving throughout the entire project.”

For more than 25 years Kathy Ziprik, Ziprik Consulting, has focused on promoting manufacturers, associations and companies related to the building products industry. One of Ziprik’s current clients, Central Roofing Company, was intimately involved in the Mercy Hospital roofing project.



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ISSUE 6, 2021

A L S O C O V E R I N G L O C A L , S TAT E & R E G I O N A L P R O J E C T S A N D FA C I L I T I E S

Conscious construction Inside the latest eco-friendly renovations at Marine Corps Base Hawaii

By Joe Mark

Conscious construction Inside the latest eco-friendly renovations at Marine Corps Base Hawaii


wo newly completed construction projects at Marine Corps Base Hawaii are improving daily life for residents and visitors

alike—and they are just the latest in a series of recent improvements. The military base, located on the island of Oahu, is home to thousands of Marines, their families and civilian employees. Stellar, a Jacksonville, Florida-based design, engineering, construction and mechanical services firm, was selected to build a new hotel and Marine Mart retail location at MCB Hawaii. Not only are they important revenue generators for the base, but both projects also will save money and energy thanks to their sustainable design.

The Fairway Inn: A hotel as ‘green’ as its namesake The new Fairway Inn is an on-base hotel providing active and retired service members and their families an economical way to visit the island of Oahu. The rooms offer beautiful views of the adjacent Klipper Golf Course and easy access to the island’s world-famous beaches.





Matthew W. Naylor, Stellar

Matthew D. Norville, Stellar

“To make room for the Fairway Inn, we demolished a mini-golf course, batting cages and a bumper-boat pool, all of which were aging and underutilized,” says Chris Burgess, Construction Senior Project Manager at Stellar. “In their place, we built the wood-framed, 24-room hotel structure to match the design of the existing Klipper Villas located nearby.” While wood construction is somewhat rare on military installations, it was a creative workaround to accommodate budget constraints. This meant the Stellar team had to conduct a structural analysis and install a fire sprinkler system designed to comply with special code requirements. But they didn’t just use any wood. The 16,000-square-foot Fairway Inn was built from lumber sourced from sustainable farms within a certain distance of the jobsite, in order to minimize unnecessary long-distance shipping.


Located on US Marine Corps installations across the country, Marine Corps Exchange (MCX) Marine Mart locations offer a convenient, one-stop shop where military personnel and their families can purchase food and other essentials. Another sustainable feature of the $10.5 million project is its solar water heating system. Solar panels on the structure’s roof capture and store energy to heat water and distribute it throughout the building, minimizing the use of non-renewable energy to power conventional water heaters. These are just some of the design elements that helped the Fairway Inn earn a Two Green Globes certification (equivalent to LEED Silver), which demonstrates “significant achievement in resource efficiency,


reducing environmental impacts, and improving occupant wellness.” The new hotel also includes an on-site housekeeping space, a vending area and laundromat for guest use. Its exterior features panelized stone, HardiePlank lap siding, architectural asphalt shingles and stucco with decorative features. One existing structure did survive the demolition process, however: a tiki hut previously used as the check-in stand for the old mini-golf course.


The construction team repainted the building, replaced its windows, and installed new drywall, all while still retaining the hut’s original architectural charm. It now serves as a dedicated break room for the hotel’s employees.

Seldon Street Marine Mart: Putting the ‘C’ in c-store

In addition to the newly constructed Fairway Inn building is the new Wiki Wiki Marine Mart, now referred to as the Seldon Street Marine Mart. The $8.8 million design-build project included work on the 10,700-square-foot masonry and steel building with slab on grade construction, a painted masonry exterior, radiused stucco entry feature and a TPO (thermoplastic polyolefin) roofing system.


Located on US Marine Corps installations across the country, Marine Corps Exchange (MCX) Marine Mart locations offer a convenient, one-stop shop where military personnel and their families can purchase food and other essentials. “In Hawaiian, ‘wiki wiki’ means ‘quick’ or ‘fast,’” Burgess says. “Since the majority of the store’s sales are expected to come from foot traffic, it was designed to provide Marines with plenty of convenient, essential options on base.” Customers will find energy-efficient coolers and freezers, a “beer cave” and a large sales floor with grab-and-go options inside the Marine Mart. The shopping area also houses a Panda Express with outdoor seating and a drive-thru, a barber shop and a bubble tea store. The Seldon Street Marine Mart also was awarded a Two Green Globe certification from


the Green Building Initiative (GBI). “Given the building’s close proximity to the barracks, we created a safe job site that minimized interference with the service members on base,” Burgess says. “Marines would use that green space as a group training area first thing in the morning, so they had to relocate while construction was underway. Now they benefit from a brand new convenience store in a super convenient location.”

Building a better infrastructure in Hawaii

Stellar has extensive experience constructing projects on US military installations, including Marine Mart renovations at Joint Base Myer-Henderson Hall, MCAS Miramar, MCB Camp Lejeune, MCAS Yuma and Camp Pendleton.

In fact, this is the fifth improvement project it has completed at MCB Hawaii. Over the years, the design-build firm also renovated its: ` Auto Skills Center ` Outdoor Recreation Center ` Wave attenuator, docks and ramps ` Flightline Marine Mart (located near the base’s 7,800-foot runway) The company’s connections in Hawaii’s competitive subcontractor market—along with its low-cost, high-quality approach—has helped secure numerous military projects in the Aloha State, including the Ilima Swimming Pool Complex at the Hale Koa Hotel & Resort in Waikiki Beach and the Outdoor Recreation Center at Schofield Barracks. The majority of these contracts are awarded by the US Army Installation Management Command (IMCOM), which handles the day to day operations of military bases around the world. Rather than relying on tax dollars, IMCOM uses non-appropriated funds to pay for such projects, with money coming from service members and other users of military recreation facilities. Stellar has now partnered with IMCOM on more than 40 projects worldwide. So what’s next for MCB Hawaii? The base is scheduled to break ground on The Exchange, a new mall-like structure, later this year. The project will consolidate all of the base’s MCX operations into one building, combining two existing structures by expanding into the Mokapu Mall area. The Exchange will add about 10,000 square feet to accommodate additional business lines and services. “The work will be phased to limit the downtime between closing the existing location and opening the new location for both the users and vendors,” Burgess says. “This will be a major project for the community on base, and we’re proud to be a part of improving operations and the quality of life for the servicemembers at MCB Hawaii.” FC Joe Mark is VP of Operations, Federal Markets at Stellar, a Jacksonville, Florida-based firm that provides construction management at-risk, design-build and general contracting services for a range of commercial and public sector markets. You can reach him at or (904) 260-2900.




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VOL 6 • ISSUE 7, 2021

The Voice of Craft Brands

Meet me at the Rock How Buffalo Rock Brewing is helping transform Ohio’s growing craft beer market

The Voice of Craft Brands

Meet me at the Rock How Buffalo Rock Brewing is helping transform Ohio’s growing craft beer market

“One man’s trash is another man’s treasure.” If you’ve heard that old Yotam Ottolenghi quote once, you’ve heard it a million times. But have you ever actually taken the time to make it work to your advantage? That’s what brothers Troy and Tim Burns, and their close friend, Brian Wilson, decided to do when they eyed a dilapidated sixbay car wash in their hometown of Waterville, Ohio. The old car wash with the industrial feel might not have seemed like the perfect place to set up shop for everything (but maybe another car wash), unless you have a plan. So, Troy, Tim and Brian bought the building that had been vacant for several years and set forth turning their craft brewing hobby into the real thing—a community watering hole, so to speak. Having dabbled in homebrewing for the better part of 20 years, the trio decided to follow the advice of friends and open a business, which they named after the Roche de Boeuf rock outcropping in the Maumee River that was once used by Native Americans to sign peace treaties. After making the purchase and slapping on garage doors—instead of windows, which some thought they may do—Buffalo Rock Brewing Company was born this year. We caught up with co-founder Troy Burns to get his thoughts into finally being a brewmaster, why the craft market is the best place to be and how his brewery is just getting started.



ISSUE 7, 2021

Tell us a little about your brand.

One of the things we set out to do from the beginning was to create an inviting environment that people can enjoy. We really have swung away from the typical sports bar feel and technology driven environments. We felt that people are missing the idea that they can go out and just talk— learn to communicate again without having a cellphone in their hands or sitting behind a computer. We have one small TV, and unless we are asked to turn it on, we typically leave it off. We wanted people to get back to the “front porch” talks they could have with neighbors and friends.

How did you get into the marketplace?

We’ve been homebrewing for a few decades, so we have a passion for what we do. What pushed us forward was that the people who tasted our home brews told us we should be marketing them. We have had several beers that we struggle to keep on tap at home when people come over. We were constantly asked to provide beer for weddings or various other events. Finally, we decided to


Interview by Michael J. Pallerino

investigate options instead of turning everyone away all the time.

various regions as customers want to check the brewery off the list of places visited.

What kind of conversations are you having with your customers today?

What’s likely to happen next?

A lot of it stems from our building and our names. We repurposed an old car wash into an inviting environment with open door seating. And why Buffalo Rock? Once people hear the story about our name and that most of our beer titles focus on historical names and lore from the area, it brings a lot of conversation into the mix. Other discussions tend to focus on how long we’ve been brewing and what led us to opening a brewery.

Give us a snapshot of today’s craft spirits market.

The market continues to take the world by storm. In our eyes, people are looking for an experience—something to remember. They want to walk into a place and walk away with something memorable. They want to try different options and see what new creations they can find. They want names and flavors they’re not going to forget. This is evident in that a lot of large commercial breweries are starting to brew recipes that are not the typical ones you’re used to seeing. There also is a trend for areas of the industry to establish “trails” to encourage market growth. It attracts new customers and allows for exponential growth in

I think the market is going to continue to grow. There will be more small breweries popping up in cities and smaller towns. This will continue to drive commercial breweries to get more creative and maybe even start to buy up midsize microbreweries. Smaller breweries are becoming the “Dollar Generals” in every town; they all offer something unique that becomes very attractive to the consumer.

What trends are defining the space?

How creative you can get with a building can really define your atmosphere and company. Breweries are popping up everywhere—even in the oddest spaces. We’re not the first to have open garage doors or to have been a car wash. It just worked for what we were trying to achieve. Converting old factories to small garages can work great if effectively utilized. The idea of repurposing a building versus building new also provides a savings on our environment and people see that as a positive. When you look around, there are a ton of old buildings going to waste. The idea of taking one and converting it to something usable helps add a little charm.



Buffalo Rock Brewing

What’s your story from a brand perspective?

We wanted to create something that meant something to the community. When we set out on this journey, we made community our focus. Yes, the brewery is great, but we wanted to make an impact on those around us. That was one of the biggest reasons our grand opening was not focused on us, but on an Alzheimer’s Association fundraiser. The money stayed to help local facilities. We want the community to know we’re here for them and, in turn, they have been extremely supportive.

Walk us through your branding strategy.


Since the beginning, our strategy was to develop a company known for being part of the community. Robert Greenleaf wrote a book called “Servant Leadership,” which I feel each of our three owners try to demonstrate in everything we do. Lead by serving. We want our company to show those same qualities as it serves the community and surrounding area. We want to be a place people can come and socialize, and be served. They say that the Roche de

Boeuf rock outcropping in the Maumee River was once used by Native Americans to sign peace treaties. That is what we want our place to be known for—a place for peaceful meetings and social gatherings.

What’s the biggest issue related to the marketing/sales side of the business today?

Most, including us, didn’t know where to begin. We’re learning as we go. Making beer is often the easy part. But getting the beer to market is completely different. Today’s society is social media biased for information. Knowing the right people to contact, the right resources to use and the right audience to reach is critical. There are so many avenues to pursue.



We also don’t have huge budgets like the larger craft or commercial brewers, so we rely on outreach events, social media, craft festivals, etc., to reach a wider distribution area.



What’s the secret to creating a branding story consumers can buy into?

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Make it personal. We wanted to create a brand that catches people’s attention and yet they can relate to, especially to those where the business is being opened. When people can relate to your brand, it becomes more personal to them. Our name comes from a rock outcropping in a nearby river called “Roche de Boeuf.” Locals know it and we’re able to use that to market our beers as well.

What’s the key every craft brand should do in the way of marketing?

Look for something that is eye catching—whether it’s your story, your logo or something unique about how you present it to your customers. We made sure our logo was attractive. We presented an environment that was pleasing and became involved with the community to help spread the word.




ISSUE 7, 2021



Buffalo Rock Brewing

What are some of your biggest opportunities moving ahead?

Expansion of the craft brewing market. I can see almost every small town having a small craft brewery. Larger towns will have many. The nice thing about it is that the craft industry acts more as a family and less as competitors than larger commercial breweries. As long as you produce good quality crafts, people will frequent many different places. We still go to our competitors on a regular basis to support them. There still are lots of undiscovered opportunities out there that could potentially grow into another craft residence. Towns are dying for something like it to move it.

larger volumes and get our beers into local restaurants. That’s definitely our intention, but making it happen and happen quickly creates a different set of problems. We’re still learning. There are lots of improvements to be made before we get that far in.

What’s the biggest item on your to-do list?

The next big step for us is expansion—opening more days, food, expanding our offerings, increasing our brewery size. We went into this as a stepping stone and now I think we realize we cannot move fast enough. We’d love to get into the distribution side and see where that leads. We want to expand our operations into the distribution market. We’re constantly asked if we can provide

Sitting down with Buffalo Rock Brewing co-founder Troy Burns What’s the most rewarding part of your job? By far the satisfaction of our customers and the positive feedback we receive. Having your customers return repeatedly means we’re making a difference. Also, being able to give back to the community through benefit opportunities and fundraisers.

How important will your marketing efforts be in driving brand interest? As we begin to expand, our marketing strategy is going to be critical to our approach to growth. Which media avenues do we pursue? What audience do we focus on? What team do we need to develop to meet demand? These are all questions we’ll have to answer.

What’s the best advice you ever received? This can be summed up by pretty much every brewer in the industry.



No matter where we went and who we talked to, the same two pieces of advice were evident. First, make good beer. If you don’t, people will not return. Second, don’t run out of beer. One of the biggest mistakes a startup can make is brewing all the beer for your opening and thinking it will last longer than it does. We thought we over prepared, and we still cut it short our first few weeks.

What’s the best thing a customer ever said to you? We had a customer say, “Do you know the best thing about this place other than an awesome environment? I am walking away tonight, and I can honestly say your beers made an impression on me. I have been to other places and yes, they have good beer, but there isn’t anything that really made it memorable. Here, your presentation of great beer and the atmosphere make me want to come back and I will remember that.”

ISSUE 7, 2021


What are some of the biggest lessons you’ve learned about the craft business? Don’t be afraid to ask questions. Most in the industry are more than willing to help. There doesn’t seem to be as much competition. It’s like a big family. Places right around the corner are more than willing to give advice or help when necessary. Before putting together our business plan, we visited every brewery within a 50 mile radius asking for advice.

What have been some of your early impressions of the craft consumer? Really surprised at the knowledge and their reflection on what they’re drinking. They are more into smells and tasting notes than what you might think. Sure, some come in and say, “Give me the lightest beer you have” or “I don’t care for dark beers or IPAs,” but the majority ask about what they’re tasting or being served.




Commercial Construction Data


ollowing is a brief report on new commercial construction projects. The information is presented as a service of Commercial Construction Data, a product of Commercial Construction & Renovation. For more information, visit PROJECT NAME






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ADART/Gensis Lighting Solutions


Goodwin Commercial



38-39 20

Hunter Building Corp







American Lighting



Impact Security

ANP Lighting



Jones Sign



Beam Team



Lakeview Construction, Inc



4, 61

3, 29

Capacity Builders Inc.




27 15


Chicago Faucets / Geberit Group



Commerical Construction & Renovation Digital Buyers Guide



Commerical Construction & Renovation Custom Publishing




62-63 30

Lightfair NYC 2021



Metropolitan Ceramics




3 2

Mike Levin



MRP Design Group






National Sign Team



National Terrazzo & Mosaic Assocation




15 9

97 42

Poma Retail Development, Inc



Project Management Consortium (PMC)




57 27

Retail Contractors Association



Rockerz, Inc



SAR Floors




8, CVR4

6, 58

The Blue Book Network



Commerical Construction & Renovation 2022 Summit



Construct Connect



Construction One



Controlled Power Company



Creative Edge



D/13 Group



Daich Coatings



Dynamic Air Quality Solutions



East to West



Emser Tile



Floor & Decor



FloorMax USA




101 44

Georgia Printco



Visual EFX Group



Glint Lighting



Window Film Depot



Global Security Exchange



Wolverine Building Group



Global Women in Construction




21 12



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by David Corson

Why the ‘old days’ are still the best


ecently, my sister’s boyfriend was on a jobsite providing quotes for an older lady for vegetation control at her home on Long Island, New York. After using the little boys room, something caught his eye as he was heading back to the job. In the back of the house sat an old upholstered chair. It stopped him in his tracks. The tag on the old chair with the seat cushion lifted up said Crestline Furniture, a division of Corson Furniture Industries. The chair, which could have been 60 years old, looked brand new. My sister and her boyfriend have known each other forever, so he knew our family was in the furniture business (before it was attacked by overseas manufacturing) My Grandfather, Nat Corson, started the firm in 1956. After unexpectedly dying from a heart attack in 1967, my father and his younger brother were afforded the opportunity to purchase the firm. In their early 20s, it was a great way to learn on the job. They worked their tails off in a very competitive upholstery industry, eventually becoming one of the largest privately held furniture companies in the country back in the late ’70s. With 1,500 employees, executive offices in Great Neck, New Jersey, and its main base in Valdese, North Carolina, they had plants all over the South. The company consisted of three divisions: Crestline Division, which manufactured country and early American upholstered furniture; the Hickory Hill Division, which produced traditional upholstered furniture; and the Pinehurst Division, which made contemporary upholstered furniture. As I have written about before, my father passed away in a plane crash on Jan. 7, 1978, while coming to see me play an ice hockey game against a rival Prep School in Pottstown, Pennsylvania. My uncle decided to carry the Corson torch from there. At the time, the company was booming—a shame that my father was not able to see what it would become. In business, there are hindrances you cannot control. Due to the mid-’80s recession, inflation and US manufacturing outsourcing to offshore countries, the furniture industry was turned upside down. Like many businesses in the USA in various sectors, it simply could not compete with the low ball offshore pricing and eventually had to close its doors. What makes this chair so special is that it showed how great USA manufacturing was back in the day—the chair is still standing. My sister’s boyfriend said it looked awesome due to high quality materials, superior craftsmanship and pride behind the logo. Unlike today, where products are built to break and be replaced, and there are few lifetime warranties, furniture today just does not hold the same quality. It turns out, my sister’s boyfriend is in the process of purchasing the chair from the lady so that they can have a piece of family history. It really makes me think of my father who we we still miss every day. As we enter the last quarter of 2021, we wish you a great finish to the year. Here’s to safe travels, good health and happy holidays ahead. As always, keep the faith.



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