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COVID-19’S TRANSFORMATIONAL IMPACT ON CONSTRUCTION AND DEVELOPMENT

August 2020 • www.ccr-mag.com

From Canada with love Why the Holiday Inn Montreal Longueuil’s new look is turning heads

Exclusive Inside: Configuring construction in the today’s landscape Adapting your operational norms with cloud-based technology See how our Project Management/ Software Services guide

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Also inside:

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CIRCLE NO. 1

Vol. 19, No. 6 | August 2020

52

56

26 FEATURES 26 From Canada with love 56 The next step...

Why the Holiday Inn Montréal

Configuring construction in Longueuil’s new look is turning heads the new landscape Great with slate 52

How the Avondale Youth and Family Development Center’s new look became a community beacon

The road ahead 64 Recovery projections for key construction segments

Cover and feature photos by: Nathan Taylor, Astral Projections Filmworks

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Vol. 19, No. 6 | August 2020 INDUSTRY SEGMENTS

38 Project Management Report

DEPARTMENTS

4 Editor’s Note 12 Industry News 84 Women in Construction 101 The Cannabis Operations 120 Commercial Construction & Renovation Data 122 Ad Index 124 Publisher’s Note

SPECIAL SECTIONS

Healthcare 69 On the front lines

How MBH Architects helped a critical research facility get built during the lockdown

69

Federal Construction 77 Securing history

Inside the HVAC system that helps keep the iconic Federal Hall chill Commercial Kitchens 89 Two with everything

How Aaron Anderson is helping build one fast-casual brand and create another Craft Brand and Marketing 111 Family. Country. Great Beer

Inside the story (and magic) of Texas’ 12 Fox Beer Co.

77 4

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111 COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

CIRCLE NO. 3

EDITOR’S NOTE

EDITOR’S NOTE

by Michael J. Pallerino

What he said… (kind of) Y

ou are ready to go, right? You are ready to get back to a sense of normalcy—put all of this behind you and get moving. Before you jump back into the game, remember that every step you take, however small, is a step forward. It is not something you always want to hear, but it is the truth. The commercial construction industry, like every other one out there, continues to find its way through the chaos.

I came across a study recently that I thought I would share. Mower Insight Group’s “How COVID-19 has Changed Americans’ Comfort Levels, Behaviors and Outlooks” polled 1,000 US adults to see how long it would take for people to feel safe and resume “normal” activities. Just so you know, “yesterday” was not one of the responses.

Their financial concerns and behaviors

What it showed was worth sharing. Here is some of the study’s feedback. See where your mindset is:

The percentage who have tried telemedicine has more than doubled, with 17% using it for the first time during the pandemic.

What people are most excited about and comfortable resuming on Day One

People look most forward to resuming their normal routines (55%), while more than 40% are comfortable going back to work, grocery shopping regularly, and visiting family and friends.

People worry more about the pandemic’s impact on the economy (49%) than their personal finances (37%), while 55% plan to budget and save more post-COVID-19.

Their likelihood to use telemedicine

How they feel about virtual learning

Post-pandemic, people think schools should only use online learning under special circumstances like severe flu or weather (38%), while 12% say it is not an acceptable way to teach.

Their social media habits

Forty-nine percent expect their social media usage to stay the same post-pandemic, while 25% will be ready for a break.

What COVID-19 behaviors they plan to maintain Over four in 10 think better general hygiene and no handshaking should continue after the pandemic passes.

First thing I am going to do when we get back to normal is put on my rock ‘n roll shoes and dance....

What they think about sports without spectators

A majority (62%) either believe it is the right call or at least understand the rationale, while 20% say there is no point playing without fans.

How they feel about traveling

Only 42% say they would travel internationally by Day 60, while 22% say they have never or would never venture beyond the US.

Well, where does your responses fit into what other people think? I can tell you that I have no problem watching sports without fans. Do I miss it? Yes. Will I head abroad the first chance I get?

Not sure about that one. I think it is going to take some time to see what shakes out (once we get to a point where there is something to shake out).

I would be curious to see what you think. If you have some insights, visit one of our social media sites and drop us a note. Start a conversation. Share what you have been up to. We have been lucky enough to hold some CCRP virtual get togethers, as well as our first Virtual Women’s Retreat (thank you to all the awesome commercial construction professionals who made that happen).

Until we get back to normal, this is our normal. And we still love every minute of it. Do we need a survey on that last point? CCR

Michael J. Pallerino is the editor of Commercial Construction & Renovation. You can reach him at 678.513.2397 or via email at mikep@ccr-mag.com.

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 mikep@ccr-mag.com. We’d love to take a look.

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

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EDITORIAL EDITOR: Michael J. Pallerino 678.513.2397 • mikep@ccr-mag.com SENIOR ART DIRECTOR/AD PRODUCTION MANAGER: Brent Cashman 404.402.0125 • bocdesign@me.com CONTRIBUTING WRITER: Ron Treister rlt@communicatorsintl.com • 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.

CIRCLE NO. 6

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

CIRCLE NO. 7

EDITORIAL BOARD RETAILERS

RESTAURANTS

AARON ANCELLO TD Bank VP Regional Facilities Manager AVP New England

RON BIDINOST Vice President of Operations Bubbakoo’s Burritos Corporation

DAVE CRAWFORD Vice President of Design & Construction Belk Inc.

GREGG LOLLIS Sr. Director, Design Development Chick-fil-A

STEVE KOWAL VP Construction & Property Management Hibbett Sporting Goods

BOB WITKEN Director of Construction & Development Uncle Julio’s Corp.

HOSPITALITY PUNIT R. SHAH Chief Executive Officer of Liberty Group+ Part-Owner of Miami Marlins LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality

GENERAL CONTRACTOR

CONSULTANT GINA NODA Founder Connect Source Consulting Group, LLC.

ARCHITECTS/ENGINEERS NUNZIO DESANTIS, FAIA

CEO & Founder of Nunzio Marc DeSantis Architects

MATT SCHIMENTI

TOMMY LINSTROTH

DAVID SHOTWELL Construction Manager Atticus Franchise Group

President Schimenti Construction

CEO at Green Badger, LLC

BOB MEZA Senior Construction Project Manager Target

ISYOL E. CABRERA Director Design & Construction Edibles

JOHN STALLMAN Marketing Manager Lakeview Construction

JOHN MIOLOGOS Director, Store Standards Store Design and Planning Walgreens Company

DEMETRIA PETERSON Project Director, Design and Construction at HMSHost

JERRY SMITH Head of Construction Bluemercury LAURA GROSS Retail Facilities Manager American Signature Furniture ERRAN THOMAS ZINZER Senior Manager Real Estate Services, Construction & Design MIKE KLEIN, AIA, NCARB

Retail Consultant RON VOLSKE Construction Project Manager Orscheln Farm & Home DEDRICK KIRKEM Retail Facilities Consultant

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

10

DAVID THOMPSON Construction Manager Scooter’s Coffee

HOSPITALITY JOHN COOPER Principal Executive Vice President at Stormont Hospitality Group LLC GARY RALL Vice President of Design and Development, Holiday Inn Club Vacations ROBERT RAUCH CEO RAR Hospitality Faculty Assoc., Arizona State University JOE THOMAS Vice President Engineering Loews Hotels RICK TAKACH Chairman Vesta Hospitality

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

COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

DEVELOPMENT/PROJECT MANAGEMENT KAY BARRETT. NCIDQ, CDP

Senior Vice President, Cushman & Wakefield

JEFF ROARK Principal/Partner Little JEFFREY D. MAHLER Vice President L2M JIM STAPELTON Vice President Nelson

MEGAN HAGGERTY Founder Legacy Capital Investment

FRED MARGULIES Director of Retail Architecture Onyx Creative

STEVE JONES

STEVEN MCKAY Managing Principal, Global Design Leader at DLR Group

International Director JLL MIKE KRAUS Principal Kraus-Manning JOHN LAPINS Project Management Consultant, Greystar

BRIAN HAGEMEIER, P.E., LEED AP Practice Leader Federal/State/Housing, GPD Group STEVEN R. OLSON, AIA

President CESO, Inc.

JIM SHEUCHENKO

President Property Management Advisors LLC

CHRIS VARNEY Principal, Executive Vice President EMG STEPHEN HEKMAN Executive VP Kingsmen Retail Services US

ADA BRAD GASKINS Principal The McIntosh Group

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

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INDUSTRY NEWS

NEWS, NOTES & TRENDS...

AroundtheIndustry RESTAURANTS

Hideaways Collection Movie director Francis Ford Coppola’s Hideaways Collection hotel brand will debut by 2022 on five floors of San Francisco’s iconic Columbus Tower. Argentina, Belize, Guatemala and Italy will host six other Hideaways properties.

Shake Shack Shake Shack plans to open 15 to 20 new locations by the end of the year.

Compass by Margaritaville The first Compass by Margaritaville, Compass Hotel Anna Maria Sound opened recently as the newest addition to its expanding portfolio of concepts. Margaritaville first debuted Compass—an upscale, boutique, select-service brand—in June 2018 and announced the Anna Maria Sound property’s groundbreaking in March 2019.

Steak ‘n Shake In February, Steak ‘n Shake had a fleet of temporarily closed restaurants before the practice became a broad COVID-19 reaction. The brand intends to reopen “most” of its 107 venues as counter-service units.

Gyro Shack New owners have major franchise expansion plans for nine-unit Gyro Shack, saying they intend to open as many as six locations next year and potentially a dozen more in 2022. Growth efforts will be focused in eight states, with plans to build “pods” of two or three stores in one market to boost brand awareness in those areas.

Oronzo Honest Italian Front Burner Brands and Bavaro Hospitality have partnered to create Oronzo Honest Italian. The new Italian fast-casual concept opened in June in New Tampa, Florida with a menu of Italian burritos, bowls, pastas and salads.

Whataburger Whataburger plans to relaunch its franchising program. It also recently unveiled designs for an updated look, which will debut at new restaurants and remodeled units. The new look is designed to increase capacity and reduce environmental impact.

Texas Roadhouse Texas Roadhouse already has made some changes to accommodate more to-go orders, such as turning its outdoor overhangs into curbside pickup areas. The chain may make additional changes to its building prototype as it continues to open new units. The company also plans to grow its drive-thru concept, Jaggers, with one new unit scheduled to open this year.

Wingstop Wingstop has opened its first metro Birmingham, Alabama location along U.S. 280. The company plans to open up four secured locations in the metro area: Hoover, Roebuck, Bessemer and Center Point.

HOSPITALITY

Springhill Suites A long-vacant Baltimore landmark built in the 1800s is being transformed into a Springhill Suites hotel. The Drovers’ and Mechanics’ National Bank project is part of an overall revitalization of the historical Eutaw Street corridor.

Hermitage Hotel The National Park Service has designated the Hermitage Hotel in Nashville, Tennessee as a National Historic Landmark. The 110-yearold property is the state’s only hotel and one of just 30 sites statewide on the registry.

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

Hampton Inn Buffalo-Amherst The Hampton Inn Buffalo-Amherst in New York boasts the nation’s first certification for total access to guests of all abilities. Features of the $14.4 million property include bathrooms with roll-in showers, low-placed thermostats and absence of steps.

Dubbel Dutch Hotel A 122-year-old mansion in Milwaukee that has been preserved for decades as an historic site is defying the pandemic in its new life as a boutique hotel. Developers and designers scrupulously maintained the distinct character of the 17-room Dubbel Dutch Hotel, which cost $600,000 to buy and approximately $2.5 million to restore.

RETAIL

At Home Texas-based home goods retailer At Home could increase its store count to more than 600 in the future. At Home saw sales grow online and in stores, despite the challenges brought on by the pandemic, as consumers purchased patio furniture and goods for home offices.

Walmart After announcing plans to expand its health clinics into Florida in 2021, Walmart also revealed it would open six of the clinics in the greater Atlanta area by the end of this year. The four Walmart Health clinics that opened in Georgia and Arkansas offer primary care and other medical services for people with or without insurance.

Dick’s Sporting Goods Dick’s Sporting Goods will open 11 new stores in nine states under its namesake—a combination of the Dick’s and Golf Galaxy, Dick’s Sporting Goods Warehouse Sale and Overtime by Dick’s Sporting Goods banners. Dick’s plans to add about 300 full-time, part-time and temporary staffers to its payroll with the new store openings.

Tractor Supply Company Tractor Supply Company plans to open up to 80 new stores this year after booking strong sales growth despite the pandemic. The retailer’s position highlights the staying power of brick-and-mortar retailers, which have been creating new and better experiences that look to the customer to dictate the channels.

Dollar General Dollar General plans to open three new DG Fresh cold storage sites in California, Kentucky and Oklahoma, as it works to increase its capacity to self-distribute frozen and refrigerated products. The company also just opened a new DG Fresh site in Montgomery, Alabama.

Kroger Kroger has unveiled a solar array on top of its 300,000-square-foot bakery facility in California, which makes baked goods for the grocer’s banners Food 4 Less and Ralphs. The array uses nearly 3,000 solar panels to generate almost 1 megawatt of power. It was installed in partnership with REC Solar and the city of La Habra.

Aldi Discount grocer Aldi will open more than 70 stores by the end of the year, with hopes of attracting new customers and wooing some away from grocery rivals, including Walmart and Kroger.

Trader Joe’s Trader Joe’s plans to open four stores, including locations in Fort Wayne, Indiana, Freehold, New Jersey; Milpitas, California and Richmond, Virginia.

SoFresh SoFresh, a fast-casual, health-focused concept, is an anomaly in the restaurant world: Its sales are up year-over-year; it has downsized its real estate footprint; and it is ready to expand with three new stores in Florida, including a new one in Westshore.

IKEA Construction interruptions have delayed the expected opening date of the long-awaited Ikea Manila store. Ikea Southeast Asia has released a short video on LinkedIn summarizing the company’s progress in various markets. It says that the advent of the Covid-19 pandemic meant construction had to be suspended.

Amazon Tech giant Amazon appears to be moving forward with plans for three grocery stores in the Philadelphia area, including one in Center City and two in Bucks County.

Nike/House of Innovation Nike is set to open its first European House of Innovation store in Paris. The four-story location in a historic building on the Avenue des Champs-Elysees, four years in the making, will offer an immersive digital experience and features to ensure shopper and employee safety in the pandemic Barnes & Noble The pandemic gave Barnes & Noble the chance to speed up store refurbishment plans that were initially supposed to play out over about two years. When the lockdown hit, the retailer was able to send teams to paint, rearrange and change stock more than 350 of the chain’s 614 stores, as part of a bigger plan to revive the brand.

BJ’s Wholesale BJ’s Wholesale plans to open two new stores in Long Island and Newburgh, New York, by early 2021.

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AUGUST 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

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INDUSTRY NEWS

NEWS, NOTES & TRENDS...

It’s modular time The building platform is creating tons of potential

S

peed of construction. The potential to generate revenue faster. Those are just two of the reasons multifamily, hotel and hospitality developers are taking a look at modular building. If you are looking for further proof, according to McKinsey & Co.'s "Modular Construction: From Project to Products" report, modular construction could become a $130 billion market in the US and Europe by 2030, helping developers save $22 billion. Here is a look at what industry participants will need to change to make modular work: > Modular manufacturers: Scale and optimize > Developers: Productize and partner > Material suppliers: Prepare for a shift in products and go-to-market; or enter the space > Public sector: Bundle pipeline and update building codes

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

> Engineering & construction firms: Preempt commoditization > Investors: Seek to understand new opportunities

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INDUSTRY NEWS

NEWS, NOTES & TRENDS...

They said it “The foundation of the recovery has been built, and as long as businesses are able to remain open, the economy overall should move forward. Over the next coming weeks and months, the economic growth will start to flatten out and will move at a much more modest pace, however.”

— Dodge Data & Analytics’ Chief Economist Richard Branch on the most recent forecast for the construction industry

When it’s over Survey shines light on what consumers seek post coronavirus

L

ittle by little the restrictions lift, giving consumers a glimpse into a world that seems so far away today. So, are we ready? According to The Mower Insights Group’s “How COVID-19 has Changed Americans’ Comfort Levels, Behaviors and Outlooks” survey, over one-third of consumers are comfortable getting back into the game. The survey polled 1,000 U.S. adults via an online survey.

Here’s a look at what consumers are most excited to do on Day 1 post-COVID-19: 55%

Normal routine

16

Freedom to go anywhere

49%

See friends/family

47%

Reduction in stress

38%

Social interaction

37%

Travel

29%

Return of sporting events

20%

COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

“Retail and restaurant companies have quickly adapted their customer journeys and processes to respond to new expectations and safety requirements. Enhancing online and omnichannel capabilities has been an imperative as consumers have rapidly shifted brick and mortar shopping to low-contact transactions like buy online, pick-up in-store (BOPIS), buy online, pick-up at curb (BOPAC) and home delivery. Retail and restaurant organizations that didn’t previously offer BOPIS and BOPAC have quickly implemented these services to retain customers and maximize revenues.”

— Marty Whitmore, managing partner at Cambridge Retail Advisors, on retail in the new era

“This acquisition is the largest in our company’s history and will allow us to continue to grow and diversify our presence in the US, particularly in the Midwest and East Coast.”

— Joe DePinto, president and CEO of 7-Eleven, on the benefits of its Speedway acquisition

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INDUSTRY NEWS

NEWS, NOTES & TRENDS...

The numbers game

30

The percent of malls that could close by 2030, according to retail consultant Jan Kniffen. Green Street Advisors data shows there are still about 1,000 malls across the country, and C- and D-graded properties might be particularly vulnerable.

20,000

The number of employees that the construction industry added in July, according to the Associated General Contractors of America (AGC) data. The gains were limited to housing, while employment related to infrastructure and nonresidential building construction slipped by 4,000.

1,771

The number of hotel projects under construction, a year-over-year gain of 3%, despite delays in starts and transactions caused by the pandemic, according to Lodging Econometrics.

Raise the roof Shipping crates provide limitless opportunities for hotels

D

eep in the heart of California's wine country rests the Geneseo Inn. The project features seven standard hotel rooms, each of which is made from two 20-foot long shipping containers joined to a 12-foot "cathedral ceiling" structure at the center that serves as an entrance. You read that correctly—shipping crates.

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

The interior of each hotel room includes a bedroom area, living area and bathroom, as well as a small deck at the front and another at the rear. Additionally, the project features one larger hotel suite consisting of a 40-foot container and a 20-foot container, while an office made up from four 20-ft containers is also nearby.

The buildings’ colors match the labels used at the winery. Other materials used include locally-sourced recycled Corten steel, glass, cement board and recycled decking.

In addition, recycled wood from the winery and assorted agricultural structures were used to create the ceiling and floor. The containers’ roofs are designed to accept solar power and greenery at a future date. The containers also sport insulation to mitigate their poor thermal performance—always a major concern with shipping containerbased projects.

CIRCLE NO. 12

INDUSTRY NEWS

NEWS, NOTES & TRENDS...

In loving memory of Robert S Keingstein

I

t is with a heavy heart to share the news that Bob Keingstein lost his battle with cancer on June 20. A true industry professional, Keingstein had a passion and knowledge of the HVAC industry for more than 51 years. Starting his career as an HVAC apprentice for Forman Air Conditioning at age 17, he instantly fell in love with the trade.

At 23, Keingstein started his first HVAC company and never looked back, eventually becoming involved with ACCA (Air Conditioning Contractors of America) at the local level, before becoming Chapter president of the Greater New York area. As his career progressed, he became involved at the national level. He became president of the association in 19992000. Throughout the years, Keingstein served on many boards and associations, received many awards and owned several businesses. For the last 20 years he was in business with his three children. In early 2001, the family formed BOSS Facility Services.

Keingstein is survived by his wife of 48 years, Pat, and his three children: Keith, Kerri and Kevin. Keingstein also has six grandchildren: Juliette, Cooper, Landon, Khloe, Kendall and Emili.

He will truly be missed by his friends and family.

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

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INDUSTRY NEWS

PERSPECTIVE

Fast-forward Your 4-step plan for navigating and mitigating today's construction landscape

By Jim Gallagher

Editor’s Note: This is the first in a two-part series on navigating and mitigating the impact of COVID-19 on construction projects.

A

s the Covid-19 pandemic has begun to spread across countries and industries, the commercial construction industry has found varied methods to adapt to changes in workforce, funding and supply chains. Yet those facing changes to their budgets and schedules still bear responsibility in ensuring possible recovery during what may be considered a force majeure event, typically acts of God, fires, floods and other natural disasters not within the control of the contractor.

Project and construction managers will not only need to adapt to the impacts of the current climate, but also reconsider plans in order to help mitigate ongoing damages and delays.

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

During this kind of emergency, each project team will need to make decisions about how to proceed based on whether they are able to adhere to social distancing recommendations, to get the equipment and supplies they need as scheduled, even to maintain the funding they expected to receive to move forward. But it is incumbent on the contractor to properly document and capture these costs and time impacts to allow for recovery, should contracts permit.

These four steps are essential for contractors and other construction participants to put themselves in better position to weather the changing parameters of the COVID-19 landscape:

No. 2: Plans in place to mitigate

Each project leadership team will make its own determination about continuing or halting work during this time, but all will face decisions about the impacts of COVID-19 on their existing plans and workers. This could mean staggering work schedules to reduce overlap of crews working together through developing back up preparations in case people, equipment or supplies do not arrive on site. While we cannot prepare for everything, we have to do our best to reduce the impact of the event.

Project and construction managers will not only need to adapt to the impacts of the current climate, but also reconsider plans in order to help mitigate ongoing damages and delays.

No. 3: Communicate with construction participants This particular force majeure event is occurring over a long period and evolving on a daily basis. That means as prepared as your team may be, various factors can continue to alter costs and schedules.

Keeping owners, designers, representatives, trades, suppliers, local governments and others on the same page can help to further stem the effects of the developing impacts of COVID-19.

No. 4: Evaluate a return to normalcy No. 1: Capture and record

Making a detailed record of a construction project’s progress when certain restrictions and quarantines were announced is essential in documenting the impact of the virus on coming change orders and potential disputes over damages down the line. It also should be noted that not all claims can be attributable to this particular event if they were underway or inevitable prior to the force majeure.

When work does eventually return to normal, we cannot presume that will mean going back to where we were when the virus began.

With the potential for people, equipment and supplies to still be unavailable, construction partners must be flexible and stagger plans to best accommodate others’ return to normalcy as well.

Being prepared and being flexible are two of the best ways to navigate an ongoing force majeure event such as this one. Communication among construction partners is key to mitigating the impacts on costs and schedules, and putting the project in the best position to allow for recovery down the line. CCR

Jim Gallagher is Principal at Resolution Management Consultants (RMC), a nationally recognized consulting firm in Marlton, New Jersey. There are two sides to the business: the construction planning and management aspect—helping clients build more successful projects—and the litigation aspect—should matters go to court, providing analysis and testimony as expert witnesses. For information, visit resmgt.com.

AUGUST 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

23

INDUSTRY NEWS

PERSPECTIVE

Are you ready?

How COVID-19 mitigation will change the built environment

A

s the country continues to open, facilities managers must return their buildings to working order, in addition to ensuring they are cleaner and better sanitized than ever before.

Access control, elevators, electrical systems, HVAC systems and, in particular, water systems that have been stagnant must be inspected and, perhaps, altered to make them safer.

The COVID-19 reopening guidelines issued by the U.S. Green Building Council (USGBC) and the American Institute of Architects (AIA) contain many worthwhile suggestions for substantive changes that building managers can implement. Some are quick, easy and cheap, while others are more difficult and expensive. They give any proactive facilities manager a lot to think about.

USGBC has issued special pilot credits for project teams that cover four areas: managing indoor air quality, building water system recommissioning, cleaning and disinfecting the space, and re-entering your workspace. The guidelines from USGBC tend to be more general, such as ways to improve IAQ, while those from AIA are specific and prescriptive, including changing restroom stall partitions to extend all the way to the floor. All of them are worth considering.

Because COVID-19 is an airborne disease, USGBC says that buildings must follow Centers for Disease Control & Prevention (CDC) guidelines for improving indoor air quality. HVAC systems should be run using the maximum amount of outside air, 100% if that is possible.

Demand-control ventilation controls should be turned off if they would decrease the air supply. Ventilation systems should be run 24 hours a day or, at the very least, two hours before a building is occupied.

By Tommy Linstroth

Building water systems that have been stagnant must be flushed and sanitized in accordance with ASHRAE Standard 1882018: Legionellosis: Risk Management for Building Water Systems.

Water should be tested at the service entrance and inside the building to make sure it meets EPA and CDC drinking water standards.

Screen everything that has come in contact with stagnant water, including drinking fountains, water tanks and heaters, water filters, ice machines or humidifiers, among others. It is a good idea to hire a qualified professional with expertise in sanitizing building water systems.

The old ways of cleaning buildings will not suffice. Use disinfectants that are on EPA’s List N, specifically for use against COVID-19. Do not use harsh chemical cleaners that can cause respiratory problems. Use cleaning products that meet EPA Safer Choice Standard, Green Seal standards. Any shared space, workspace or touch point must be disinfected. Make sure there is plenty of soap and hand sanitizer available.

Look into environmentally preferred procurement channels for purchasing paper towels with recycled content. Cleaning personnel must be trained on new cleaning protocols and provided appropriate PPE. As building occupants re-enter their workspace, facilities managers must create a management and operations plan that includes items such as touchpoint reduction, green cleaning, social distancing and access control. Managers must keep track of this plan daily to make sure staff is following the plan. They must ask occupants if they feel safe, if they are aware of the safety plan, are they able to exercise social distancing, if others were following the rules and if they are aware of anyone who became ill.

AIA’s Re-Occupancy Assessment Tool v2.0 delves into specific architectural and engineering controls. Some of the suggested measures can be done right away, such as spacing out tables in dining rooms or removing lockers in corridors to provide a wider space to walk through. Facilities managers can find a way to use more daylighting so occupants do not need to touch light switches or prop open restrooms doors to eliminate a touchpoint.

Other suggestions will take time and money, such as converting elevator controls to voice control or a phone app. Changes to the HVAC system, such as adding MERV-13 rated filters and UV sterilization require consultation between the facilities manager, a consulting engineer and a mechanical contractor. Restrooms could be converted to negative pressure spaces. But given the new world in which we live, such changes may be prudent and should probably be made permanent.

The COVID-19 pandemic has changed the way we work permanently.

It is incumbent on facilities managers to make everyone entering their buildings feel safe. These recommendations from USGBC and AIA will be a part of the built community’s long-term response to this crisis. CCR

Tommy Linstroth is founder and CEO of Green Badger, a cloud-based solution for equipping project teams of all levels of experience with the tools they need to document LEED as efficiently as possible.

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

CIRCLE NO. 14

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

From Canada with love Why the Holiday Inn Montréal Longueuil’s new look is turning heads

By MJ Pallerino

L

ocated just on the outskirts of downtown Montréal in the south shore suburb of Longueuil sits one of Holiday Inn’s shining beacons for the future. Even during the pandemic, the recently renovated Holiday Inn Montréal Longueuil is turning heads.

Featuring an all-new modern look aimed at guest comfort, the hotel and its amenities are geared toward business travelers and vacationers alike.

Defined by its stunning and expansive lobby, the Holiday Inn Longueuil is the kind of place that reaches out and pulls you in. Openspace communal workstations. Spacious meeting rooms. Tech savvy Business Centre.

And if the hotel itself is not enough, its location could not be a better fit for visitors and Canadians alike. Nature lovers can visit the Biodome, Biosphere and the Montréal’s famous Botanical Gardens, while the Montréal Casino and Bell Centre offer more entertainment-type options. Visitors also can explore historic Old Montréal and the thrills of La Ronde, the city’s Six Flags amusement park.

To get an inside look at the renovation and what it is like establishing protocols in today’s pandemic defined landscape, we sat down with Holiday Inn Montréal Longueuil GM Antonio D’Alesio.

AUGUST 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

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FROM CANADA WITH LOVE Give us a snapshot of the Holiday brand?

Holiday Inn is one of the largest and most recognized hotel chains in the world. Founded in 1952, the chain is now owned by IHG Group, a multinational hospitality company headquartered in the UK. As a subsidiary of the IHG, each Holiday Inn hotel participates in the parent company’s environmental sustainability system. The system helps hotels reduce energy, water, and waste by allowing them to measure and manage this environmental impact.

What type of consumers are you targeting?

The Holiday Inn Montréal Longueuil targets a mix of business travelers, as well as vacationing couples and families. The City of Montréal is host to numerous festivals and events during the summer season, which therefore attracts many tourists and music enthusiasts who utilize our services. In addition, our many meeting and event rooms attract many local businesses, as well as individuals looking to plan corporate or personal events.

How does the overall design of your place cater to what today's consumers are looking for?

The Holiday Inn Montréal Longueuil was recently renovated with an all-new modern look designed specifically for the comfort of our guests, including a stunning and expansive lobby perfect for relaxing and connecting with other guests, an open-space communal workstation for catching up on e-mails and a fitness center and pool area for those that want to get some exercise in during their stay.

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

The rooms themselves have been completely redesigned as well, and include all the comforts needed for a great stay. The recent redesign of our hotel was done with one focus: the complete comfort of our guests.

What kind of adjustments have you made (are you planning) to make in order to cater to your customers in this new landscape?

Many adjustments will need to be made to accommodate guests in this new landscape. For now, one of the major changes we have put in place is the total minimization of our HVAC (heating, ventilation and air conditioning system). We have been partnering with an organization called BrainBox AI for over a year and it is helping us with this.

We originally began working with BrainBox AI for its artificial intelligence technology that it apply to HVAC systems in order to dramatically decrease the energy consumption of our HVAC system without compromising the comfort of guests. However, in light of the pandemic, BrainBox AI was able to automatically switch gears. It is now focusing on decreasing the use of the HVAC system to the bare minimum in order to help decrease our expenses during this shut down time.

Upon re-opening, which will be happening imminently, BrainBox AI will support us with another algorithm, which dramatically increases the amount of fresh air intake (based on the capacity of our system) to ensure healthy fresh air circulates within the building.

More and more research is coming out about the potential airborne propagation of COVID-19. This algorithm developed by BrainBox

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FROM CANADA WITH LOVE AI helps minimize the airborne propagation by implementing two key recommendations outlined by the CDC (increased fresh air intake and temperature and humidity control). What is great about BrainBox AI is that it is autonomous, so all of these algorithms are deployed, and changes are made without any involvement from my end.

We are also catering to our customers in this new landscape by implementing social distancing measures, hand sanitizing stations, proper signage and PPE. All of our staff will be wearing a combination of masks or visors and gloves. Guests also will be required to wear masks while circulating in all public areas, once in their room or meeting room these can be removed.

All Holiday Inn locations are different, but they all follow a certain “code” to guarantee a level of cleanliness, services and comfort that we are known for.

What kind of conversations about the “new normal” are you having with your employees? Customers?

Intercontinental Hotels & Holiday Inn have created a “Culture of Clean,” which includes cleaning and disinfection of high touch areas in the hotel public areas and guest rooms. Our front line staff was trained just prior to reopening to ensure full compliance with the program.

Our guests will be given the “Clean Promise” upon arrival. The promise states our commitment to a high level of cleanliness. If our guests signal an issue, we promise to make it right. Unfortunately, some of our services—food and beverage service—will not be available. This means many of our employees will not be called back to work in the immediate future.

What is your short-term strategy? Long-term?

Our short-term strategy revolves mainly around the measures outlined in the question above. The comfort and safety of our guests is what is most important to us and we would not put that at risk for any reason.

The long-term will be guided in many ways by the regulations set forth by our governing bodies, as well as the as the spread and contamination rates of the virus in our province of Québec, Canada and neighboring countries. The management of budgets and expenses is something that most building owners are looking at very actively right now.

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

CIRCLE NO. 16

FROM CANADA WITH LOVE I believe that in the long-term assessing the value of a building and measuring it against a current operational budget might reveal how much value can be gained by making smart business investments into technological modifications.

Our work with BrainBox AI has allowed us to benefit significantly in the last few months from impactful energy savings both during the crisis and pre-COVID, which has aided in making our budgets a little more flexible.

More specifically, pre-COVID, we were able to decrease our total energy spend per month by about 30% while increasing the occupant comfort. I believe that in the longterm assessing the value of a building and measuring it against a current operational budget might reveal how much value can be gained by making smart business investments into technological modifications.

What is the best piece of advice you can offer to other brands on how to deal with what is happening right now?

My best pieces of advice would be to prioritize cleanliness as this is key to reassuring guests during their visit.

Is there a location that really shows how the brand interacts with the community and customers?

One of your favorites?

The new Holiday Inn & Suites Downtown Montréal Ouest is beautiful and located right in the heart of the city. The hotel is located in Montréal’s business district and within walking distance to many big corporations, academic institutions and touristic attractions.

Walk us through how and why your locations are designed the way they are?

All Holiday Inn locations are different, but they all follow a certain “code” to guarantee a level of cleanliness, services and comfort that we are known for. In fact, cleanliness and service standards are heavily centralized and monitored frequently to ensure guests have the same experience across properties.

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

CIRCLE NO. 17

FROM CANADA WITH LOVE Take us through your construction and design strategy.

We began the renovations project at the Holiday Inn Montréal Longueuil with our common areas and meeting spaces, and then proceeded to renovating all of our guest rooms. The process took approximately two years.

Give us a rundown of your market's layout.

The Holiday Inn Montréal Longueuil is located in a suburban area just outside downtown Montréal. The hotel is located at a 10-minute drive or 40-minute walk from Longueuil metro (subway) transit station, enabling guests to be downtown in less than 10 minutes. Our competitors include major chain hotels as well as independent brands and Airbnb type accommodation options.

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

The biggest issue we face relates to the control of costs and the respecting of project timelines.

Talk about sustainability. What are you doing?

One of the greatest sustainability projects we have put in place in the last year has been the implementation of BrainBox AI. With an average decrease in energy consumption of 30% per month, not only

were we able to decrease our costs, but also significantly decrease our carbon footprint.

What type of opportunities do you see moving ahead?

The most major opportunity we see in the short-term is the return of corporate travel, which is responsible for a significant portion of our business.

What trends are you seeing/expecting?

Considering COVID-19, a big trend we are expecting is an increase in local (provincial and national) tourism and guests traveling to our location by car.

What is today's consumer looking for?

Today’s consumer is looking for value for price paid, great service and safety.

What is the biggest item on your to-do list right now?

COVID-19 has had a huge impact on our operations. The biggest item on my to-do list is preparing for the reopening of the property and welcoming of guests.

Tell us what makes your brand so unique?

The Holiday Inn represents a comfortable, affordable stay in over 1100 locations around the world. CCR

One-on-one with...

Antonio D’Alesio

GM, Holiday Inn Montréal Longueuil

34

Describe a typical day.

What is the most rewarding part of your job?

My day consists mostly of answering and sending e-mails, following-up on specific projects, budgeting, forecasting and other administrative work. I am also quite active in interacting with staff and customers, supervising my team when necessary and helping out wherever needed.

I feel most rewarded when I meet my guests’ service goals.

What was the best advice you ever received?

How do you like to spend your down time?

“Don’t count your chickens before they’re hatched.”

“Always be prepared. You never know…”

Spending time with my wife and son, and playing hockey with friends.

COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

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CIRCLE NO. 18

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Annual report showcases Project Management Services/Sofware Products firms

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o, you are looking for a project management/software product firm? Stop. We have you covered. Our Project Management guide lists the commercial construction industry’s leading firms in the retail, restaurant, hospitality, health care, and other sectors. The report features the contact information and contact person at each company. If your firm did not make the list, contact Publisher David Corson at davidc@ccr-mag.com.

American Time Jonah Cagley, Director of Marketing 140 3rd St. S, P.O. Box 707 Dassel, MN 55325 (800) 328-8996 • Fax: (800) 789-1882 www.american-time.com • theclockexperts@atsclock.com Project Mgmt. Services: Facility Maintenance Construction Software Features: Synchronized Clock Technology and Emergency Alert Communications Technology Business Size: Large Enterprise, Small-Medium Platform: On-Line, On Premise, Intended Users: Architects, Design Firms, Engineering Firms, Property Owners/Brands, Open API: N/A, Pricing Model: Per Project

Aquiline Drones

Barry Alexander, CEO 750 Main St., Penthouse Suite Hartford, CT 06103 (800) 361-7958 www.aquilinedrones.com info@aquilinedrones.com Project Mgmt. Services: New Construction/Renovations, Facility Maintenance Construction Software Features: Document Storage, Service Management, Project Management, Business Size: Large Enterprise, Small-Medium, Platform: On-Line, On Premise Intended Users: Construction Management Firms, Engineering Firms, General Contractors, Property Owners/Brands, Specialty Contractors Open API: Yes, Pricing Model: Subscription Based

Asa Carlton Inc.

Greg Swinks, VP of Business Development 5224 Palmero Ct. Buford, GA 30518 (770) 945-2195 • Fax: (770) 945-5640 www.asacarltoninc.com • gswinks@asacarlton.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Planned Capital Programs Construction Software Features: Accounting, Bidding, Budget/Scheduling Tracking, Document Storage, Estimating, Project Management Business Size: Small-Medium, Platform: On-Line, On Premise, Mobile Intended Users: Architects, Design Firms, Construction Management Firms, Engineering Firms, Property Owners/Brands, Specialty Contractors Open API: No, Pricing Model: Multi

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

Asite

Rachel Carey, Senior Communications and Content Executive 1 Mark Square London EC2A 4EG UK (212) 201-0730 www.asite.com • sales@asite.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Planned Capital Programs, Architecture/Engineering Services, Due Diligence, Facility Maintenance, Construction Software Features: Bidding, Budget/Scheduling Tracking, Document Storage, Service Management, Project Management, Business Size: Large Enterprise Platform: On-Line, Mobile, Intended Users: Architects, Design Firms, Construction Management Firms, Engineering Firms, General Contractors, Property Owners/Brands, Specialty Contractors Open API: Yes, Pricing Model: Subscription Based, Per Project

Autocase Katelyn Lawson, VP Product & Digital 130 Spadina Ave., Unit 501 Toronto, Ontario Canada M5V 2L4 (800) 440-1592 www.autocase.com katelyn.lawson@autocase.com Project Mgmt. Services: N/A, Construction Software Features: Business Case, Sustainability, Cost Benefit Analysis, Economic Analysis Business Size: Large Enterprise, Small-Medium, Platform: On-Line Intended Users: Architects, Design Firms, Construction Management Firms, Engineering Firms, Property Owners/Brands, Consultants Open API: Yes, Pricing Model: Subscription Based, Per User, Per Project, Enterprise Pricing Available

Beam Team Construction, Inc. Tim Hill, Executive Vice President, Business Development 1350 Bluegrass Lakes Pkwy.

Alpharetta, GA 30004 (630) 816-0631 www.thebeamteam.com • timhill@thebeamteam.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Planned Capital Programs, Facility Maintenance Construction Software Features: N/A, Business Size: Small-Medium, Platform: N/A, Intended Users: N/A, Open API: No, Pricing Model: Per Project

CIRCLE NO. 20

SPECIAL REPORT

PROJECT MANAGEMENT SERVICES/SOFWARE PRODUCTS The Blue Book Network Capacity Builders, Inc.

Ed Haege P.O. Box 500 Jefferson Valley, NY 10535 (800) 431-2584 www.thebluebook.com • info@thebluebook.com Project Mgmt. Services: New Construction/Renovations, Architecture/Engineering Services, Facility Maintenance Construction Software Features: Bidding, Document Storage Business Size: Small-Medium, Platform: On-Line, On Premise, Mobile Intended Users: Architects, Construction Management Firms, Engineering Firms, General Contractors, Property Owners/Brands, Specialty Contractors, Open API: No, Pricing Model: Other

Wayne J Rausch, President 5563 S Prince St. Littleton, CO 80120 (303) 356-9672 www.capacitybuilders.com • wayne@capacitybuilders.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Planned Capital Programs, Construction Software Features: Accounting, Bidding, Budget/Scheduling Tracking, Document Storage, Estimating, Logistics, Service Management, Project Management Business Size: Small-Medium, Platform: On-Line, Mobile Intended Users: Construction Management Firms, General Contractors, Specialty Contractors, Open API: Yes, Pricing Model: Other

CDO Group BrainBox AI Vinny Catullo, Vice President of

Sam Ramadori, Chief Operating Officer 2075 Robert-Bourassa Street, Suite 500 Montreal, Quebec H3A 2L1 Canada (888) 585-2630 www.brainboxai.com • info@brainboxai.com Project Mgmt. Services: AI technology for HVAC Construction Software Features: N/A, Business Size: Small-Medium Platform: On-Line, On Premise, Mobile, Intended Users: Construction Management Firms, Engineering Firms, Property Owners/Brands, REITs Open API: Yes, Pricing Model: Subscription based

BrandPoint Services LLC. Dave Knoche, Executive VP of Sales 820 Adams Ave., Suite 130 Trooper, PA 19403 (800) 905-4342 • Fax: (484) 392-7520 www.brandpointservices.com • dknoche@brandpointservices.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Due Diligence Construction Software Features: Logistics, Project Management, Business Size: Small-Medium, Platform: On-Line, On Premise, Mobile, Intended Users: Construction Management Firms, Property Owners/Brands, Open API: Yes, Pricing Model: Subscription Based

Bureau Veritas Blake Brosa, Senior Vice President 17200 N Perimeter Dr., Suite 100 Scottsdale, AZ 85255 (480) 777-1800 www.bvna.com • blake.brosa@bvna Project Mgmt. Services: New Construction/ Renovations, Site Surveys, Rollout Programs, Planned Capital Programs, Architecture/ Engineering Services, Due Diligence, Facility Maintenance Construction Software Features: Bidding, Budget/Scheduling Tracking, Document Storage, Estimating, Service Management, Project Management, Business Size: Large Enterprise, Small-Medium Platform: On-Line, Mobile, Intended Users: Construction Management Firms, General Contractors, Property Owners/Brands, Open API: Yes Pricing Model: Subscription Based, Per User, Per Project, Amount of Data

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

Business Development 333 Harrison St. Oak Park, IL 60304 (908) 627-1778 www.cdogroup.com • vinnyc@cdogroup.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Planned Capital Programs, Due Diligence Construction Software Features: Accounting, Bidding, Budget/Scheduling Tracking, Document Storage, Estimating, Service Management, Project Management, Business Size: Small-Medium Platform: On-Line, On Premise, Mobile, Intended Users: Construction Management Firms, Property Owners/Brands, Open API: Yes Pricing Model: Per Project

Coast2Coast Survey Corporation

Tim West, Director, Multi-Site 7704 Basswood Dr. Chattanooga, TN 37416 (423) 710-4714 • Fax: (423) 296-9979 www.coast2coast.net • twest@coast2coast.net Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Due Diligence, Hi-Def Laser Scanning, CAD & BIM Services, 360 Virtual Tours, Aerial Drone Surveys, 3D Mapping Construction Software Features: N/A, Business Size: Small-Medium Platform: N/A, Intended Users: Architects, Design Firms, Construction Management Firms, Engineering Firms, Property Owners/Brands Open API: N/A, Pricing Model: Per Project

Core States Group

Kevin Behnke, Senior Director 3039 Premiere Pkwy., Suite 700 Duluth, GA 30097 (813) 319-8755 www.core-states.com • info@core-states.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Architecture/Engineering Services, Due Diligence Construction Software Features: Accounting, Bidding, Budget/ Scheduling Tracking, Document Storage, Estimating, Logistics, Service Management, Project Management, Business Size: Small-Medium Platform: On-Line, On Premise, Mobile, Intended Users: Architects, Design Firms, Construction Management Firms, Engineering Firms, General Contractors, Property Owners/Brands, Specialty Contractors Open API: Yes, Pricing Model: Subscription Based, Per User, Per Project

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SPECIAL REPORT

PROJECT MANAGEMENT SERVICES/SOFWARE PRODUCTS eConnect, Inc. H2O Degree Chris Swanger, RVP of Sales 7710 W Sahara Ave., Suite 126 Las Vegas, NV 89127 (702) 623-8786 www.econnectglobal.com • sales@econnect.tv Project Mgmt. Services: COVID-19 Screening/Public Safety Testing Construction Software Features: COVID-19 Screening, Biometrics, Access Control, Thermal, Business Size: Small-Medium Platform: On-Line, On Premise, Mobile, Intended Users: Architects, Construction Management Firms, Engineering Firms, General Contractors, Property Owners/Brands, Specialty Contractors Open API: Yes, Pricing Model: Subscription Based

Suzy Abbott, Marketing Manager 3580 Progress Dr., Suite L Bensalem, PA 19020 (215) 788-8485 www.h2odegree.com • info@h2odegree.com Project Mgmt. Services: Utility Submetering & Water Leak Detection Construction Software Features: CAD Drawings for Submetering & Water Leak Detection System Design, Business Size: Large Enterprise, Small-Medium, Platform: On-Line, Intended Users: Architects, Design Firms, Construction Management Firms, Engineering Firms, General Contractors, Property Owners/Brands, Specialty Contractors Open API: Yes, Pricing Model: Free

Fast + Epp Harbor Compliance Kerri Kwong, Marketing & Communications Coordinator 201-1672 W 1st Ave. Vancouver, BC Canada V6J 1G1 (778) 331-3557 www.fastepp.com • kkwong@fastepp.com Project Mgmt. Services: Architecture/Engineering Services Construction Software Features: Preliminary Design/Planning Business Size: Small-Medium, Platform: On-Line Intended Users: Architects, Design Firms, Construction Management Firms, Engineering Firms, Open API: No, Pricing Model: Free

James Gilmer, Compliance Specialist 1830 Colonial Village Ln. Lancaster, PA 17601 (888) 995-5895 • Fax: (717) 202-2576 www.harborcompliance.com • info@harborcompliance.com Project Mgmt. Services: Other, Construction Software Features: Entity Management and Licensing Software Business Size: Small-Medium, Platform: On-Line, Mobile Intended Users: Architects, Design Firms, Construction Management Firms, Engineering Firms, General Contractors, Specialty Contractors Open API: No, Pricing Model: Subscription Based, Amount of Data

Hoefer Wysocki Gordon & Rees Maggie Fitzgerald, Vice President Scully Mansukhani 11460 Tomahawk Creek Pkwy.

Peter E Strniste, Jr., Partner One Battery Park Plaza, 28th Floor New York, NY 10004 (212) 453-0730 www.grsm.com • pstrnistejr@grsm.com Project Mgmt. Services: Surety/CPA Services-Construction Attorneys Construction Software Features: N/A, Business Size: Large Enterprise Platform: On-Line, On Premise, Mobile, Intended Users: Construction Management Firms, Engineering Firms, General Contractors, Property Owners/Brands, Specialty Contractors, All in The Construction Industry Open API: N/A, Pricing Model: Hourly

Suite 400 Leawood, KS 66211 (913) 307-3700 www.hoeferwysocki.com • Maggie.fitzgerald@hoeferwysocki.com Project Mgmt. Services: New Construction/Renovations, Architecture/ Engineering Services, Owner’s Rep, Construction Software Features: N/A Business Size: Small-Medium, Platform: On Premise Intended Users: General Contractors, Property Owners/Brands Open API: N/A, Pricing Model: N/A

Inertia Systems Maikayla Desjardins, Director of Marketing

Greenlight 360 2015 Birch Rd., #305

Daryl Bray, Manager 1437 S Boulder Ave., Suite 550 Tulsa, OK 74119 (918) 986-8606 • Fax: (918) 587-8601 www.greenlight-360.com • info@greenlight-360.com Project Mgmt. Services: Site Surveys, Due Diligence, Hi-Def Reality Capture Services, CAD & BIM Services, 360 Virtual Tour, Aerial Drone Surveys Construction Software Features: Document Storage Business Size: Small-Medium, Platform: On-Line, On Premise, Mobile Intended Users: Architects, Design Firms, Construction Management Firms, Engineering Firms, General Contractors, Property Owners/Brands, Specialty Contractors, Open API: Yes Pricing Model: Per Project, Amount of Data, Volume Pricing

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

Chula Vista, CA 91915 www.inertiasystems.com engage@inertiasystems.com Project Mgmt. Services: New Construction/Renovations, Architecture/Engineering Services, Facility Maintenance Construction Software Features: Budget/Scheduling Tracking, Document Storage, Logistics, Service Management, Project Management, Quality Management, Performance Management, Compliance Management Business Size: Large Enterprise, Platform: On-Line, Mobile Intended Users: Architects, Design Firms, Construction Management Firms, Engineering Firms, General Contractors, Property Owners/Brands, Specialty Contractors, Jurisdictions (IORs) Open API: Yes, Pricing Model: Subscription Based, Per Project

GET MORE DONE. Projectmates transforms the way retailers track and manage construction projects to avoid delays and save money.

Tight schedules, distributed teams, rigid budgets and complex projects all become easier to manage.

Demand more from an enterprise construction program management software.

Get more, with Projectmates.

CIRCLE NO. 22

214.217.4100 • www.projectmates.com • info@systemates.com

SPECIAL REPORT

PROJECT MANAGEMENT SERVICES/SOFWARE PRODUCTS Inspected Laser Facility Management

Kimberly Stevens, Marketing Director 633 S Federal Hwy., 1st Floor Fort Lauderdale, FL 33301 (855) 255-4046 www.inspected.com kimberly@inspected.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Architecture/Engineering Services, Construction Software Features: Budget/Scheduling Tracking, Document Storage, Logistics, Service Management, Project Management, Virtual Inspection Software for Cities, Counties and Government Agencies, Business Size: Small-Medium Platform: On-Line, Mobile APP and Web Based Intended Users: Architects, Construction Management Firms, Engineering Firms, Property Owners/Brands, Government Agencies, Cities, Counties and Private Providers of Inspection Services Open API: Yes, Pricing Model: Inspection Fee Per Inspection

Joe Fairley, Director 5710 N Pine Island Rd., Suite 255 Tamarac, FL 33321 (561) 235-7444 www.laserfacility.com • joseph@laserfacility.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Planned Capital Programs, Facility Maintenance Construction Software Features: Accounting, Bidding, Budget/ Scheduling Tracking, Document Storage, Estimating, Logistics, Service Management, Project Management, Business Size: Small-Medium Platform: On-Line, On Premise, Mobile, Intended Users: Construction Management Firms, General Contractors, Property Owners/Brands, Specialty Contractors, Open API: Yes, Pricing Model: Per Project

Levelset

Alex Dunn, Director of

JLL Demand Generation

Nicole Mouren-Laurens, Senior Vice President 3344 Peachtree Rd. NE Atlanta, GA 30326 (818) 620-2974 www.us.jll.com/en/deliver-projects Nicole.mouren-laurens@am.jll.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Planned Capital Programs, Architecture/Engineering Services, Due Diligence, Construction Software Features: Budget/ Scheduling Tracking, Document Storage, Project Management Business Size: Large Enterprise, Small-Medium, Platform: On-Line, On Premise, Mobile, Intended Users: Construction Management Firms, General Contractors, Open API: Yes, Pricing Model: Subscription Based

1121 Josephine St. New Orleans, LA 70130 (866) 720-5436 www.levelset.com • alex.dunn@levelset.com Project Mgmt. Services: Due Diligence, Construction Software Features: Document Storage, Payments & Lien Rights Business Size: Small-Medium, Platform: On-Line Intended Users: General Contractors, Specialty Contractors, Material Suppliers & Equipment Lessors, Open API: Yes, Pricing Model: Subscription Based, Per User, Per Project, Amount of Data, Per Document

Jeff Stephens, Manager 5415 E 109th Pl. Tulsa, OK 74137 (918) 299-2900 www.jstephenscm.com • jeff@jstephenscm.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Planned Capital Programs, Due Diligence Construction Software Features: N/A, Business Size: Small-Medium Platform: N/A, Intended Users: N/A Open API: N/A, Pricing Model: N/A

24 E Greenway Plaza, #1050 Houston, TX 77046 (713) 552-9250 • Fax: (713) 552-9251 www.liquidframeworks.com • sales@liquidframeworks.com Project Mgmt. Services: N/A, Construction Software Features: Budget/Scheduling Tracking, Service Management Business Size: Large Enterprise, Platform: On-Line, Mobile Intended Users: Specialty Contractors, Field Service Companies Open API: Yes, Pricing Model: Subscription Based, Per User

LiquidFrameworks JStephens, LLC David Levitt, VP Worldwide Sales

Kingsmen Projects US

Stephen Hekman, Vice President, Retail Services US 3525 Hyland Ave., Suite 225 Costa Mesa, CA 92626 (619) 719-8950 • Fax: (949) 544-1286 www.kingsmen-int.com/global-presence/usa/ stephen@kingsmen-usa.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Architecture/Engineering Services, Due Diligence Construction Software Features: Accounting, Bidding, Budget/ Scheduling Tracking, Document Storage, Estimating, Logistics, Service Management, Project Management, Business Size: Small-Medium, Platform: On-Line, On Premise, Mobile, Intended Users: Architects, Design Firms, Construction Management Firms, Engineering Firms, General Contractors, Property Owners/Brands, Specialty Contractors, Open API: No, Pricing Model: Per User, Per Project

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

Marquis Projects Inc. Sara Miller, President 6588B Humlusum Dr. Vancouver, BC Canada V6ZN 4B9 (604) 618-3392 www.marquisprojects.ca sara@marquisproject.ca Project Mgmt. Services: New Construction/Renovations, Site Surveys, Planned Capital Programs, Construction Software Features: Budget/ Scheduling Tracking, Project Management, Business Size: Small-Medium Platform: On-Line, Mobile, Intended Users: Architects, Design Firms, Construction Management Firms, Property Owners/Brands Open API: No, Pricing Model: Per User, Per Project, Amount of Data, Other

Monograph Pantera Tools Robert Yuen, CEO + Co-Founder 165 11th St. San Francisco, CA 94103 www.monograph.io robert@monograph.io Project Mgmt. Services: Architecture/ Engineering Services Construction Software Features: Budget/Scheduling Tracking, Logistics, Project Management, Business Size: Small-Medium Platform: On-Line, Intended Users: Architects, Design Firms, Construction Management Firms, Engineering Firms Open API: No, Pricing Model: Subscription Based

Susie Martzahl, Account Executive 10411 Corporate Dr., Suite 208 Pleasant Prairie, WI 53158 (877) 219-9777 www.panteratools.com • susie.martzahl@panteratools.com Project Mgmt. Services: New Construction/Renovations, Due Diligence Construction Software Features: Bidding, Budget/Scheduling Tracking, Document Storage, Project Management, Pre-Qualification Platform Business Size: Small-Medium, Platform: On-Line, Mobile Intended Users: Architects, Construction Management Firms, General Contractors, Property Owners/Brands, Specialty Contractors Open API: Yes, Pricing Model: Subscription Based, Per User

Motili, Inc Phoenix Drone Pros Kirill Kniazev, Marketing Director 1900 Wazee St., #1533 Denver, CO 80202 (800) 669-9656 www.motilli.com Project Mgmt. Services: Due Diligence, Facility Maintenance Construction Software Features: Budget/Scheduling Tracking, Estimating, Service Management, Project Management Business Size: Large Enterprise, Small-Medium Platform: On Premise, Mobile, Intended Users: Property Owners/Brands Open API: No, Pricing Model: N/A

Robert Biggs, Owner, Licensed Drone Pilot 10522 E. Sheffield Dr. Mesa, AZ 85212 (480) 330-1778 www.phoenixdronepros.com • PhoenixDronePros@gmail.com Project Mgmt. Services: Architectural Photography Aerial Photography Construction Software Features: N/A Business Size: Small-Medium, Platform: Mobile Intended Users: General Contractors, Open API: N/A Pricing Model: Per Project

NewGround Poma Retail Amanda Jasper, Director of Development Inc. Corporate Communications 15450 S Outer Forty Dr., Suite 300 Chesterfield, MO 63017 (636) 898-8100 www.newground.com • ajasper@newground.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Architecture/Engineering Services, Due Diligence, Construction Management, Program Management Construction Software Features: N/A, Business Size: Small-Medium Platform: N/A, Intended Users: N/A, Open API: N/A, Pricing Model: N/A

OxBlue Chandler McCormack, CEO & Founding Partner 1777 Ellsworth Industrial Blvd.

Atlanta, GA 30318 (888) 849-2583 www.oxblue.com • cmccormack@oxblue.com Project Mgmt. Services: New Construction/Renovations, Rollout Programs Construction Software Features: Project Management, Construction Cameras, Time-Lapse Video, and Application Business Size: Small-Medium Platform: On-Line, On Premise, Mobile Intended Users: Construction Management Firms, General Contractors, Property Owners/Brands, Developers Open API: Yes, Pricing Model: Per Project

Tony Poma, President 222 W 6th St., # 345 San Pedro, CA 90731 (310) 833-7662 www.pomaretail.com • tonyp@pomaretail.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Architecture/Engineering Services, Due Diligence, Facility Maintenance, Fixture Roll Outs and Shop in Shops Construction Software Features: Bidding, Budget/Scheduling Tracking, Estimating, Logistics, Service Management, Project Management, Business Size: Small-Medium, Platform: N/A, Intended Users: N/A, Open API: , Pricing Model: N/A

Powerhouse Jodie Susi, Vice President Business Development 812 S Crowley Rd., Suite A Crowley, TX 76036 (817) 297-8575 www.powerhousenow.com • info@powerhousenow.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Planned Capital Programs, Due Diligence, Facility Maintenance, Construction Software Features: N/A Business Size: Large Enterprise, Platform: N/A Intended Users: N/A, Open API: N/A, Pricing Model: N/A

AUGUST 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

45

SPECIAL REPORT

PROJECT MANAGEMENT SERVICES/SOFWARE PRODUCTS Prime Retail Services Inc. Projectmates by Brett Broadrick, Director of Systemates Inc. Organizational Development

Laura Wards, Marketing Director

3617 Southland Dr.

2435 N Central Expy., Suite 640

Flowery Branch, GA 30542 (866) 504-3511 • Fax: (866) 589-3605 www.primeretailservices.com • info@primeretailservices.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Facility Maintenance, Technology Development Construction Software Features: N/A, Business Size: Medium

Richardson, TX 75080 (214) 217-4100 www.projectmates.com • laura.wards@systemates.com Project Mgmt. Services: Software, Construction Software Features: Accounting, Bidding, Budget/Scheduling Tracking, Document

Platform: N/A, Intended Users: Construction Management Firms,

Storage, Project Management, Business Size: Small-Medium

General Contractors, Property Owners/Brands, Specialty Contractors

Platform: On-Line, Mobile, Intended Users: Construction Management

Open API: N/A, Pricing Model: N/A

Firms, Property Owners/Brands, Specialty Contractors Open API: Yes, Pricing Model: Subscription Based

Property Management Advisors, LLC RedTeam Software James Sheuchenko, President 68 S Service Rd., Suite 100 Melville, NY 11747 (631) 577-4069 www.pmadvisors.co • js@pmadvisors.co Project Mgmt. Services: Full Service Property Management, Leasing, and Construction for Shopping Centers, Office and Industrial Buildings Construction Software Features: Property & Facility Mgmt., Leasing and Construction, Business Size: Small-Medium, Platform: Yardi Intended Users: Owners/Developers/Property & Facility Managers Open API: N/A, Pricing Model: Per Project

Frederic Guitton, CSO 8623 Commodity Cir. Orlando, FL 32819 (866) 432-2021 www.redteam.com • info@redteam.com Project Mgmt. Services: New Construction/Renovations Construction Software Features: Accounting, Bidding, Budget/Scheduling Tracking, Document Storage, Estimating, Project Management Business Size: Small-Medium, Platform: On-Line, Mobile Intended Users: Construction Management Firms, General Contractors Open API: Yes, Pricing Model: Subscription Based, Per User

Project Management Consortium (PMC) Rogers Chris Love, President 7728 Henefer Ave. Los Angeles, CA 90045 (347) 392-1188 www.pmconsortium.com • chris.love@pmconsortium.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Planned Capital Programs, Architecture/Engineering Services, Due Diligence, Facility Maintenance, Construction Software Features: Bidding, Budget/Scheduling Tracking, Estimating, Project Management Business Size: Small-Medium, Platform: On-Line, Mobile Intended Users: Architects, Target User, Open API: Yes Pricing Model: Per Project, Best Fit for Client

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

Ayla Tribble, Marketing Manager 2050 Marconi Dr. Alpharetta, GA 30005 (678) 314-8308 www.rogersservices.com • atribble@lrogerselectric.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Facility Maintenance, Construction Software Features: N/A, Business Size: Small-Medium, Platform: On-Line, On Premise, Intended Users: Construction Management Firms, General Contractors, Specialty Contractors, Open API: Yes, Pricing Model: Per Project

ES T

2010

CIRCLE NO. 23

SPECIAL REPORT

PROJECT MANAGEMENT SERVICES/SOFWARE PRODUCTS Royal Services SOS-Retail Services Kathy David, Director of Client Growth 19175 Metcalf Ave. Overland Park, KS 66085 (913) 387-2840 www.royalsolves.com kdavid@royalsolves.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Planned Capital Programs, Architecture/Engineering Services, Due Diligence, Facility Maintenance Construction Software Features: Service Management, Project Management, Business Size: Small-Medium Platform: On-Line, Intended Users: Property Owners/Brands Open API: No, Pricing Model: Per Project

SCGWest Kyle Gorman, Co-Founder & Managing Partner 2549 Eastbluff Dr., Suite B211 Newport Beach, CA 92660 (855) 348-5505 www.scgwest.com team@scgwest.com Project Mgmt. Services: New Construction/ Renovations, Site Surveys, Rollout Programs, Architecture/Engineering Services, Due Diligence Construction Software Features: Accounting, Budget/Scheduling Tracking, Document Storage, Estimating, Project Management We have An Online Platform the Client and All Team Members May Log Into. It Shows Daily Updates, Payment Options, and Video of the Project. It keeps Everyone in Constant Communication.

Business Size: Small-Medium, Platform: On-Line, On Premise, Mobile Intended Users: Architects, Design Firms, Construction Management Firms, General Contractors, Property Owners/Brands, Specialty Contractors Open API: Yes, Pricing Model: Subscription Based, Per User

Eli Lessing, Director of Business Development 201 Rosa Helm Way Franklin, TN 37067 (615) 550-4343 www.sos-retailservices.com elesssing@sos-retailservices.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Planned Capital Programs, Architecture/Engineering Services, Due Diligence Construction Software Features: Document Storage, Service Management, Project Management, Other Business Size: Small-Medium, Platform: On-Line, On Premise, Mobile Intended Users: Construction Management Firms, General Contractors, Property Owners/Brands Open API: No, Pricing Model: Per Project

State Permits, Inc Vaun Podlogar, President 319 Elaines Ct. Dodgeville, WI 53533 (406) 222-3333 www.permit.com • vaun@permit.com Project Mgmt. Services: Permit Expediting Construction Software Features: Permit Tracking and License Management, Platform: On-Line Intended Users: Architects, Design Firms, Construction Management Firms, Engineering Firms, General Contractors, Property Owners/Brands, Specialty Contractors, Sign Companies and Facility Maintenance Companies, Open API: N/A, Pricing Model: N/A

Suddath

Smart Safety Tom Ruede, VP of Sales Keyan Zandy, CEO 1810 N Greenville Ave. Richardson, TX 75081 (214) 850-8555 www.smartsafetyalert.com • kzandy@skilesgroup.com Project Mgmt. Services: Other Construction Software Features: Safety Business Size: Large Enterprise Platform: On-Line, On Premise, Mobile Intended Users: Construction Management Firms, General Contractors Open API: Yes Pricing Model: Per Project

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

815 S Main St. Jacksonville, FL 32216 (904) 390-7183 www.suddath.com • truede@suddath.com Project Mgmt. Services: FF&E Logistics, Project Management, Transportation, Warehousing, Delivery and Installation Construction Software Features: Logistics, Suddath Inventory Management Procurement Logistics (SiMPL): Manufacturing and Logistics Monitoring Application, Business Size: Large Enterprise Platform: On-Line, Intended Users: Construction Management Firms, General Contractors, Property Owners/Brands, Specialty Contractors Open API: Yes, Pricing Model: Per Project

CIRCLE NO. 24

SPECIAL REPORT

PROJECT MANAGEMENT SERVICES/SOFWARE PRODUCTS Thimble USGN (USGlobalNet) Rikin Diwan, SVP Marketing 174 West 4th Street, Suite 204 New York, NY 10014 www.thimble.com • rikin.diwan@thimble.com Project Mgmt. Services: Other, Construction Software Features: Document Storage, Insurance Business Size: Small-Medium, Platform: On-Line, Mobile Intended Users: Construction Management Firms, General Contractors, Property Owners/Brands, Open API: Yes, Pricing Model: Subscription Based, Other

The Townson Company Roni Townson, CEO/VP Marketing 7157 Colleyville Blvd., Suite 101 Colleyville, TX 76034 (817) 421-1177 Fax: (817) 421-1181 www.townsoncompany.com roni@townsoncompany.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Rollout Programs, Due Diligence Construction Software Features: N/A, Business Size: Small-Medium Platform: N/A, Intended Users: N/A, Open API: N/A, Pricing Model: N/A

Douglas Sperr, Founder & CEO 7465 E Osborn Rd. Scottsdale, AZ 85251 (602) 745-2492 www.usgn.net • info@usgn.net Project Mgmt. Services: N/A Construction Software Features: Accounting, Bidding, Budget/ Scheduling Tracking, Document Storage, Estimating, Logistics, Service Management, Project Management, Site Selection, Asset and Equipment Tracking, Business Size: Small-Medium, Platform: On-Line, Mobile Intended Users: Architects, Construction Management Firms, Engineering Firms, General Contractors, Property Owners/Brands, Specialty Contractors, Retail, Restaurant Chains Open API: Yes, Pricing Model: Subscription Based

Vectorworks, Inc. Lauren Meyer, Senior Media Relations Manager 7150 Riverwood Dr. Columbia, MD 21401 (443) 542-0294 www.vectorworks.net • sales@vectorworks.net Project Mgmt. Services: Other, Construction Software Features: Materials Takeoff, Business Size: Small-Medium Platform: On-Line, Intended Users: Architects, Design Firms, Construction Management Firms, Open API: Yes Pricing Model: Subscription Based, Per User, Perpetual, Perpetual with Maintenance, Network

TRUX ViZZ

Elizabeth Oberg, Senior Marketing Operations Manager

1601 Trapelo Rd., #140 Waltham, MA 02451 (800) 485-1304 www.truxnow.com • eoberg@truxnow.com Project Mgmt. Services: New Construction/Renovations, Facility Maintenance, Construction Software Features: Accounting, Budget/ Scheduling Tracking, Document Storage, Logistics, Project Management Business Size: Small-Medium, Platform: On-Line, Mobile Intended Users: Construction Management Firms, General Contractors, Specialty Contractors, Material Producers, Dump Truck Drivers Open API: No, Pricing Model: Subscription Based, Per Project

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

Allison McClain, Director of Sales 5550 Triangle Pkwy., Suite 100 Peachtree Corners, GA 30092 (770) 375-4540 www.vizz3d.com • amcclain@vizz3d.com Project Mgmt. Services: New Construction/Renovations, Site Surveys, Architecture/Engineering Services, Facility Maintenance Construction Software Features: Bidding, Budget/Scheduling Tracking, Document Storage, Logistics, Service Management, Project Management, Business Size: Large Enterprise, Small-Medium Platform: On-Line, Mobile, Intended Users: Architects, Construction Management Firms, Engineering Firms, General Contractors, Property Owners/Brands, Specialty Contractors, Open API: Yes Pricing Model: Subscription Based, Per User, Per Project, Amount of Data

www.pmconsortium.com info@pmconsortium.com

Project Management Consortium

is an outsourced partnership of retail, restaurant and commercial construction executives and project managers who were personally displaced by the Covid-19 crisis. We have banded together to provide best in class professional services.

You can consider us part of your in-house team.

www.pmconsortium.com CIRCLE NO. 25

Great with slate How the Avondale Youth and Family Development Center's new look became a community beacon

By Ron Treister

I

nitially constructed in 1949, the Avondale Youth and Family Development Center (AYFD) clearly was past its prime and due for a change. After all, it is one of the oldest buildings in East Chattanooga, Tennessee. In November 2019, the center was replaced by a completely new facility.

Designed from the ground up by Hefferlin + Kronenberg Architects, the 22,550-square-foot center is roughly four times larger than the old center.

If you are looking for a pretty cool perspective on the scope of the project, the old facility actually could fit inside the new facility’s gym.

Project Manager Chris Dufresne, RA, at HK Architects, says the collective goal was to create a facility that could be a true beacon

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

for the community—a high use pubic facility. Situated on a prominent corner of the site, AYFD has become a symbol of revitalization, featuring fresh and modern design lines. It is not your typical, stale institutional building.

CIRCLE NO. 26

GREAT WITH SLATE

“Everyone involved wanted this to be a project to help bring new life to the region,” Dufresne says. “Our goal was that the new community center would personify the perfect place for after-school programs. And also to be recognized for having a great sports facility, community center, senior activities center, work force training center and, even a public library branch.”

HK’s designs specified rainscreen material to be clad on the exterior façade of the building. The main building structure is a concrete masonry unit (CMU). For durability, the interior of the space leaves the concrete walls exposed, making it easier for the builder to attain better thermal performance with a rainscreen.

“We used continuous spray foam insulation on the exterior behind the rain screen, in combination with filling the CMU cells,” Dufresne says.

HK’s plans called for CUPACLAD® materials to be used for rainscreen purposes. CUPACLAD® is a natural slate rainscreen cladding system that provides a range of cladding solutions, from traditional to contemporary, offering architects and specifiers a wide choice, suited for any individual design. The slates were installed using a new and efficient installation system, painstakingly crafted by CUPA PIZARRAS, one of the world’s leading sources of top-quality slate surfacing materials for construction.

Dufresne says HK was looking for five major factors in selecting the rainscreen material: durability, the longevity slate offers, a classy look presents a good image of the city as a government-owned facility and price (it is less than brick).

“For economic reasons, the rainscreen was installed with a double lap, not a triple lap; like a slate roof would be,” Dufresne says. “This left small gaps between some of the slates. Using closed cell spray foam for the insulation and weather barrier, you could see small gaps between the slate modules. Therefore, we decided to install a black HDPE (high-density polyethylene interlayer) behind the slate. This basically filled the small gaps and was not noticeable, even if one was standing right next to the building. People can only

see it, if they are inches away, and are specifically looking for it.”

Dufresne also says HK wanted to incorporate more modern detailing, so it built a full-sized, in-house mockup of a corner of the Avondale building. “We selected concealed flashing detail for the corners, not a surface applied trim. And, a metal Chris Dufresne reveal base of wall channel trim.”

In the end, the ability for the CUPACLAD® systems to be quickly and easily installed helped in the process. And because natural slate has no color fading, it can stand up to any climatic change. There also is no maintenance required.

“The City of Chattanooga is happy with the results,” Dufresne says. “So is HK Architects. The building looks great.” CCR

Ron Treister is President/Founder of Communicators International, Inc., a marketing communications firm headquartered in Jupiter, Fla. For three decades, his firm has worked with major accounts focusing on the commercial construction sector.

He may be reached at: rlt@communicatorsintl.com

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

IS YOUR SUPERINTENDENT CERTIFIED?

Being a retail superintendent requires a unique set of skills different from other market segments. While all construction superintendents have responsibilities for schedule, productivity, safety, and quality on the project site, the challenges and constraints of the retail environment mean that a special training focus is needed.

Superintendents must learn how to think like a retailer and a contractor throughout these projects.

RCA’s Retail Superintendent Training Program addresses this need.

Certified Retail Superintendents have:

Ask your GC if

• At least three years of experience in retail construction

they have a

• Completed OSHA 30-hour certification

Certified Retail Superintendent

• Completed RCA's two-day workshop, which includes in-depth training on retail-focused customer service

on your project.

• Passed the Certified Retail Superintendent exam

CIRCLE NO. 27

Learn more about the program & view a list of participating companies: retailcontractors.org/superintendent-training-program Toll Free: 800-847-5085 | Phone: 703-683-5637 | retailcontractors.org

The next step…

Configuring construction in the new landscape

By Chris Perruna

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

W

hat will the new workplace look like? Will open offices remain feasible? Will shared workstations and group collaboration zones still be relevant? Will employees opt just to stay at home, either because they think they can be more productive or because they are afraid to go back into the office environment?

AUGUST 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

57

THE NEXT STEP…

For their part, company leadership is focused on the need to keep people connected and engaged no matter where they sit. With everyone working remotely, technology and virtual collaboration tools are helping to make daily team meetings, conversations with colleagues and clients, and even virtual office happy hours relatively easy to do. But eventually, temporary accommodations to slow the spread of the contagion will give way to a proper balancing of our basic safety and social needs at work and in life.

In the near term, that translates into construction and renovation, which will support social connections while helping to make employees feel safe. While employers

58

Companies likely will look to eliminate every other workstation or, at minimum, adding side screens to all existing workstations.

COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

will be responsible for some of these changes—from creating and communicating new safety protocols to providing masks and establishing cleaning measures—it ultimately will fall to contractors to reconfigure office and other work spaces.

High on the list of retrofits will be measures that enable businesses to reduce density. Companies likely will look to eliminate every other workstation or, at minimum, adding side screens to all existing workstations. Removing some or all chairs from conference rooms or implementing standing meetings will reduce the volume of surfaces that are touched and make it easier to maintain social distancing.

CIRCLE NO. 28

THE NEXT STEP… Other renovations will enable offices to safely prop doors and windows open without compromising security, and add directional flow signage to limit employees passing each other in hallways. Investments in technologies designed to keep employees healthy—from UV lights for sanitation and air filtration improvements to utilization sensors and infrared sensors for temperature checks—also will become commonplace.

Longer term, COVID-19 may have finally provided the impetus for widespread industry adoption of modular construction. Modular construction proved to be the optimal solution when the need for speed and effective construction in the healthcare sector was created by the pandemic. Hospital wings that needed to be adapted to deal with coronavirus victims were able to be converted overnight thanks to modular components.

Moreover, while many construction projects ground to a near halt as the coronavirus spread, modular contractors were largely unaffected. At DIRTT Environmental Solutions,

60

Over the past few months, offsite production of modular components continued largely unabated, while onsite modular construction projects remained on schedule.

COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

for example, modular manufacturing never stopped during the pandemic, which translated into all projects being completed on time and on budget.

Obviously, the benefits of modular construction were being touted long before the coronavirus entered into our vocabulary. A tech-driven, offsite construction approach in which individual construction components (walls, facings, etc.) are prefabricated in a factory, transported to the worksite entirely (or mostly) complete, and assembled on location, modular construction combines virtual reality immersive experiences with data to help build highly customized interior spaces.

Studies by the American Institute of Architects (AIA), the U.S. Chamber of Commerce and others indicate that modular construction increases productivity, safety, efficiency and quality. Just as important, modular construction translates into reductions in cost, risk, material waste and construction times.

INTEGRATED SERVICE DELIVERY. Core States Group is an integrated service delivery firm that provides multiple services across the United States and Canada. We are differentiated and uniquely positioned in the market based on our ability to provide clients with an Integrated Service Delivery model from a single source.

Whether you engage with us for one service or many, you’ll have one account manager leading the team or teams - it’s that simple.

Program Management

Construction

Signage & Branding

Architecture & Interior Design

Mechanical Engineering

Electrical Engineering

Structural Engineering

Civil Engineering

Energy Construction

Atlanta | Boca Raton | Boston | Central New Jersey | Charlotte | Chicago | Dallas | Greater Los Angeles Minneapolis | Newport Beach | Northwest Arkansas | Philadelphia | Seattle | St. Louis | Tampa | Toronto

Kevin Behnke, Senior Director 678.314.5189 | kbehnke@core-states.com CIRCLE NO. 29

core-states.com

THE NEXT STEP…

Modular walls enable easier reconfiguration to adapt to new technologies, design elements, or spatial requirements during construction or in the future. Integrated walls provide quick access to technology when hardware must be updated or serviced.

Front or back faces can easily be opened, eliminating the mess associated with traditional drywall construction or the need to bring in outside contractors.

Modular’s clean and flexible construction approach allows for quick adaptation as needs for social distancing grow and inevitable changes occur in the post-COVID-19 workplace. Just as important, modular construction is far less labor intensive, meaning less people on the worksite. That makes it much easier to ensure safer distancing, which translates into safer construction sites—something clients may now insist upon for all future projects.

The bottom line is that construction work interruptions and site closures will

The bottom line is that construction work interruptions and site closures will be impacting our world long after the current social distancing measures are removed.

be impacting our world long after the current social distancing measures are removed. New classroom construction for the coming academic year will be delayed.

So too will new healthcare facilities and office spaces, all of which must now be reconfigured to meet the safety and distancing requirements brought about by the pandemic.

While disruption always is a possibility, modular construction methods have proven to be incredibly resilient. Over the past few months, offsite production of modular components continued largely unabated, while onsite modular construction projects remained on schedule.

All of this translates into an incredible opportunity for the construction industry to make greater use of a technology that is infinitely adaptable and possesses the ability to withstand future crises that, unfortunately, may be inevitable. CCR

Chris Perruna is VP of Construction Solutions at dancker (www.dancker.com), a leading interior solutions firm that helps create spaces that maximize the flow between people and ideas via seamless integration of architectural, furniture, technology and logistics solutions. Perruna leads ForBuild, powered by dancker, which was launched in 2019 as an interior construction services company that provides specialized manufactured construction solutions. (https://www.forbuild.com/)

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8 8 8 . 6 7 0 . 3 1 0 7 D 1 3 G r o u p . c o m

CIRCLE NO. 30

The road ahead

Recovery projections for key construction segments

E

mploying some of most in-demand occupations—such as construction and extraction roles—in 2020, the US construction industry lost about 1.1 million jobs from February to April, according to analysis from LaborIQ by ThinkWhy. The losses were impacted as the industry faced worker safety, funding, material shortages and a failure to meet contracted project timelines.

As states began to reopen in May and June, the construction industry began to make positive progress in recapturing its lost jobs.

Through July, the industry had refilled 59% of the 1.1 million jobs it lost during the first two months of the pandemic. To note, with the recent rise of COVID-19 cases, progress has slowed.

In July, only 20,000 construction jobs were filled, compared to 163,000 in June and 456,000 in May. Additionally, demand for new construction in certain industries will be impacted significantly in the near term. Some real-estate sectors, like retail and accommodations, as well as projects dependent on local tax dollars, probably will lag behind other industries on the road to recovery due to the current disruption in demand and funding.

The state of construction before COVID-19

In 2020, prior to the current pandemic and resulting recession, the construction industry was poised to finally gain back the remaining jobs lost during the previous downturn. From its peak employment in 2006, to the depths reached in 2010, the construction industry lost more than 2.1 million jobs.

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

By February 2020, the construction industry had its highest job count in 12.5 years (7.6 million jobs), regained all but 87,000 jobs lost during the previous downturn and was on track to be a top performer for 2020. In fact, construction and extraction occupations were predicted to see some of the highest wage gain, job gain and job growth during 2020. The year was off to a strong start with 84,000 jobs added through the first two months of 2020, the second highest year-to-date total for February since 2007, until COVID-19 hit.

Industry impact & adjustments

The impact of COVID-19 on the construction industry was almost immediate. In mid-March, many municipal governments began to issue shelter-in-place orders and work that was deemed non-essential was shut down. While construction projects continued in some areas of the country, the work was delayed, as construction crews struggled with social distancing requirements and interruptions to their supply chains.

Construction projects came to a near halt in April, as contractors and developers were unable to receive permits for new projects.

Crews had to follow strict adherence to handwashing and physical distancing between workers. Most companies made do with smaller onsite crews, and electronic approvals replaced paperwork. Many firms worried about funding drying up, that changed on April 6, when the US government approved construction companies meeting either the 500-employee threshold or annual revenue ceiling to be eligible for Paycheck Protection Program (PPP) loans.

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THE ROAD AHEAD The disruption of global supply chains impacted all sectors.

Common building materials, such as steel from China, tiles from Italy and stone from Spain, were delayed in reaching their destination.

As COVID-19 impacted multiple industries, the need for increased cleanliness and social distancing, as well as the uncertainty of the long-term effects of the virus, affected the transportation of goods.

This disruption also took place within the United States, as virus prevention rules and shelter-in-place orders varied across locations.

Within a two-month span, the construction industry lost 14% of its jobs. Beginning in May and continuing through July, the industry rebounded significantly and is only down 5.8% from pre-pandemic levels. In comparison, an all-industry average in the US is closer to 9.1%. Some sectors within the overall industry have been even more resilient. In particular, residential construction already is back to 96.8% of its pre-COVID-19 level due to a surge in homebuilder confidence.

Specialty trade contractors also have fared better, at 94.4% of the employment level from earlier this year. While still outperforming the national average for all industries, non-residential building construction (92.2%), and heavy and civil engineering construction (92.6%), which includes infrastructure such as highways and utilities, underperformed in the construction industry total.

The recovery outlook on the horizon

The biggest unknown to the recovery is COVID-19. Until a vaccine is widely available, the economic starts and stops probably will persist.

In the meanwhile, as parts of the country are able to control the spread of the virus, the economy begins to improve.

While large coastal metros, like New York City, Los Angeles and Seattle, had borne the brunt of the virus, southern and western states are beginning to experience some of the slowdown, as infections rise in those areas. These changes can be seen in the differences in the construction industry’s unemployment and job gain numbers across these regions.

Residential construction has been in catchup mode after trending well below long-term averages for the past decade, and it has

tailwinds for future demand, especially in a post-COVID-19 world.

Single-family construction is catering to a large wave of millennials, the oldest of which are approaching 40 years of age.

Multifamily construction and building new properties that command above-average rent levels due to the cost of construction could benefit from continued job growth in key sectors that produce demand from class A rent levels, such as young professionals in technology and financial activities. Specialty trade contractors who work on both new and old properties across the industries also will benefit.

The U.S. construction industry will remain a vital part of our nation’s economic growth. LaborIQ by ThinkWhy currently projects the overall sector to regain all its lost jobs by late 2022, roughly a year faster than the national average.

Non-residential building construction likely will face more turbulence in the near term. The virus’s impact to the dining and accommodations industry will put a squeeze on future construction until demand is able to fully return. Retail, especially those other than grocery stores, has been transformed by a combination of technology and the pandemic, and its already uncertain future is even cloudier.

Still, those industries are projected to recover most or all of their previous jobs based on LaborIQ by ThinkWhy’s forecast, but the road is much longer—likely from 2023 to 2026. Regaining occupancy in existing space will take precedent over new construction in many areas.

One of the biggest changes in both construction and the economy overall is where people will choose to live. The exodus of people outside of expensive metros, like San Francisco and New York City, to smaller, more affordable metros may become a permanent move. As another plus, the smaller density of suburbs usually correlates with a decrease in the spread of COVID-19.

As construction resumes, we may begin to see more projects focused on residential and commercial move away from densely populated metros, as developers try to capitalize on the migration to suburbs and smaller metros.

The US construction industry will remain a vital part of our nation’s economic growth. LaborIQ by ThinkWhy currently projects the overall sector to regain all its lost jobs by late 2022, roughly a year faster than the national average. It will be one of the strongest industries leading us out of the pandemic. CCR

Jay Denton serves as Senior VP of Business Intelligence and Chief Innovation Officer at ThinkWhy. In addition to leading the company's business intelligence unit and product innovations, his focus is on sustaining a culture of thought leadership. His expertise in market analytics and media engagement are a cornerstone for the organization. For more information, visit www.thinkwhy.com.

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August 2020

On the front lines How MBH Architects helped a critical research facility get built during the lockdown

By Michael J. Pallerino

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

On the front lines How MBH Architects helped a critical research facility get built during the lockdown

I

t has been called an entrepreneurial playground—a place that was designed for scientists, by scientists. MBC BioLabs is a full-service incubator offering laboratories, office space, meeting room and an in-house staffed CRO facility with millions of dollars’ worth of equipment.

Right before the pandemic hit, builders were putting the final touches on the 930 Brittan Avenue facility—MBC BioLabs’ third—in San Carlos, California.

Thanks to the passionate work of everyone involved in the project, which houses four laboratory spaces designed for life-science startups, the facility was completed this month. Interestingly, one of the startups focuses on coronavirus vaccine-related research programs.

MBC BioLabs started in 2006 when Doug Crawford repurposed a utility room at the Mission Bay campus of the University of California. The QB3 Garage was born. As the first technology incubator in the UC system, the Garage was met with much skepticism. But of the first six startups, four raised Series A venture funding and a fifth was acquired for $25 million – and all within the first two years.

As word spread, entrepreneurial scientists were drawn to the easy access of lab benches, equipment and camaraderie.

Sensing the magic, Crawford leased and transformed a warehouse in San Francisco in 2013. The result was MBC BioLabs. Today, with more than 50 resident companies, an extensive list of successful alumni companies, and the new location in San Carlos, MBC BioLabs is the premier biotech incubator in the Bay Area.

One of the firms involved in helping complete the project was MBH Architects, a full service architectural firm headquartered in a LEED Gold office in the San Francisco Bay area with offices in New

York City, Denver, Mumbai and Bengaluru.

The firm has worked on more than 10,000 projects of nearly every project type.

We sat down with Andres Grechi, Principal and Design Director at MBH Architects, to get his insights on how his team helped complete a facility that may prove to be a game-changer in the fight against the COVID-19.

Give us a snapshot of the MBC BioLabs project.

We were first introduced to the project through long-time collaborator, Dewey Land Company, a developer that had partnered with MBC BioLabs in the past. Fast forward to today, our team has completed ground-up and renovation projects for MBC BioLabs throughout the San Francisco Bay Area and continues to partner on the development of new facilities with both MBC BioLabs and Dewey Land Company.

In regards to the laboratory at 930 Brittan Avenue in San Carlos, California—the new facility is MBC Biolabs’ third campus. It houses four laboratory spaces, which are each being utilized by life-science startups, including those focused on coronavirus vaccine-related research programs.

We began the initial design phase for the laboratory in 2017 and completed the project in August 2020. The development, which consisted of three warehouses that were renovated and combined into a single facility, now includes a new ground-up three-story addition.”

What were the goals of the project? How did they change when the pandemic hit?

The main goal was to empower entrepreneur scientists by providing them with a state-of-the-art facility to accelerate their scientific innovations. While finalizing construction earlier this year, we were hit by the coronavirus pandemic, but our goal did not change. Seven Bay Area counties were among the first in the nation to implement a shelter-in-place order, with the entire State of California following suit shortly thereafter.

Within the first week, MBC BioLabs and Dewey Land Company moved to have the project at 930 Brittan deemed essential. Due to the need for laboratories in the populous Bay Area, construction was permitted to continue and reach completion in August.

Now, the new laboratory is home to four companies—two of which are nonprofits— that are devoted to developing fast, accurate and budget-friendly COVID-19 tests.

In fact, one company recently was awarded a National Institutes of Health Rapid Acceleration of Diagnostics (NIH RADx) grant to continue its important work. Ultimately, MBC BioLabs’ mandate is to increase the number of SARS CoV-2 tests from about 0.5 million per day to over five million per day by mid-September.

Tell us about the immediacy of the construction deadline. How did that factor into the planning?

As soon as the pandemic hit and just about every construction project went into lockdown, we realized the construction schedule could be in jeopardy, so we consulted with city officials and received permission to continue construction—being this was a laboratory. With the need for scientists,

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testing and vaccine research, we received essential working permission.

What goes into enacting a design and construction plan at that pace?

With the luxury of time gone, one has to act fast and respond quickly to any questions from the field. RFIs become much more important and critical to keeping with the construction speed.

What special precautions (protocols) were put into place?

The contractor instituted a safe environment that included wearing masks at all times as well as random temperature checks. Additionally, MBH made its own site visit protocol for design teams to follow prior to visiting the site, including temperature checks, social distancing and wearing masks at all times.

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How much of these protocols will become permanent moving forward?

I am sure wearing masks will continue to be the norm, both in construction processes and 930 Brittan’s future operations. At 930 Brittan, we also installed built-in fever monitoring devices in the ceiling of all entrances which scan each person that enters the building for a fever. These devices will remain in the building for use beyond the pandemic to keep the laboratories hygienic and clean.

Were there any challenges?

Every project has its challenges, and 930 Brittan faced the same ones any project did before the pandemic. It also had the added layer of being completed in a time of increased health concern and social distancing. We were navigating construction

COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

in circumstances none of us have dealt with prior, forcing us to adapt our rhythms and problem-solve daily.

How does the overall design of the lab cater to what the facility managers were looking for?

The design objective was for the space to be colorful and lively, furnished with fun, yet durable materials that would meet day-to-day researcher needs and welcome potential investors into an inviting space. Common areas were designed to encourage spontaneous interactions or as we call it “casual collisions” and allow renters comfortable places to linger. The color scheme throughout the design and materials ties in with MBC’s brand colors and connects the laboratory spaces to the common areas.

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To reinforce brand cohesion across locations, the design team is using many of the same materials and colors across other projects for MBC BioLabs. A standout indoor/outdoor event space can be utilized for wellness activities or gatherings, and has been a much welcomed addition that employees enjoy regularly.

As laboratories are energy-dense environments, our team worked closely with MBC BioLabs to ensure all lab equipment appliances were Energy Star-rated. In addition, 930 Brittan’s rooftop is equipped with solar panels to help with energy production—a Bloom Energy Box eventually will be installed once an additional MBC BioLabs’ building has been completed adjacent at 1030 Brittan. This will help the new lab campus form its own microgrid by

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converting fuel into electricity through an electrochemical process.

What kind of conversations about the “new normal” are you having with your customers? Employees?

I do not think there is a new normal. I think we are all trying to be as flexible as possible and our customers are doing the same. We continue to provide our clients our best service as usual and that gives us a sense of normalcy.

With everything going on today, what is your short-term strategy? Long-term?

In the short-term, we are protecting our employees and clients by working from home, limiting site visits and meeting virtually. Our leadership is thinking ahead

COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

to office reopening, but will not reopen until we feel confident we can reopen safely. We are monitoring city and county guidelines for each of our office locations daily.

In the long-term, we hope to restore our company work environment to what it was with the necessary changes to maintain safety. We have continued to provide our best service to our clients through the pandemic, and will continue to do so in the future.

What is the best piece of advice you can offer to other firms on how to deal with what is happening right now?

Be as flexible as possible, and be open to any change. No one has dealt with a situation like this before and we are all figuring it out together. If you had told me five months ago I

would still be working productively from home now, I would not have believed you. No one knows what comes next, so we need to remain flexible with the circumstances and each other.

Give us a rundown of what you are seeing out there.

I see a lot more research and development projects on the boards, such as laboratories and health care facilities.

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

As a designer, the hardest thing for me has been the lack of physical contact with materials. It is crucial to be able to touch and see materials when selecting them for a design.

Now that we do not have access to our materials library, we have lost that sensory experience when designing.

What about the continued importance of sustainability today. What are you doing?

Sustainability and environmental responsibility is important to MBH at its core. We introduce sustainable design elements in every one of our projects. At the end of the day, it is up to the client to provide financial support for sustainable choices.

What type of opportunities do you see moving ahead?

Laboratories and health care.

What are some of the things you expect to see if and when we get back to any type of normalcy?

I think that a flexible work environment for our employees will be critical, I do not see everyone being in the office five days a week when we reopen the office fully.

From what you are seeing out there, how would you say the industry is handling construction in this new landscape?

Construction has been adapting swiftly to new protocols. Scheduling has become more stringent to accommodate social distancing guidelines, but contractors have been able to adjust and continue moving projects forward.

What should we expect to see six, 12 months down the road?

I am hoping things will return to how they were six to 12 months ago. We will look back at this period as a learning experience, and will slowly return to working and spending time together when it is safe—but not anytime sooner. Humans are social and adaptable beings, and we will find ways to socialize, work and enjoy yourselves again.

One-on-One with...

Andres Grechi, Principal, Design Director of MBH Architects

Describe a typical day.

What is the most rewarding part of your job?

I have an average of 10 Zoom meetings a day, from 7:30 a.m. onward. This can include checking in with my directors, meeting with new or current clients, evaluating projects and discussions with MBH leadership. During this moment, communication is the most important thing.

The moment one walks into a construction site and realizes that the sketch that was once on your desk is now a physical building.

That never gets old.

What is the biggest item on your to-do list right now?

Keeping in contact with everyone in the office. When we were in the office I would constantly be walking around, checking in with my teams. Those quick and effective informal check ins are now on zoom or phone. They are not only the biggest item but the most important task for me.

What was the best advice you ever received?

“Never make your work your life. Work to live not live to work.”

What is the best thing a client ever said to you?

“You changed our lives for the better with this building.”

How do you like to spend your down time?

I try to get on the ocean every day. Often, I paddle outrigger canoes and surf. Being in the water is my therapy and I am very fortunate that I live close to it.

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AUGUST 2020

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

Securing history Inside the HVAC system that helps keep the iconic Federal Hall chill

By Doug Reitmeyer

Securing history

Inside the HVAC system that helps keep the iconic Federal Hall chill

I

t is the location of the single most important invention ever conceived—the American Government. In the very heart of the Wall Street district of New York City, Federal Hall is a highly popular tourist destination run and operated by the National Park Service. You know the place. It is where George Washington was inaugurated as the new nation's first President and where the first US Congress convened. It is, without question, one of the most historically significant buildings in the world—the original Capital of the United States of America.

As you walk through its halls, you can get a sense of a newly elected President and Congress legislated the creation of the departments of State, War, Treasury and Justice. Last year, more than 15 million people passed by. Of that group, 200,000plus climbed the stairs to go inside, view the unique structure and rotunda, and peruse George Washington’s office and the Treasury vaults, which held more than $200 million in gold and silver bullion, and foreign currencies that financed the business of government.

In order to maintain the valuable and historic archives and to provide comfort for the staff and visitors, Federal Hall needed a new chiller. The National Park Service developed a set of requirements and posted a solicitation at SAM.gov requesting qualified contractors to provide written proposals, including listing references from recent and relevant chiller replacement projects.

That is when Philadelphia's Keystone Construction reached out to Government Construction Experts, which includes a licensed Master HVAC Mechanic, Master

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An original US Treasury vault on display at Federal Hall.

COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

Electrician and one of the most experienced federal contractors in the country.

Keystone needed some help and knew where to turn.

After receiving the contract award, Keystone Construction and Government Construction Experts went to work. Their first stop was the York division of Johnson Controls Inc.,

Old existing chiller

New chiller system installation

where they met with company’s sales representative, Brittany Garcia. Together, they needed to make sure what type of equipment could fit through the door opening and into the tight space at Federal Hall.

The American Made 140-ton York chiller was shipped from San Antonio to the Brooklyn yard of Skylift. After the NYDOT (New

Removal process

7 things you should know about Federal Hall The dome at Federal Hall does not appear in any of the blueprints for the building. They added it on at the end, which helps provide light to the rotunda and the basement level through portholes in the rotunda floor. And that is not the only thing people do not know when they hear the story of the historic building. Here are six more things you probably did not know: > The current Federal Hall building is not the original. > The current building is a mashup of architectural styles. > The Bill of Rights was born here. > It has been home to both state and federal government (as well as a couple other organizations). > It was built like a fortress. > The floor features a series of distortion marks from bags of gold being dragged across it for years. > It is now a museum and contains three artifacts from the 1789 inauguration of George Washington.

Due to the pandemic, Government Construction Experts communicated daily from Austin, Texas with Efrain Jimenez and his team via FaceTime.

AUGUST 2020 — COMMERCIAL CONSTRUCTION & RENOVATION

79

York Department of Transportation) approved a permit, Skylift delivered the unit to Federal Hall on Saturday morning, July 18, 2020.

Bringing on Manhattan licensed Master Plumbing and GC, Efrain Jimenez, Jr., to the team, the work was started after Governor Andrew Cuomo lifted the state’s stay at home order. First, the team removed 400 pounds of Freon from the old chiller. Next, they literally saw-cut the old chiller into pieces to remove it from the building and get the new one rigged into place.

Due to the pandemic, Government Construction Experts communicated daily from Austin, Texas with Jimenez and his team via FaceTime. Together, they worked through

each and every detail—from the demolition, rigging, piping, electronic controls, 600 AMP power system, and coordinating the chiller startup and training with the National Park Service facilities management team.

Materials were supplied by Bruce Supply in Brooklyn, New York, Ferguson Supply in Manhattan, and Ideal Supply in Jersey City, New Jersey. To the delight of the National Park Service, the Keystone Construction team started the new chiller on August 25, 2020, several days ahead of schedule.

Even in the pandemic, Federal Hall will soon be open to visitors again—a life’s “Bucket List” item for every American clamoring for a sense of historical perspective. FC

The Federal Hall backstory Federal Hall National Memorial in downtown New York City marks where George Washington was inaugurated as the first US President on April 30, 1789. But the building on the site is not Federal Hall, which was torn down in 1812. The current building is a former US Customs House that opened in 1842, serving as the Washington Inaugural Gallery museum since 1939.

The original Federal Hall opened in 1703 as a city hall to house the British royal governor’s council and assembly.

Once the United States had defeated the British in the American Revolution, New York City became the de facto capital of the United States, with city hall serving as its Capitol Building.

Beginning in 1785, it was the headquarters for the Confederation Congress at a time when the Articles of Confederation still were the governing document for the new nation. Once the

current US Constitution was ratified in June 1788, City Hall was enlarged and remodeled in the Federal style by Pierre L’Enfant, the man who would go on to design Washington, DC. The structure solidified its place in history when the first US Congress drafted and approved the Bill of Rights in the building.

In the winter of 1790, the capital of the United States was moved to Philadelphia. Once it moved, Federal Hall returned to being a city government building, eventually being torn down in 1812 to make way for a new City Hall building. It was not until 1842 that the current building was completed. Built in the Greek Revival style, it was first used as a US Customs House, and then a US Sub-Treasury building from 1862 until 1920 when the Federal Reserve Bank replaced the sub-treasury system. It was also used as an FBI building and a passport office.

Doug Reitmeyer is a founder of Government Construction Experts. Known as the “No. 1 Federal Contracting Expert In The World,” Reitmeyer has worked on over 1,000 federal contracts that have generated more than one billion dollars in revenue. He can be reached at Doug@GCExperts.com.

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INDUSTRY

WOMEN IN CONSTRUCTION

Step by step: Working through today’s ‘new normal’ Our conversation with industry hospitality veteran Lu Sacharski

T

he work goes on. They build. They renovate. It is just that today, knee deep in the grips of a global pandemic, commercial construction professional have to figure out different ways to get the job done. It is unlike anything that Lu Sacharski has ever seen. After

nearly 35 years in the hospitality side of the business, she is like everyone else—each day brings a new lesson, a new lead and new challenge to face.

Sacharski, while still working on proposals for InterServ Hospitality, is as anxious as anyone to see what the future holds. Over her storied career, she has worked on multi-million dollar renovation projects on 4 and 5-star hotels, and a project that was honored with an International Hotel Group PIP Renovation Award for “incredibly innovative and highly complex work.”

Getting the great experience of the operation side of the hospitality world would play a very important role with becoming a project manager/VP of Operations.

Lu Sacharski

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Wherever she has been and whatever she has done always has been in step (and beyond expectations) with what the job required. Over the years, Sacharski has served two terms on the State of Wisconsin Dwelling Codes Commission, and played an instrumental role in spearheading the restoration and catastrophic management efforts on nine properties devastated by

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CIRCLE NO. 38

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INDUSTRY

WOMEN IN CONSTRUCTION hurricanes in Florida. We sat down with her to get her insights on what to make of today’s pandemic-defined industry and why tomorrow is a day worth waiting for.

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

The construction industry at this time is very mixed. GCs that had projects approved along with funding in most cases are moving forward with the projects. This would be a great time to be able to complete parking lots upgrades, swimming pools (new and upgrades), paint exterior of buildings, window replacements, elevator upgrades. All of this depends on available funding.

What is the biggest lesson the past few months have taught you?

I started out worrying about not finding another position. As of today, I have sent more than 165 resumes out, resulting in 35 interviews and no offers. I took a few steps back and had to regroup my thoughts. I am giving it my very best. I have the knowledge and great experience; I have not reached the right company as of today. But tomorrow is another day, so I just keep placing one foot in front of the other, step by step.

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

I had my first position at the beautiful Pfister Hotel and Tower in downtown Milwaukee. I loved the fact that no two days were ever the same. Getting the great experience of the operation side of the hospitality world would play a very important role with becoming a project manager/VP of Operations.

If I had to do it all over again, I would reach out into the trades—painters, plumbers, welders, electrical, HVAC, glazing and equipment operators. Work is ready when you are.

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

Technology is forever changing. Skilled trades crew available to work.

Quality workmanship.

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

If I had to do it all over again, I would reach out into the trades— painters, plumbers, welders, electrical, HVAC, glazing and equipment operators. Work is ready when you are. Also, I would look into becoming an “expert” in the ADA world. The rules and regulations are changing almost daily.

What challenges remain?

Being able to return to work and be safe and healthy is going to take longer than what most of us think to make a “come back.” Businesses are closing every day that were at one time very successful.

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What is the best piece of advice you have ever received?

I had a superintendent I was working for tell me that you can always judge how well a project is running by the condition of the job site. It is so true. If the project is a mess, so is the job. You can see it in the daily documentation, production and attitude of the team.

What is the advice you would share with women just entering the industry?

Network, network, network. Do not be afraid to ask questions. Take time for yourself and family. If you do not love what you do—move on.

What is the biggest item on your to-do list?

To stay healthy not only for myself, but for my friends and family.

What is the first thing you are going to do when everything gets back to normal?

Normal will never be the same as it was. I am looking forward to the “new” normal and completing some great renovations.

What is one of the biggest lessons you learned over the past four months?

I am so grateful that I married my best friend. This is the first time in our 34 years of marriage that we have been together this long, day in and day out. Usually I am on a plane going to another project, and he is either taking me to the airport or picking me up from the airport. Home for 72 hours, and then back out on the road. It is wonderful getting to be together. It is just that our “to-do” list keeps getting longer. CCR

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The Townson Company 7157 Colleyville Boulevard, Suite 101 Colleyville, TX 76034 817-421-1177 • www.townsoncompany.com CIRCLE NO. 39

A W A R D S Recognizing 12 of the industry’s most important women & men leaders.

The CCRW honorees will be featured in the CCR October 2020 issue and CCRM honoress in the November 2020 issue.

Nomination form:

_Women_-_Deadline_to_submit:_8.21.20______ _Men_-_Deadline_to_submit:_9.18.20

Name:__________________________________________________________ Title:____________________________________________________________ Company:_______________________________________________________ Years_in_Industry:__________________________________________________ Your_Working_Relationship_with_Nominee:

Why_is_the_nominee_deserving_of_The_CCRW_Award?

Submit all forms to Mike Pallerino: mikep@ccr-mag.com CIRCLE NO. 40

FALL 2020

www.ccr-mag.com

Kitchens

Two with everything How Aaron Anderson is helping build one fast-casual brand and create another A special supplement to:

Aaron Anderson, Axxeum LLC President & CEO, of Steakhouse 1635, and franchise owner of The Original Hot Dog Factory

Two with everything How Aaron Anderson is helping build one fast-casual brand and create another

By Michael J. Pallerino

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steamed bun. Chili. Raw onions and a shot of yellow mustard. You know you want a hot dog right now, right? Growing up in Detroit, Dennis McKinley never dreamt there was anything other than the Coney Island style hot dog. But as he traveled around, he

was amazed at such how many different style hot dogs were out there.

So McKinley started thinking. Why not open a hot dog franchise company? In 2015, after purchasing, revamping and rebranding The Original Hot Dog Factory name, he set out to spread the love for one of America’s favorite foods. The brand hit pay dirt after McKinley appeared on the Bravo reality TV show, “The Real Housewives of Atlanta.”

Today, McKinley is driving the brand fast-forward with franchisees like Aaron Anderson, president and CEO of Axxeum LLC. The entrepreneur is not only helping to grow The Original Hot Dog Factory name in Philadelphia, but he also is on track to open a new steakhouse in the City of Brotherly Love, Steakhouse 163.

Commercial Kitchens caught up to Anderson in between working both sides of his growing restaurant brand.

focus at Steakhouse 1635. I want it to be a place that has an open and colorful floor plan, one that is enjoyable and exciting with quality service and engaging. This will be the blueprint for the Steakhouse 1635 franchise model—with plans to open similar locations nationwide and internationally.

What type of consumer are you targeting?

I am targeting not only families, but business-minded professionals who want to dine in a safe, wholesome atmosphere that exudes dynamic energy—one that offers the highest quality ingredients served to perfection.

Give us a snapshot of The Original Hot Dog brand?

The Original Hot Dog Factory was founded in Atlanta in 2010. I opened my first store in February 2020 and now I have five locations. The Original Hot Dog Factory is a whimsical, family fun chain catering to families and everyday people looking for satisfying fun treats and an affordable price. We offer more than two dozen menu options—and it is not just hot dogs. We also sell chicken sandwiches, Buffalo wings, burgers and various French fry options. Carnival themed desserts are also a popular option on the menu, including deep fried Oreos, Twinkies and funnel cakes dipped in powdered sugar.

Tell us about Steakhouse 1635.

What was the inspiration behind that concept?

My love for enjoying a good steak is one of the reasons and inspirations for launching Steakhouse 1635, which is scheduled to open in fall 2020 in Center City—downtown Philadelphia. It is currently under construction. We are very excited to offer a new, intriguing steakhouse experience.

The traditional steakhouse usually has a stuffy, traditional and, at times, boring atmosphere. Steakhouse 1635 will offer a totally different experience focused on being fun, upbeat and quite a huge difference from the norm. Modern, eclectic and unforgettable is our

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

I have discovered the way an establishment looks on the outside is a critical component in getting customers to want to come inside and see what the restaurant has to offer. The construction and aesthetics of a building are just as important as the menu options, service and the cost of food items. Consumers today are more educated and

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choosey, as it pertains to where they want to dine and where they want to spend their money. So, to stand out in an overly saturated market, being unique and raising the bar can make the difference between staying afloat and drowning.

What about Steakhouse 1635?

Steakhouse 1635 will be in the heart of downtown Philadelphia, so we have to make sure we stand out among the several other steakhouses nearby. We do that by catering to the needs of our customers and listening to what it is they are asking for. This can be a very congested area, and on busy nights customers can wait more than an hour for a table at other steakhouses nearby. Our challenge will be seating customers faster, offering menu items that are better and unlike our competitors and doing so in an environment that’s exciting and one where customers will want to come back.

Take us through your construction and design strategy.

Our model consists of an open floor plan, centered around the grab and go concept. This design is very important especially in this COVID-19 era. Black and white wallpaper with large letters in a newspaper style format accentuate the walls and generates lots of compliments. The stores have a very modern and sleek ambiance catered towards the chick consumer, environmentally conscious and short on time.

The counter is spacious and gives the customer a glimpse of the many fresh food options and condiments to top their favorite hot dog, burger or chicken sandwich. Kiosks have been installed at all of my stores to expedite the ordering process and keep customers and employees safe.

Is there a location that really shows how the brand interacts with the community and customers? One of your favorites?

The Original Hot Dog Factory’s Center City location is in the heart of Downtown Philadelphia. This location is around the corner from a homeless shelter and a homeless intake center, which we consider it a blessing to be located near. This is because we are able to give free meals immediately and often to those in need. We also contribute to the Ronald McDonald House, providing hundreds of free meals to families in need. During the height of the pandemic, we were also able to provide meals to first responders on the frontlines of the epidemic because of our close proximity to area hospitals and urgent care centers.

Walk us through how and why it designed the way it is?

We opened our Center City location of The Original Hot Dog Factory in March 2020 after our first location at the Subaru Soccer stadium had to close because of COVID-19.

We designed it with keeping efficiency and safety in mind, especially knowing that COVID-19 had taken front in center in all of our lives.

With indoor seating no longer an option, we installed self-service kiosks to keep customers and employees safe and also to expedite the ordering process. This proved to be a huge success and helped to boost sales month after month. The open floor plan design is also helpful for our food delivery partners to come in quickly, retrieve their items and leave, safely and with efficiency.

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Give us a rundown of the market’s layout.

The competition among restaurants is fierce, so a marketing layout must be effective to fill seats. This has been especially challenging during the pandemic. Our layout consists of promotion through social media, partnering with food delivery services and offering specials on take-out orders have helped us to fill the void for in room dining. Also catering toward essential workers, and staying open and accessible during the times that others are closed also have helped.

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

COMMERCIAL KITCHENS

Honesty, integrity, professionalism, quality and smiles all go a long way. There are very important characteristics that still go a long way and can determine the success or failure of a business.

The biggest challenge to me is making sure I stay under my budget.

As an African American man, it is especially difficult to get loans,

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therefore I have paid for everything out of my own pocket. Fortunately, my previous businesses have been successful, allowing me the assets and opportunity to afford this latest projects.

Talk about sustainability.

What are you doing?

Our future is dependent of the work and the strides we take today. Therefore, I have taken several steps to ensure sustainability in our structures such as using enough insulation. Many buildings are built with too little.

We choose green and sustainable materials and also make the best use of natural light in our plans. In addition, we implement the use of structural systems early in the design process. Making sure we are being energy and water efficient are also top priorities.

We don’t strive to be bigger.

We strive to deliver the best quality and service in the industry.

Our specialized project management teams are highly effective in maintaining affordable budgets, meeting tight deadlines, and delivering quality construction turnovers on time, every time. From coast to coast, Alaska to Puerto Rico, Hunter Building Corporation has you completely covered on your next construction project!

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Retail Construction • Restaurants • Hospitality • Office Spaces • Medical

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Are you optimistic about how the marketplace has responded?

I am extremely optimistic about how the market is responding to my franchises. Our success with the Center City location paved the way to opening several other locations in just six months. It also created an opportunity for us to open a new concept with Steakhouse 1635.

Customers were looking for something unique, fun and cost effective yet upscale, so we answered the call with our The Original Hot Dog Factory franchises. We will do the same with Steakhouse 1635.

What is your growth plan?

What areas are you targeting?

My goal is to open 18 The Original Hot Dog Factory locations by 2021 throughout the United States and abroad. Steakhouse 1635 is scheduled to open in the fall of this year, with plans to franchise the operation and open in five major cities by the end of 2022. These cities include New York, Miami, Las Vegas, Miami and Los Angeles.

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

The secret to creating a “must visit” restaurant is providing something that your competitors do not offer and listen to the customer.

The old adage, “The customer is always right” will always ring true.

In Philadelphia, there are restaurants on every corner, so it is critical that one stands out and sets itself apart. What has made my franchises so successful in the area is our A-1 customer service, and affordable high quality unique food items. Also, as the owner, there is no job that is too small for me. You may find me behind the counter taking orders or helping to tidy each store. Customers can relate to humility, kindness, professionalism and gratitude.

In this COVID-19 era, customers want to make sure they are safe, and the items they purchase are safe to eat.

What is today’s consumer looking for?

Today’s consumer is looking for a quality one of a kind experience at an affordable price. Their needs are also always changing so it is important that concepts are fluid and constantly evolving. Gone are the days of traditional service. Consumers are more intelligent, cost and environmentally conscious. Companies that fashion themselves after these changing customer needs will survive long term.

What is the biggest item on your to-do list right now?

What trends are you seeing?

In this COVID-19 era, customers want to make sure they are safe, and the items they purchase are safe to eat. Cost is also a major factor. In these challenging financial times, consumers are not eating out as much, but when they do, they are choosing select places to spend their hard earned cash. Employee safety is also paramount.

Perfecting the take-out order process in a safe environment are the new challenges that restaurants across the nation face. Providing fast, effective service is what we have had to focus on and it does not seem like this trend will end anytime soon

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Our newest location of The Original Hot Dog Factory is opening the last week of August. Now my focus is to open Steakhouse 1635.

Our goal is to open this location in the fall 2020, so we only have a few months to go. It is especially tough as we with the pandemic still raging, we are uncertain as to what this means for indoor seating, so we are preparing for alternative strategies to stay viable yet adhere to the city codes in regards to COVID-19.

Describe a typical day.

Every day is definitely full of excitement and no two days are the same.

In just six months, I have opened five The Original Hot Dog Factory restaurants and am overseeing the construction of Steakhouse 1635. I did this without having any prior restaurant experience.

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Each day includes, staffing restaurants, ordering supplies, handling payroll, daily meetings and putting out fires that may arise with operating new businesses. Overseeing the day to day construction and plans of Steakhouse 1635 is another full time job. The building is under construction, so I have to ensure we adhere to all building codes and ordinances and, most importantly, ensure we stay under or at budget costs. I am also the father of three beautiful daughters, another full time job in itself—one that I truly love.

Tell us what makes your brand so unique?

Honesty, integrity, professionalism, quality and smiles all go a long way. There are very important characteristics that still go a long

way and can determine the success or failure of a business. I am one of five children raised by a single mother, after my father died when I was 10. She instilled these core values in me and also a diligent work ethic.

I have an unyielding desire to succeed, but most importantly, to value and respect others while doing so. When you are working in the public sector, these are traits that must be on the forefront to ensure your viability as a business owner. Customers have a variety of options and are very selective especially during these tough economic times. So, when they can find a place that operates on these values, it is a win-win for the customer and business owner.

Offering quality products at a reasonable price are also key. CK

One-on-One with...

Aaron Anderson, Axxeum LLC President & CEO

What is the most rewarding part of your job?

It is being an inspiration to others who may want to follow in my footsteps and do the same thing I am doing.

I also take pride and give back to those in need. It is very important to never forget where I came from and to lend a helping hand to the less fortunate. I also take pride in being able to give jobs and second chances to those who are often overlooked in society, including the homeless and those formerly incarcerated.

What was the best advice you ever received?

Never to be afraid to embark on my goals and to dream big. I was told if my dreams do not scare me, they are not big enough. Also, to never accept the word no. If there is a will, there is a way. Perseverance and keeping the right company are imperative to one’s success. We are only as strong as those we surround ourselves with. If you spend time around five brilliant minds, then you are the sixth.

What is the best thing a client ever said to you?

I really appreciate you and thank you. These two things go a long way. To be appreciated for the good you are doing is music to my ears. It makes me want to work even harder.

My goal is to not only achieve my dreams, but to help and please others during the process. No man is an island, and we are here to service and be a blessing to others.

Name the three strongest traits any leader should have and why.

Listen more than you speak, be honest, humble,

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compassionate and never comfortable. Comfort is the enemy of success. If you are too comfortable, you will not be open to change and trying new things or advancing.

Listening shows you care about what the other is saying and shows true leadership. Remaining as humble as possible is also imperative. We are all works in progress and as quickly as the success comes, it can be taken away.

How do you like to spend your down time?

I am an avid traveler. I have visited dozens of countries around the world. Traveling gives me a sense of freedom and gratitude. Reading is also something I enjoy to keep my mind engaged and is also very relaxing. Spending time with my three girls however is my main priority.

As I mentioned, I lost my father at 10 years old, so to be in my children’s lives and being there for important milestones in their lives is priceless.

What are you going to do once we get back to some sense of normalcy?

I have plans to empower others through motivational speaking across the nation. I also have plans to write an inspirational memoir to help others achieve their desires.

Sports are also another passion of mine. I have plans to become an owner in a sports franchise. I will also resume my love of travel. Most important, I plan to spend more time with my loved ones. Nothing matters more to me than spending quality time with my family and friends. Giving back is also on the top of my list. I have plans to launch a shelter to cater to families in the inner cities of Philadelphia.

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CIRCLE NO. 45

Cannabis The

August 2020 • Issue 2

O P E R A T I O N S

A model to follow How Skymint is poised to change the cannabis retail game

Jeff Radway, Co-Founder & Chief Executive Officer of Skymint

THE CANNABIS OPERATIONS

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A model to follow How Skymint is poised to change the cannabis retail game

By MJ Pallerino

I

t started as a medical marijuana company. But when the Lansing, Michigan-based company, Skymint—one of the largest in the state—opened its first dispensary last year, little did anyone know the precedent it set.

One of those pandemic defined “essential businesses,” Skymint’s goal is to give its employees and customers the “best in life” treatment. It starts with the product. Homegrown in the State of Michigan, Skymint offers that farm-to-stash freshness with value. Treating its customers like artists, the retailer is changing how its customers shop and act.

We sat down with Jeff Radway, Co-Founder & CEO of Skymint, to get a his take on what may be cannabis’ new retail leader.

GIVE US A SNAPSHOT OF YOUR BRAND? Skymint is Michigan’s leading premium cannabis retailer, with 10 dispensaries currently open around the state and many more on the way. As purveyors of exceptional cannabis, we offer customers a variety of great products for daily wellness, healing and just getting high on life.

WHAT TYPE OF CONSUMERS ARE YOU TARGETING? To us, cannabis is for any adult seeking a little mental or physical relief, or someone who just wants to kick back and have a good time. Destigmatizing our industry is one of our top priorities. Helping make more people comfortable through our shopping experience is a big part of that mission.

HOW DOES THE OVERALL DESIGN OF YOUR SHOP CATER TO WHAT TODAY’S CONSUMERS ARE LOOKING FOR? We are working hard every day to change the way cannabis is sold, with each of our dispensaries featuring an inviting atmosphere and discovery-driven retail experience. To us, getting rid of the intimidation some shoppers—myself included—feel when they walk into an unfamiliar dispensary for the first time is critical. One of the

ways we have found success is by making the store look and feel more like a traditional fashion retailer, which many of them are not only familiar with, but comfortable in.

WHAT KIND OF ADJUSTMENTS ARE YOU PLANNING TO CATER TO HOW CUSTOMERS SHOP IN THIS NEW LANDSCAPE? We are doing our best to stay as flexible as possible. We were very quick to institute safety and convenience measures for our customers and team members alike—primarily, online ordering and curbside pickup.

We are in the process of launching our delivery service and implementing touchless transactions through ACH paperless payment methods.

WAS YOUR OPERATION DEEMED ESSENTIAL DURING THE LOCKDOWN? HOW DOES THAT HELP THE CATEGORY’S STANDING IN THE MARKETPLACE? We are so grateful cannabis was deemed essential in Michigan. We have heard

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first-hand what an impact cannabis has made in people’s lives during this period of uncertainty, from daily wellness to stress relief.

WHAT IS YOUR SHORT-TERM STRATEGY? LONG-TERM? In the near-term, we are focused on staying flexible and providing the safest, most convenient cannabis shopping experience possible as Michiganders grip with the new realities brought on by COVID-19. Ultimately, we look forward to growing our footprint in the state to reach more people looking for quality cannabis, a great value and an unforgettable shopping experience.

A MODEL TO FOLLOW

WHAT TYPE OF AREAS DO YOU LOOK FOR WHEN SEEKING STORE LOCATIONS? Securing locations is extremely competitive, from real estate to licensing and everything in between. We evaluate each potential location independently based on the local market, and the wants and needs of the people who live there. We also look for communities and municipalities with whom we can forge strong, long-term partnerships.

WHAT IS THE BEST PIECE OF ADVICE YOU CAN OFFER TO OTHER BRANDS ON HOW TO DEAL WITH WHAT IS HAPPENING TODAY? Even prior to COVID-19, volatility was a

given for cannabis. It is critical to be ready to change directions quickly and confidently to meet new customer needs, supply chain considerations and policy fluctuation.

WHAT MAKES YOUR LOCATION ENGAGING TO TODAY’S CANNABIS CUSTOMER? HAVE YOU ADDED ANY IN-STORE FEATURES? A big priority is introducing new customers to the cannabis industry. The key to accomplishing this is by providing first-time customers with an inviting, informational and unforgettable customer experience. Our stores are designed to be beautiful, explorable and unique.

We provide the opportunity to learn about cannabis through art installations, browse product information using our digital kiosks or have a one-on-one conversation with our expert sales associates. We combine beautiful aesthetics with open interaction to create a best-in-class customer experience that turns first-time shoppers into lifelong fans.

Securing locations is extremely competitive, from real estate to licensing and everything in between.

WALK US THROUGH HOW AND WHY YOUR SHOP(S) IS DESIGNED THE WAY IT IS?

Hazel Park, Michigan location

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We wanted to create a 21st Century retail space. We saw most cannabis shops stuck in a cross between a smoke shop and an adult bookstore, and we did not think either was particularly inviting to the cannabis consumer of the future.

The space should be modern, inviting to all, browsable, and merchandised by category and brand for consumer ease. The floor should also be dynamic, as you would find in any leading 21st Century retailer. Most importantly, checkout lines and stanchions should not be the focal point.

GGS Partners

llc

FACILITIES MANAGEMENT COVID-19 PPE

Electrical HVAC

Sanitize Cleaning

Janitorial

National Project Roll-outs

Plumbing

Flood/Fire/Hurricane Response Emergency Services

Handyman Repairs Floor Replacement/ Maintenance

Over 35 Years of Experience

GGS Partners knows that each multi-unit operator is unique in their facility management needs.

We share your vision for your property needs and meet them with exemplary execution!

GGS Partners creates and implements each program, and follows through to successful completion.

During these challenging times, experience counts!

We make YOUR business, OUR business Neal A. Sperling – Managing Partner (609) 313-4346 • neils@ggspartners.com • P.O. Box 3075 Margate, NJ 08402 • www.ggspartners.com CIRCLE NO. 46

THE CANNABIS OPERATIONS

A MODEL TO FOLLOW

GIVE US A RUNDOWN OF YOUR MARKET’S LAYOUT. Our statewide footprint means we are poised to serve adult-use customers across the state. That presents benefits, particularly as people look to take safe, in-state road trips and vacations—during which they are likely to find our familiar storefronts. Michigan’s overall adult-use market continues to grow rapidly and shows no signs of slowing. We are thrilled at the opportunity to serve more and more of our friends and neighbors.

WHAT IS THE BIGGEST ISSUE TODAY RELATED TO THE CONSTRUCTION SIDE OF THE BUSINESS?

We are driven by the opportunity to continue surprising and delighting customers, as well as changing the public conversation and opinion of the cannabis industry as a whole.

Speed and quality are critical. Quality represents the ability to fully deliver on the look and feel objectives we have outlined. Speed is critical, but often presents our biggest challenges due to the highly regulated environment of cannabis, and the many permits and licensing sign-offs required to open.

TALK ABOUT SUSTAINABILITY. WHAT ARE YOU DOING? Product packaging is one area we spend a lot of time on, both in terms of aesthetics, but also as it pertains to sustainability. We are regularly evaluating sustainable packaging materials as they become available.

Additionally, cannabis and retail are both fairly energy intensive. We have worked closely with local power companies to explore ways to reduce the load and find other ways to offset our needs, such as installing solar panels where possible.

WHAT TYPE OF OPPORTUNITIES DO YOU SEE MOVING AHEAD? Truthfully, the opportunities are endless. As we continue to draw new customers to our industry and dispensaries, we will continue to learn, adjust and adapt to their needs. Another area of opportunity is the continued destigmatization of the industry and everything that comes with growing positive public opinion.

As part of that movement, we are proud to support groups like the Last Prisoner Project, which is working day and night to address criminal injustice for those unfairly

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A MODEL TO FOLLOW

punished for nonviolent cannabis crimes under old, obsolete laws. Through partnerships like this, we have a real opportunity to improve lives in the communities we serve.

ONE-ON-ONE WITH...

Jeff Radway, Co-Founder & CEO Skymint

WHAT TRENDS ARE YOU SEEING/EXPECTING? Omni-channel retail has been affecting brick and mortar retail for well over a decade, and we expect that trend to continue.

Stores need to provide amazing service, including a visual and educational experience—while offering other popular and emerging options in this industry, such as curbside pickup and delivery. We continue to believe that there is a need for stores to fully meet the needs of our customers today and tomorrow.

WHAT IS THE SECRET TO CREATING A “MUST VISIT” LOCATION IN TODAY’S COMPETITIVE LANDSCAPE? As I mentioned, for us it is about getting out of the “dispensary experience” mindset.

Instead, our stores are designed to offer exciting and surprising retail experiences, regardless of what products we sell.

WHAT IS TODAY’S CONSUMER LOOKING FOR? Our customers come from such diverse backgrounds, including their experience with cannabis. That is obviously a challenge, but one we relish the opportunity to solve when we wake up every day. We have seen that by offering exceptional products, great value and an unforgettable shopping experience.

We have continued to win loyal fans.

TELL US WHAT MAKES YOUR BRAND SO UNIQUE? We are driven by the opportunity to continue surprising and delighting customers, as well as changing the public conversation and opinion of the cannabis industry as a whole. The plant’s benefits in our lives, from each individual to our broader community, are unbelievable, and we will continue to shine a light on all the ways cannabis can help people.

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Describe a typical day.

This business feels like a 24/7 ultra-marathon challenge on most days. Our co-founder and I often joke that it has been a hell of a week by Tuesday or Wednesday due to the volume of work, communications and data that comes at you in the course of a day. My days start early, normally around 6 a.m., and typically end with emails and catching up on reports around 7 p.m.

I spend most of my time working on the future growth of our business from a capital perspective, as well as evaluating brand collaboration and acquisition opportunities.

I also try to stay close to the market by visiting our facilities (now at 13) and our competitors’ stores. In my past life as an apparel company owner, we virtually lived in stores, so that is something I will never get too far away from. There is no substitute for being in the market.

What is the best thing a client ever said to you?

Again, I will pull from my lawn mowing business when I was in high school. My partner and I had about 50 customers and would sometimes mow into the evening (with flashlights taped to our mowers so we could see).

One evening, we were mowing a lawn belonging to an older gentleman who owned the largest chain of dry cleaners in the mid-Michigan area. He walked out and told us we were doing a great job and wanted to pay his bill. I told him we would leave an invoice in his mailbox and not to worry, we could collect next week.

He looked at me very seriously and said, “Never give credit.” He went on to explain how difficult it is to make a profit in business and one customer not paying would take a long time to make up.

It was a great lesson at age 17.

It taught me to pay careful attention to the accounts receivable collection cycle

COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

and overall finances of my business and not just the sales generated.

What is the most rewarding part of your job?

I love talking with our team and hearing stories about what brought them into the cannabis industry, their passion for the industry and the people they know who have been helped by cannabis.

I believe strongly that this plant can help to change the world—and our business can act as a catalyst for that. It is a “rising-tide-lifts-all-ships” concept. We are renovating dilapidated properties, hiring talented individuals at our retail stores and manufacturing facilities, and paying well above typical retail salaries, all while offering very competitive 401(k) and health insurance programs. It may sound like a stretch, but I truly believe cannabis can help rebuild the middle class in our country, and improve the comfort, pain relief and overall quality of life for everyone.

What was the best advice you ever received?

My grandmother gave me a start-up loan on a lawn mowing business when I was in high school. She matched the funds I had available. Of course, I was super grateful, and while thanking her, she said, “Just make the business a success and remember to help someone else.”

She was an amazing woman who helped start a coffee roasting and manufacturing business during the Great Depression with her husband. That business, Paramount Coffee, is still thriving today. She believed in the power of a successful business to help bring others up.

How do you like to spend your down time?

I love traveling with my family on a boat, a beach or on a bike.

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.

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CIRCLE NO. 48

(415) PERMITS EXT. 2 | www.PERMIT.com

CIRCLE NO. 49

AUGUST 2020 • VOL 4 • ISSUE 6

The Voice of Craft Brands

Family. Country.

Great Beer.

Inside the story (and magic) of Texas’ 12 Fox Beer Co. Aaron Luelling and Joe Hogge, co-founders of 12 Fox Beer Co.

The Voice of Craft Brands

Family. Country.

Great Beer.

Inside the story (and magic) of Texas’ 12 Fox Beer Co.

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CBAM-MAG.COM

By MJ Pallerino

Whiskey. Tango. Fox (Trot).

Their friendship was formed in the place where young men are expected to grow up fast. Back in 1994, Aaron Luelling and Joe Hogge met at basic training at Fort Sill, a US Army base in Lawton, Oklahoma, 85 miles southwest of Oklahoma City. Forming what would end up being an unbreakable bond, they soldiered through their military training, eventually ending up together stationed in Bamberg Germany. It was there—the place often referred to as the Motherland of Biers—that their palettes were introduced to the sweet sanctity of German beer.

After leaving the service, it would be several years before Luelling and Hogge caught up again. This time, Luelling’s passion and talent for home brewing became his calling. While living in Las Vegas, Luelling was working as a CPA by day and moonlighting as a home beer brewer at night. His hobby quickly caught the attention of fellow brewers when he started receiving numerous accolades and awards for his work. In one competition, in Corona, California, Luelling walked away with the “Best of Show,” besting the other 272 entries.

The sidebar to this story is that with each brew Luelling made, he would send a sample to his old friend Hogge to try out. And the idea hit them. Why not start their own brewery? Making the move from Vegas to Texas (after intense conversations with his family), Luelling and Hogge eventually opened the 12 Fox Beer Co. in 2019, creating a Cheerslike atmosphere that the locals of Dripping Springs, Texas cannot stop talking about.

We sat down with Hogge to get his insights on how the duo turned a hobby into one of Texas’ most sought after beers, and what the future holds for today’s ever-changing craft landscape.

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

Coming from an Army background and a military family, our business and daily life model has always been to improvise, adapt and overcome. That is exactly what we did with the onset of the recent state of events. We found ourselves tuning in for updates on a regular basis, so we could assess the situation, reconvene and make our next plan of action.

Our most important focus was additional sanitation efforts and focusing on what needed to be done to continue serving our community in a safe and effective manner. In an effort to continue being considered an essential business, we quickly opened a market carrying

products from several local businesses, as well as fresh produce and pantry staples from Sysco and Restaurant Depot. The gesture was an effort to make sure our customers and neighbors would have access to fresh products and not have to wait in a long line at the local grocery store to get what they needed. Essentially, we saw a problem within our small community and found a way to fix it.

Another huge pivot was changing our hours of operation. We went from only being open on the weekends to opening seven days a week. We are under a year old, and we wanted to make sure we could continue paying all the bills a new business faces as well as make sure our neighbors had food readily available.

We also stuck our necks out and double down on purchasing a Growler machine so we could can beers to go on demand. We knew we were throwing the dice by spending money on the brink of the unknown, but it was a gamble we felt safe taking. This purchase was one we

do not regret. Offering to-go, canned beer actually made our sales go up during the month of April. We attribute this to our customers showing up for groceries and taking four to six beers home.

What kind of conversations are you having with your customers?

The same ones that we all have had. The majority of our customers are actually retired and have been through much scarier times than this. Most are veterans have been through multiple wars and plagues. They are of the age that where they are supposed to be hunkering down, when in fact, they were following the recommendations.

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12 Fox Beer

Other conversations included: When will this end?

How are you holding up? Can we help in any way? What made you decide to stay open? Why did we close down the entire country?

What role should a brand play in being a leader in a distressed market?

I think we should lead from the front. I would not ask you to do anything I would not do myself. The Army taught us that people need a strong, focused leader who keeps the wellbeing of all involved in consideration, then moves on with their mission without hesitation.

What is the best piece of advice you can offer to other brands in how to deal with the unthinkable like this?

Everyone is different. We all come from different backgrounds. You have to do what you think is right for you and your business. Unthinkable times like this require you to think outside of the box as a business owner and consider business decisions that make you a little afraid or uncomfortable. But if you believe your only option is to

close the doors and hope you can make it through the unknown, you have to be alright with the end result.

We live in a free country. That means we have the freedom to choose our own destiny. But it does not mean we have to fold without considering a Plan B or Plan C that can open the doors to a different avenue of income for our business and enables us to survive—even in a pandemic.

We are all small business entrepreneurs, which means we are accustomed to taking chances on ourselves and our businesses. We encourage our peers to research their options, find opportunities and, most importantly, improvise, adapt, overcome.

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

The market is a continuously growing unique platform that involves a combination of business smarts and quite a bit of art for your craft. I often compare brewing to cooking—you can give 100 people the same recipe and all of the end products will turn out differently. The most important aspect of this market is finding your niche— producing top quality products that make you proud to serve and create a way to help your business stand out from the rest.

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CBAM-MAG.COM

CIRCLE NO. 51

12 Fox Beer

Everyone is different. If you are focused on growing your community and your business, you will not have time to worry or think about what everyone else is doing. I might sound like a broken record, but you need to do you!

What is likely to happen next?

For the most part, I think things will go back to the way they were, but there likely will be a few new restrictions to work through. People will still want to come out for the experience of going to a brewery so they can sit in the Biergarten and drink craft beer (in a glass) with their friends and family. We will keep our tables separated, and continue to clean the bar top and credit card machine between patrons.

What trends are defining the space?

Although the trends of fruit-flavored, low calorie beers are still in full effect, we believe there will always be a space for high quality traditional brews. We also foresee the desire to support your local brewery taproom. Creating a social environment that encourages your customers to choose your place over others is extremely important.

Think Cheers in 2020—people want a place to call home.

If they do not feel comfortable in your place, they will find somewhere else with the right welcoming vibe.

What is your story from a brand perspective?

We picked our name because my business partner Aaron and I met in basic training during the summer of 1994.

We were 12 Foxtrot’s (Combat Engineers). This sent us

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to Bamberg, Germany, where we fell in love with traditional German brews. Prior to Germany, we were young privates who drank whatever was the cheapest at the class 6 each weekend.

Upon returning to the States in ’98 and ’99, we were in different places and both missed the German beer we had come to love. I returned to Texas with my wife and started drinking Shiner Bock, while Aaron turned to home brewing.

Unthinkable times like this require you to think outside of the box as a business owner and consider business decisions that make you a little afraid or uncomfortable.

Fast forward to a few years ago when Aaron started winning home brewing competitions, I asked him to mail us some beers. As soon as I opened the beer and smelled it, I was back to Private Joe in Germany at a bar just outside the base. When I tasted it, all I could say was, “Wow. How did he do that?” It was the best beer I had tasted since returning back to America. The beers he sent planted the seed for what would eventually become a joint venture to create 12 Fox Beer Co., on a beautiful backroad outside of our small hometown in Dripping

CBAM-MAG.COM

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12 Fox Beer

Springs, Texas. We opened on Memorial Day weekend in 2019 and have since made a unique splash in the local beer market.

Walk us through your branding strategy.

Our branding strategy is multifaceted. We knew we wanted to create a brand that people will recognize and want to support—not overly patriotic, but still clear that we are soldiers and proud of it.

For merchandising purposes, our brand needs to appeal to both men and women, and should we decide to consider distribution in the future, we need it to be recognizable in the wild world of can art. One thing we all agreed on is that we did not want to have a cartoon character just because we have Fox in our name. It was important to include our personal taste and infuse it with clever ways to represent the Fox reflecting the artistic area where we live then finish it with a timeless nod to our service. This transformed into a logo suite that we will continue to use for many years.

What is the biggest issue today related to the marketing/sales side of the craft beer business?

Social media is how we market, so you must have someone who is on top of this every day. We all pitch in when we can, but to have someone who is up to date with what people are doing and searching for is key. As a small brewery that is self-funded, we do not have big money to invest in this, so having that person is key.

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CBAM-MAG.COM

What is the secret to creating a branding story that consumers can buy in to?

Tell the truth. People want to know what, when, where and why. They like to hear how you started and what made you do it. We just tell them what really happened and they love it. You just need your story.

The Army taught us that people need a strong, focused leader who keeps the wellbeing of all involved in consideration, then moves on with their mission without hesitation.

What is the one thing that every craft beer brand should be doing in the way of marketing?

How to follow 12 Fox Beer

Facebook: @12foxbeer Twitter: @12FoxBeer Instagram: 12foxbeer

12 Fox Beer Co. Dripping Springs, Texas 512-626-4458 www.12foxbeer.com

What do you see as some of your biggest opportunities moving ahead?

To start doing all the beer fests. We were all lined up to do them this year with our new 5bbl system we put in over the holidays and then they were all gone. I cannot wait to show everyone who we are and the beers we make.

What is the biggest item on your to-do list right now?

To get the other 10BBL tanks in place so we can keep up with demand. We sell out fast, which is the best and worst problem to have.

Be on top of what you want to do. There are so many good beers out there now and more are coming, so you better be relevant and make sure you take care of your base customers. When you do, as we found out, they will take care of you. One question I get from our locals is that when we grow big will we still work the taproom?

When small breweries get bigger, they start to add employees and the owners never go back to the taproom.

They love your story and supported us while we were little, and watched us grow. So we will never forget them.

To me, that is the fun part.

Sitting down with …

Joe Hogge, co-founder, 12 Fox Beer

What is the most rewarding part of your job?

Being at the taproom and interacting with our customers, and watching people try our beer for the first time.

What was the best advice you ever received?

I would have to say “to follow your own path and do the right things in life” I know that sounds easy, but when you really think about it, it is not the easiest decision sometimes. Just because everyone is taking a left turn does not mean you have too. Most of the time, the easy road is not the best road.

What is the best thing a customer ever said to you?

It is not what they say, it is the look on their face the first time they try our beer.

What is your favorite brand story?

I think it is the whole story. There is not just one thing that makes us, us. It is all the little things that make the story and how they all came together to make a new story.

CRAFT BRAND AND MARKETING

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PROJECTS

PROJECTS • CCD

Commercial Construction Data

F

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 www.cdcnews.com.

PROJECT NAME

CITY

PROJECT VALUE

SQ. FT.

CONSTRUCTION TYPE

START DATE

Panera Bread #6148

Wilkes-Barre Township, PA

$1,000,000.00

6,136

New Construction

Q1 2021

Panda Express #7382

Toledo, OH

$650,000.00

2,381

New Construction

Q4 2020

Tim Hortons

Gahanna, OH

$500,000.00

1,380

New Construction

Q4 2020

Wawa - Lincoln Highway

Fairless Hills, PA

$1,600,000.00

5,500

New Construction

Q2 2021

Family Dollar

Glen Burnie, MD

$450,000.00

11,265

Remodel

Q4 2020

Walmart Supercenter #1781-241 - OGP

Cortland, NY

$100,000.00

2,122

Renovation

Q4 2020

Bluegrass Park Mixed-Use Development

Grove City, OH

$64,000,000.00

387,000

New Construction

Q2 2021

Stafford Village Redevelopment

Worthington, OH

$18,300,000.00

130,000

New Construction

Q2 2021

SARC Renovation

Bel Air, MD

$2,700,000.00

27,200

Addition / Renovation

Q4 2020

Bethlehem, PA

$100,000,000.00

389,609

New Construction / Renovation

Q4 2020

East Stroudsburg University Information Commons Phase 2

East Stroudsburg, PA

$64,500,000.00

269,000

New Construction

Q1 2021

Ocean Academy Charter School

Lakewood Township, NJ

$3,500,000.00

16,956

New Construction

Q2 2021

FDA Forensic Chemistry Center

Cincinatti, OH

$43,000,000.00

109,400

New Construction / Addition / Renovation

Q4 2020

Barnegat Municipal Building

Barnegat Township, NJ

$12,000,000.00

32,000

New Construction

Q4 2020

Roswell Park Comprehensive Cancer Center

Buffalo, NY

$15,000,000.00

49,950

New Construction

Q1 2021

Freedom Surgery Center

Bloomfield, NJ

$1,000,000.00

6,513

Remodel

Q4 2020

RETAIL/RESTAURANTS/QUICK SERVE:

RETAIL/STORES/MALLS:

RESIDENTIAL/MIXED USE:

HOSPITALITY: Wind Creek Bethlehem Hotel Expansion

EDUCATION:

MUNICIPAL/COUNTY:

MEDICAL:

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

CIRCLE NO. 53

AD INDEX

Advertiser Page Reader Service No.

Advertiser Page Reader Service No.

9Sail

100 45

Hunter Building Corp

95

ADART/Gensis Lighting Solutions

93

Imetco

53 26

aim

107 47

Immel Constrcution

99

44

Lakeview Construction, Inc

9

7

AirLogix

41

36-37 19

42

ANP Lighting

17

11

Laticrete

Bogart Construction, Inc.

19

12

Lead Up For Women

76

35

BrainBox AI

29

15

Metropolitan Ceramics

114

50

Capacity Builders Inc

5

3

Mike Levin

8

5

CDO

49 24

NAC

33

17

Navien

11 8

Pantera Global Technology

39

Permit.com

109 48

Poma Retail Development, Inc

47

23

Project Management Consortium (PMC)

51

25

Projectmates

43 22

Retail Contractors Association

55

27

Rockerz, Inc

7

4

8, CVR4

6, 55

Commerical Construction & Renovation Retreat Commerical Construction & Renovation Virtual Summit

68 33

82-83

37

CV2-1 1

20

Commerical Construction & Renovation Women & Men Awards

88

40

Construct Connect

121

53

Construction One

15

10

Controlled Power Company

13

9

Core States Group

61

29

D/13 Group

63

30

Sign Consultant Services

110

49

Dynamic Air Quality Solutions

35

18

Taylor Bros.

73

34

Garland Company

31

16

The Blue Book Network

81

36

Georgia Hollywood Review

59

28

The Townson Company

87

39

Georgia Printco

117

52

Vangelder Inc.

65

31

GGS Partners LLC

105

46

Visual EFX Group

115

51

Goodwin Commercial

85

38

Warner Bros

CVR3

54

GreenLight 360

21

13

Wolverine Building Group

97

43

Harbor Compliance

41

21

World Dryer

67

32

Healy Construction Services, Inc.

25

14

ZipWall

3 2

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

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PUBLISHER

PUBLISHER’S PAGE

by David Corson

Road trip 2020

L

ife is short and you need to make sure you spend as much time with family friends as you can, as you cannot gain time back. At the end of August, I attended my big sister’s 60th birthday, a milestone for many— with mine just a few years away. My sister lives in Long Island, New York. My parents wanted her to jump on a plane out of JFK and celebrate her birthday with them. Retired, they spend their summers in Springboro, Ohio, which is between Dayton and Cincinnati.

Of course, I was only given a week’s notice—a week where we were not only closing the issue you are currently reading, but holding our 2020 Virtual Women’s Retreat as well. I researched flights, but they were way too expensive. The flight was short, maybe an hour and 15 minutes, but it was a waste of Frequent Flyer miles. So the highway was it for the birthday celebration.

My son and I jumped into the F-150 and hit the road with the pedal to the metal. It was a seven-hour trip (each way). We left on Saturday morning and headed up through North Georgia into Tennessee, and then into Kentucky’s horse country before crossing the mighty Ohio River en route to Cincinnati and Springboro. We made it

there by Saturday the 29th, right before she blew out the candles on Saturday night.

Having seen much of the country on the road over the years, you really cannot appreciate it unless you take a serious look of how beautiful and terrific it is. All of the states are plush with greenery. We drove over the Tennessee River, and passed through Knoxville to see the UT campus and stadium. Making our way up and down the hills of the beautiful Tennessee mountain range, we took a pit stop to see the great Kentucky River and Lexington’s horse farms. Finally, we hit the Cincinnati skyline, which has been built up over the years, before heading into Springboro.

Having seen much of the country on the road over the years, you really cannot appreciate it unless you take a serious look of how beautiful and terrific our country is.

From a construction point of view, what an awesome job the men and women before us did to build our interstate highway system. It is a major accomplishment—weaving its way all across the country to move commerce and millions of people from Point A to Point B every day.

America truly is an amazing place. Now I want to see more, as my Bucket List for the next road trip is already being planned.

So, as we enter the fourth quarter, make sure you keep washing your hands, don’t touch your face and be aware of your surroundings to be safe.

Live your life to the fullest. The COVID-19 bug may still be lurking, but it is not going to stop us from plowing forward like our ancestors and pioneers did with a smile on their faces.

Keep the faith, stay positive and “Happy Birthday” to my big sister with another trip around the sun to enjoy. CCR

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COMMERCIAL CONSTRUCTION & RENOVATION — AUGUST 2020

CIRCLE NO. 54

From Fifth Ave to Venice Beach.

We’ve expanded to the West Coast Bringing decades of experience building high profile retail and office environments for the world’s largest brands.

We’re ready to build for you.

Tom Fenton, Business Development Manager (914) 244-9100 x 322 / tfenton@schimenti.com

NE W YORK

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LOS ANGELE S CIRCLE NO. 55