Rivers Anderson, Project Manager, Chanen Construction
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Vol. 24, Issue 6,
FEATURES
38
84
Field of the Future
How veteran superintendents are shaping the future of Ryan Companies.
Red Rock Refresh Chanen Construction transforms Sedona staple into next chapter of the Mountain Modern brand.
76 The Crown Jewel Why the Fontainebleau Miami Beach’s Coastal Convention Center is business ready.
90 Beyond PPE
Why emergency communication is the overlooked element of jobsite safety.
How Dan Belling brought his commercial construction knowledge home as his own general contractor.
Scott. Party of 4. Your table is ready...
Okay, I’ll admit it. One of my go-to TV series is Michael, Dwight, Jim and Pam, Andy, Ryan and the rest of the gang from “The Office.” Along with “Seinfeld,” “Everybody Loves Raymond” and “King of Queens,” Scranton, Pennsylvania’s cast of endearing misfits will forever be seared into the consciousness of my cultural identity.
Am I alone on this?
Chili’s Grill & Bar doesn’t think so. The chain recently opened a new restaurant in Scranton entirely inspired by Dunder Mifflin’s favorite brand. From early 2000s tile tables to a recreated booth from Season 2’s “The Client,” the restaurant is an unapologetic celebration of nostalgia, comedy and curated customer experience.
And while it may seem like a quirky one-off, Chili’s ode to Michael Scott and company is part of a much larger shift we’re seeing across restaurants, retailers and hotels—many of which are pivoting toward immersive, engaging environments that resonate on a personal level. Whether it’s themed decor, exclusive menu items (can anyone get me an order of Awesome Blossom?) or photo-worthy moments, brands are leaning into the idea that people don’t just want food or products—they want stories, memories and a little bit of fun.
Retailers have been at the forefront of leaning into immersive, interactive customer experiences. Take Nike Rise stores, which feature AR tools and digital displays for personalized shopping, while Farfetch uses smart mirrors and data-driven styling. IKEA’s virtual Roblox store gamifies the retail journey, while brands like Lululemon and House of Vans host in-store events to build community. AI assistants offer real-time recommendations. Patagonia’s Worn Wear Tour promotes sustainability through free clothing repairs—proving that today the experience isn’t just about products, but meaningful, memorable moments.
In a world of hyper-personalization and mobile-first everything, these kinds of experience hit a different note. It’s not AI-powered or digital—it’s emotional. The experiences tap into our collective memory—folks like me and you (come on, admit it) who grew up watching “The Office” and now want experiences that feel both novel and familiar.
Chili’s didn’t just open another restaurant—they created a destination. And in 2025, that’s the new bar for relevance. Whether you’re staying at a hotel with AR-guided tours or grabbing a $5 “Scranton Marg,” the brands that win are the ones that make you feel something.
So, take a moment to look into the camera and shrug. It just might help you navigate these unpredictable times.
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 have always said, if we do a good job the phones will ring.
Established in 1993, Lakeview Construction, LLC is a national commercial project solution provider specializing in all phases of construction.
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CCR EDITORIAL BOARD
ACADEMIA
DR. MARK LEE LEVINE
Professor Burns School/ Daniels College University of Denver
ADA
BRAD GASKINS Principal The McIntosh Group
ARCHITECTS/ENGINEERS
MICHAEL MAGEE
Studio Leader Retail, Store Design Senior Associate Little
FRED MARGULIES Director of Retail Architecture Onyx Creative
STEVEN MCKAY
Managing Principal, Global Design Leader DLR Group
STEVEN R. OLSON, AIA President CESO, Inc.
CONSULTANT
GINA MARIE ROMEO Chief Heart Officer & Principal Consultant, Allied RDI
DAVID THOMPSON Vice President TCB Construction Group LLC.
MATT SCHIMENTI President Schimenti Construction
JOHN STALLMAN Marketing Manager Lakeview Construction
JEFFREY D. MAHLER RCA Advisory Board Member
HEALTHCARE
CLINTON “BROOKS” HERMAN Principal Facilities Project Manager, MD Anderson Cancer Center
HOSPITALITY
GARY RALL Vice President of Design and Development Holiday Inn Club Vacations
ROBERT RAUCH Chairman Brick Hospitality
JOE THOMAS Joseph K Thomas Sr. Consulting Senior Consultant Hospitality Engineering
LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality
ANDY BRIGGS, CHA Managing Principal A14 Capital Management INFORMATION TECHNOLOGY
CRAIG WEBER Director of Business Prime Retail Services, US Prime 3 Retail Canada, Inc.
REAL ESTATE
KAY BARRETT
NCIDQ, CDP
Senior Vice President Cushman & Wakefield
PAM GOODWIN Goodwin Advisors, LLC Goodwin Commercial The Pam Goodwin Show
JOHN COOPER Principal Executive Vice President Stormont Hospitality Group LLC
SAMUEL D. BUCKINGHAM, RS AMS CMCA President of Construction Devco Development
ROB ADKINS, LEED AP CDP Senior Project Manager Cushman & Wakefield
MEGAN HAGGERTY Founder Legacy Capital Investment
MARIE ANTONETTE G. WAITE Founder and CEO Finest Women in Real Estate
RESTAURANTS
RON BIDINOST Vice President of Construction Bubbakoo’s Burritos
DAVID SHOTWELL
The Wills Group Sr. Construction Manager
RON VOLSKE Development Director Focus Brands
BOB WITKEN Senior Project Manager Fox Restaurant Concepts
RETAILERS
AARON ANCELLO Facilities Asset Management Public Storage
DEDRICK KIRKEM Facilities Manager Alice + Olivia
BOB MEZA Senior Construction Project Manager Target
DAVID D. DILLON Principal Design Lead, Templates & Standards Chick-fil-A Corporate Support Center
LAURA GROSS Retail Facilities Manager American Signature Furniture
KELLY RADFORD Vice President Facility Services CubeSmart
PERMITTING
VAUN PODLOGAR
CEO, Owner, Founder State Permits, Inc.
NO ENTRY NO HARM
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Contact
AroundtheIndustry
HOSPITALITY
Horseshoe Casino
Horseshoe Casino in Bossier City, Louisiana., has begun a multimillion-dollar renovation of its hotel that will include remodeling more than 600 guestrooms, creating 12 penthouse suites and adding a pet-friendly floor. The project, expected to be completed this summer, aims to enhance guest experience and competitiveness.
Orient Express La Minerva
Orient Express La Minerva, in Rome’s Pantheon district. The hotel is in a restored 17th-century palazzo and offers 129 guestrooms, including 36 suites, and features design elements inspired by the brand’s railway legacy. The hotel also has three dining venues and five meeting spaces.
Accor / InterGlobe
Accor and InterGlobe have partnered to significantly expand Accor’s presence in India, aiming for 300 hotels by 2030. The collaboration involves a strategic investment in Treebo and the creation of an autonomous entity to manage hotel development. A loyalty program collaboration between IndiGo’s BluChip and Accor’s ALL is also part of the partnership.
Treehouse Hotel Manchester
Treehouse Hotel Manchester, the second UK location for Starwood Hotels’ Treehouse brand, has opened with 200 guestrooms and a design that incorporates greenery and reclaimed materials. The hotel features a variety of amenities including multiple dining options, event spaces and a rooftop lounge, and it is pursuing BREEAM Very Good and Green Key certifications for sustainability.
Raffles Hotels & Resorts
Raffles Hotels & Resorts is set to open its first Italian property, Raffles Lake Como, in 2027, following a revamp and rebranding of the Grand Hotel Imperiale in Moltrasio. The hotel will feature 84 rooms, including two villas and 18 suites, as well as multiple dining venues, indoor and outdoor pools, a spa, beach club and fitness center.
Marriott International
Marriott International is set to open a JW Marriott all-inclusive resort in Costa Elena, Costa Rica, in collaboration with Mullen Real Estate Capital. The resort will feature 415 rooms, 11 dining options, 17 pools, a spa and a fitness center.
St. Regis Aruba Resort
The St. Regis Aruba Resort has made its debut on Palm Beach, featuring 252 rooms, including 52 suites, and the brand’s first casino. Among the amenities are two infinity pools, a fitness center, spa, children’s club and 20,000 square feet of event space. Dining options include a rooftop venue by Akira Back, a Michelin-starred chef.
The Standzard
The Standard, Brussels is set to open this spring in the city’s Northern Quarter as part of the ZIN redevelopment project, marking the first Standard hotel to open since Hyatt Hotels acquired Standard International. The 28-story property will feature 200 guestrooms and suites, with design led by The Standard’s Verena Haller and Belgian firms, drawing inspiration from post-war modernism.
Waldorf Astoria
Waldorf Astoria has opened a new hotel in Osaka, marking the brand’s debut in Japan. The Waldorf Astoria Osaka, located in the Umekita district, features 252 guest rooms with art deco and Japanese design influences, as well as extensive dining options and event space.
Universal Orlando Resort
Universal Orlando Resort has expanded its hotel offerings in Florida with the opening of the Universal Terra Luna Resort near the Epic Universe theme park. The planetary-themed resort and its sister hotel, Stella Nova, which is space-themed, each offer 750 guest rooms.
RETAIL Rails
Rails continues to expand its retail presence with the opening of a new store in Bethesda, Maryland, its 12th in the U.S. and 18th globally. The Los Angeles-based apparel brand is focused on growing its brick-and-mortar retail presence to enhance brand visibility and integrate Rails more deeply into local markets.
Brixmor Property Group
Brixmor Property Group is redeveloping a decades-old retail center in Naperville, Illinois into a $53 million dining and entertainment district called Block 59. The project will include an open-air plaza and improved pedestrian walkways and will feature 10 new restaurants. Retailers, including Ulta Beauty and The Fresh Market, will remain.
Walmart
As part of its broader growth strategy, Walmart will double the number of new gas station stores it opens this year, with plans to expand the concept further in the coming years. The move is part of a five-year strategy intended to enhance customer convenience by integrating fuel stations into more store locations, thereby increasing customer loyalty and store traffic.
Foot Locker
Foot Locker has secured a long-term lease for a new 110,998-square-foot office in St. Petersburg, Fla., as part of its plan to relocate its headquarters. The move is part of the company’s effort to consolidate operations and foster team collaboration while maintaining a presence in New York City.
Harry & David
Gourmet brand Harry & David is re-entering the physical retail market, opening a store in Long Island, New York, after transitioning to an online retail model during the pandemic. The move is part of a broader strategy to increase physical retail presence. The new store features experiential elements like tasting areas and event spaces to engage customers.
Tractor Supply
Tractor Supply has broken ground on a new distribution center in Idaho, with the facility scheduled to open in late 2026 or early 2027. Located in the community of Nampa in the southwestern portion of the state, the 865,000 square foot facility at 9640 Ustick Road will be the retailer’s 11th distribution center and represents an initial investment of nearly $225 million. The facility will employ more than 500 full-time jobs.
Toys ‘R’ Us
Toys ‘R’ Us, which already has established brick-and-mortar presences in Mexico, Central America and the Caribbean, is venturing even further south for its next debut. Parent company WHP Global has partnered with leading South American retailer Ripley to bring Toys ‘R’ Us to Peru and Chile via shop-in-shops at Ripley department stores. The first location is still under evaluation; Toys ‘R’ Us scheduled South American debuts.
IKEA
IKEA plans to launch small-format stores in the UK using former Homebase locations in Chester, Norwich and Harlow. These stores will offer a condensed version of the traditional IKEA experience, featuring a selection of about 5,000 products and services like planning and design.
Premium Outlets
Simon has launched its first Premium Outlets mall in Indonesia, with the new property in a suburb of Jakarta. The retail center features more than 150 local and global brands across 302,000 square feet of retail space, as well as greenery and water elements.
Wal-Mart de Mexico
Wal-Mart de Mexico will invest $6 billion this year to expand stores and build robotic logistics hubs, efforts expected to create 5,500 jobs. Despite economic challenges and potential US trade conflicts, the move is an increase from last year’s $1.9 billion in capital expenditures, the retailer said. The lion’s share of items sold in the company’s stores are made in Mexico.
Sam’s Club
Sam’s Club expects to open about 15 stores per year and remodel all 600 of its US locations, with a goal of doubling its membership in eight to 10 years.
RESTAURANTS
Walmart / Nozzleman Pizza
Walmart has partnered with Nozzleman Pizza to open restaurants within its stores, starting with a location in Carson City, Nevada, with plans to open locations inside 17 Walmart stores across six states this year. In addition, Richtech Robotics has partnered with Ghost Kitchens America to open a One Kitchen restaurant at a Walmart Supercenter in Peachtree City, Ga. The restaurant features the AI-driven robot Scorpion, which uses Nvidia AI to serve beverages and interact with customers.
Uniqlo
Uniqlo has opened its first North American Uniqlo Coffee inside its Midtown store in New York City, following a trend among Japanese retailers. The cafe offers a simple menu of coffee, espresso, cold brew and matcha lattes, taking over a space previously occupied by Starbucks. Similar Uniqlo Coffee locations exist in Asia, offering a wider range of pastries and desserts.
Guzman y Gomez
Australian-based Mexican fast-casual chain Guzman y Gomez is expanding its US presence while maintaining a commitment to a menu free from preservatives, additives and artificial ingredients. Despite the challenges of sourcing pure ingredients, the brand remains dedicated to proving that healthier options can be both delicious and profitable.
Pepper Lunch
Pepper Lunch has continued to grow in the U.S. The chain has seven locations in four states, with 70 more in development, 30 of those in California.
Newk’s Eatery
Newk’s Eatery is considering expanding to the Tulsa metro area and Oklahoma City via franchising this year as it assesses areas close to its core territories, according to CEO Frank Paci. The chain is looking to grow to up to 15 stores from its current one location in the state.
Union Square Hospitality Group
Union Square Hospitality Group is reopening the View, a rotating restaurant at the New York Marriott Marquis, with a focus on American classics and a glamorous, nostalgic atmosphere. The venue offers a 360-degree view of the city, a redesigned interior, live music, and unique cocktails, creating a fresh yet retro experience for guests.
AroundtheIndustry
Taco Bell
Taco Bell plans to grow average unit volume from $2.2 million to $3 million in 2025 through its Relentlessly Innovative Next-Generation Growth—R.I.N.G. The Bell—strategy that focuses on novel dining occasions, prioritizing digital sales, bold menu additions and enhancing guests’ experience. The chain also plans to grow from 7,604 US-based restaurants to 10,000 and double its number of international sites to 3,000.
Restaurant Brands International
Restaurant Brands International has been moving ahead on Burger King remodels, completing 370 in 2024 and aiming for 85% by 2028. The company has also built 80 Sizzle prototype units, and at Tim Hortons, RBI is enhancing drive-thru speed, achieving 28 seconds per car, which significantly boosts sales. Additionally, 85% of Popeyes franchisees have agreed to increase national ad spending and remodel their restaurants by 2030.
Mas Mex
Mas Mex is expanding its Mexican food banners, Escalante’s Fine Tex Mex & Tequila and Fat Rosie’s Taco and Tequila Bar, into new markets. The group, backed by CapitalSpring, aims to grow by both acquiring other regional Mexican chains and modernizing existing brands. Escalante’s will focus on expanding within Texas, while Fat Rosie’s targets growth in Ohio and Nashville.
McAlister’s Deli
McAlister’s Deli is actively pursuing national expansion with plans to enter new markets such as Green Bay, Wisconsin and Buffalo by attracting new franchisees and encouraging existing ones to add more units. This expansion is part of a larger strategy to reach a broader customer base through catering, loyalty programs and modern marketing.
Dine Brands
Dine Brands has opened its first dual-branded IHOP and Applebee’s restaurant in the US, located in Seguin, Texas, with plans to open at least 12 more this year. The concept, which combines popular menu items and efficient operations from both brands, is designed to enhance the customer experience by offering a diverse menu that includes dishes like the Buffalo Chicken Omelette.
GROCERY
Whole Foods Market
Whole Foods Market has opened its first UK store in over a decade in London’s Chelsea neighborhood, stressing local community engagement by offering locally sourced products. This expansion marks a significant milestone for the company, which has more than 500 locations worldwide, but only seven are in the UK. The upscale grocer aims to grow further, with 90 stores planned for the UK, U.S. and Canada.
Schnuck Markets
Schnuck Markets is set to remodel its Seven Hills store in O’Fallon, Illinois, adding a Starbucks with outdoor seating, expanded produce and deli departments and a specialty cheese shop. The project, expected to finish by late fall, aims to enhance the shopping experience while maintaining customer service.
Wegmans Food Markets
Wegmans Food Markets has announced opening dates for three new stores this year, starting with the first Long Island, New York location in Lake Grove. The grocer will also debut its ninth Maryland store in Rockville on June 25 and its first Connecticut store in Norwalk.
Trader Joe’s
Trader Joe’s is continuing its expansion with plans to open more stores in California, Louisiana and Texas. The grocer has announced new locations in Yucaipa, Tracy and Sherman Oaks, California; New Orleans; and has plans for a third San Antonio store. Trader Joe’s opened more than 30 stores in 2024 and operates more than 500 locations in 40-plus states.
H-E-B
H-E-B has inaugurated a new 100,000-square-foot e-commerce fulfillment center in Houston, marking its third such facility in the city. This center is part of the grocer’s strategy to enhance its supply chain capabilities and support its growing omnichannel services, including curbside and home delivery.
FreshTake Grocery
FreshTake Grocery has opened in Augusta, Georgia, offering a shopping experience featuring a fire pit, a food court, a smokehouse and a putting green in homage to its location in the town that is home to Augusta National Golf Club.
Kroger and Ocado
Kroger and Ocado plan to open automated fulfillment centers in Charlotte and Phoenix in 2026. The companies’ partnership, which began in 2018 with a goal of 20 centers, has been slower than expected but a commitment remains to leverage Ocado’s automated solutions to enhance efficiency and address the significant market opportunity in the U.S.
Sprouts Farmers Market
Sprouts Farmers Market’s strategy of targeting health-focused consumers, expanding its private brand offerings and making strategic expansion decisions focused on smaller-format stores have significantly contributed to the grocer’s growth, analysts say. The retailer added 33 new locations last year, reaching a total of 440 stores across 24 states by the end of 2024, and has plans to open 35 new stores in 2025—including its first in New York—as part of an ongoing strategy to cater to high-income shoppers seeking natural products.
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Getting in the Game
Luxury hotels reimagine retail as brand experience
Luxury hotels are redefining retail—elevating gift shops into immersive brand experiences that extend well beyond the stay. From Beverly Hills to Tokyo, curated boutiques and exclusive collaborations are becoming new revenue streams and powerful tools for guest connection.
At The Beverly Hills Hotel, the “Pink Palace” shopping arcade channels its iconic glamour with designer fashion, bespoke jewelry, and signature spa products. In New York, The Plaza blends nostalgia and luxury through The Shops at The Plaza, where brands like Assouline and Krigler sit alongside the hotel’s own boutique. In Positano, Le Sirenuse offers Emporio Sirenuse—a refined concept store with artisan homewares, flowing kaftans, and global designer collaborations rooted in its family-owned charm.
No longer an afterthought, hotel retail is a strategic extension of brand identity— driving loyalty, emotional resonance, and unforgettable memories.
Plugging In
Walmart plugs into EV future with national charging network plans
Walmart is gearing up to transform EV infrastructure with plans to build its own coast-to-coast fast-charging network at thousands of Walmart and Sam’s Club locations by 2030. The retail giant already has 1,300 chargers at 280 stores, and its latest initiative reflects both its reach and readiness to meet growing EV demand. With stores located within 10 miles of 90% of Americans, Walmart says it’s uniquely positioned to make EV ownership more accessible—particularly for rural and suburban drivers.
The logic is straightforward: EVs take longer to charge than gas-powered vehicles take to refuel, making convenience and location crucial. Walmart’s plan leverages its existing real estate footprint, offering customers the ability to shop while charging their vehicles in clean, well-lit environments. With on-site access to groceries, meals, and retail goods, Walmart hopes to turn charging time into shopping time—boosting foot traffic and brand loyalty along the way.
For smaller businesses, this strategy isn’t necessarily one to replicate, given the infrastructure costs and low margins involved. But Walmart’s move is a clear signal: EV charging is becoming a critical part of retail and commercial real estate planning. As the EV market accelerates, businesses of all sizes will need to rethink how they serve the needs of tomorrow’s drivers.
The numbers game
842
The amount, in million, that the North American food robotics market is witnessing substantial growth in 2023 to nearly $1.9 billion by 2032, a surge driven by the growing demand for automation in grocery stores to enhance efficiency and reduce costs, according to SpartanNash’s Tally.
400+
The amount, in billions, that direct digital hotel bookings are expected to surpass online travel agencies by 2030, according to Skift Research’s Hotel Distribution Outlook 2024. The report shows that direct bookings are more profitable and allow better consumer data retention, though OTAs and other indirect channels will remain significant.
44
The percentage of all construction injuries over the past five years that involved workers in their first year on the job, a number that drove 47% of all construction workers compensation costs, according to Travelers’ 2025 Injury Impact Report.
Calling all Dundee Winners...
The Office made it famous. Now Chili’s brings the vibes (and Awesome Blossom) back to life
Nearly two decades after “The Office” made it a pop culture icon, Chili’s Grill & Bar has opened its highly anticipated “Scranton Branch.” Located in the city that served as the fictional home of Dunder Mifflin, the new restaurant officially opened April 7 and pays tribute to the brand’s onscreen legacy with nostalgic design elements and exclusive menu items.
The Dallas-based chain, a division of Brinker International Inc., has outfitted the Scranton location with vintage Chili’s décor, including the brand’s iconic tile tables, classic wall art, and a custom chalk mural by the original Chili’s artist from the early 2000s. A recreated “business lunch” booth also offers fans the
They said it...
“Value is more important than ever and we’re going to stay laser focused on giving it to our customers.”
— IHOP President Lawrence Kim on how is helping the brand prioritizing simplicity and consistency while leveraging marketing to hone its consumer approach
chance to pose for their own 2005-style photo op. The restaurant marks the only location to feature the once-discontinued Awesome Blossom appetizer—available for $11.99.
To celebrate the opening, Chili’s rolled out a series of ads featuring “Office” alumni Melora Hardin, Andy Buckley, Amy Pietz, and Brian Baumgartner. One video channels a retro local TV spot and closes with Hardin being serenaded with the brand’s famous Baby Back Ribs jingle—while seated in the booth surrounded by Awesome Blossoms. The exclusive menu item, first retired in 2008, is a deep-fried, pull-apart onion served with Buffalo Ranch, now making its return only at the Scranton location.
“Now more than ever, as consumers are having to make more choices and tradeoffs on where they spend their money, we want to be a brand that’s both top of mind but also trusted to deliver great food, atmosphere and value.”
— George Felix, CMO, Chilis on how “culture pops” are supercharging the chain’s sales
“We must be able to navigate in great uncertainty and sometimes make quite drastic shifts to reposition ourselves strategically. This requires an openness to divergent views, analyses and scenarios—and then the courage to act decisively.”
— Jacob Aarup-Andersen, CEO of Carlsberg, on building resilience in uncertain times
Bridging the Gap
isolved’s Yutaka Takagi on how AI upskilling can turn today’s workforce challenges into long-term opportunity
Bridging the Gap
isolved’s Yutaka Takagi on how AI upskilling can turn today’s workforce challenges into long-term opportunity
In an industry where precision, timelines and labor efficiency are everything, the rise of artificial intelligence (AI) offers construction firms new ways to optimize operations—but only if their teams are ready to use it. With 78% of construction organizations already adopting AI in some form, the real challenge isn’t access to the technology—it’s the human side of implementation.
Nearly half of HR leaders believe the workforce faces a growing skills gap, and a staggering 81% admit it’s largely self-inflicted, pointing to underinvestment in learning and development and a failure to keep pace with change.
For Principal Product Evangelist Yutaka Takagi of isolved, that disconnect represents both a cautionary tale and a major opportunity. With more than 25 years in HR technology, Takagi understands that the key to maximizing AI’s impact lies in aligning it with the evolving needs of the workforce. When employees feel empowered—not replaced—by emerging tools, companies unlock not just efficiency, but engagement, innovation and retention.
We sat down with Takagi to get his insights on why upskilling isn’t just an HR initiative—it’s a business imperative. He offers practical advice on how construction leaders can build trust, drive adoption, and create a learning culture that ensures AI works with their people, not around them.
Why is the construction industry struggling with AI upskilling efforts?
Despite a 78% AI adoption rate, the construction industry still faces challenges when it comes to creating and implementing employee upskilling programs. One major hurdle is the nature of the workforce: Construction employees are often dispersed and working on the frontlines, which limits consistent access to digital tools like computers, which are typically the foundation for most training programs.
Yutaka Takagi
Any successful upskilling program starts with a clearly defined goal. Organizations should establish specific, measurable objectives—like a 10% increase in employee AI adoption each quarter—to guide the program and track progress.
Time constraints are another barrier. Employees also are focused on meeting tight project deadlines, making traditional training methods (like specific modules through Learning Management Systems) difficult to deploy effectively.
While it’s clear that AI can boost productivity and drive revenue for businesses, employees want to understand how upskilling benefits them. For workers on the frontlines, taking time away from job sites to learn new technologies can feel like a burden, particularly when it risks delaying project timelines.
reports the highest amount of workplace fatalities of any other industry. AI can make construction sites safer by analyzing job site conditions to flag hazards, or using computer vision to detect unsafe behavior in real time. Robotic machinery for highrisk tasks like excavation can also reduce physical danger for workers.
Additionally, AI can make employees more efficient by automating certain tasks, like scheduling or equipment monitoring. This increase in productivity will lead to greater revenue for the organization, but that outcome doesn’t resonate with employees.
Upskilling is a critical investment that not only drives revenue, but also helps future-proof the workforce in the face of rapid technological change.
Without a clear, immediate benefit, there’s little urgency to engage in upskilling. To increase AI adoption, construction companies must create both the physical space (time away from the job) and mental space (a clear understanding of value) for employees to learn. Right now, many organizations fall short, contributing to low levels of AI literacy across the workforce.
What are the key strategies that construction organizations can leverage to develop and implement upskilling programs?
Any successful upskilling program starts with a clearly defined goal. Organizations should establish specific, measurable objectives—like a 10% increase in employee AI adoption each quarter—to guide the program and track progress. These targets not only help define what success looks like, but also provide tangible milestones along the way.
Another important strategy is communicating the “why” behind AI training. For construction workers to fully engage with AI, leaders must clearly define how upskilling will positively impact them personally. For example, construction often
Instead, convey how that additional revenue will translate into higher wages or better benefits. When employees see how AI can make their jobs safer, easier, and more sustainable, the incentive to learn becomes much stronger.
Don’t forget the importance of recognition to a successful upskilling program. Celebrating employees who invest time in upskilling through verbal appreciation, public acknowledgment, or tangible rewards, can significantly boost morale and participation. When organizations recognize employees for their learning efforts, they encourage engagement and help foster a culture where skill development is seen as both a personal and organizational win.
What are some of the most common mistakes construction companies make when rolling out new technologies or AI tools?
One of the most common mistakes when trying to upskill frontline workers is assuming that traditional learning methods (those designed for corporate, desk-based employees) will yield the same outcomes.
A typical approach, like uploading training modules to a Learning
Management System, doesn’t translate to a jobsite environment where access to digital tools is limited.
Additionally, the skills construction workers need to develop don’t always involve a computer, and in many cases, training can be physically risky. For example, as more companies introduce AI-powered robotics for excavation or material handling, workers must learn to safely operate these machines. Without the proper space and tools to train, the risk to people and property increases significantly.
Technologies like Virtual Reality (VR) can offer a safe and immersive way for workers to practice using AI-powered tools without real-world danger. For construction workers, skill development requires dedicated learning environments, physical or virtual, where they can safely practice and build confidence.
Construction teams also operate under tight deadlines, and if companies expect workers to upskill, they must build flexibility into project schedules. Whether it’s adjusting timelines, reallocating responsibilities or setting aside dedicated training blocks, organizations must treat time as a critical component for learning.
Why is upskilling an important business investment, and how can it translate to measurable ROI?
Upskilling is a critical investment that not only drives revenue, but also helps future-proof the workforce in the face of rapid technological change. For example, in construction, training employees to operate AI-powered machinery that completes tasks more efficiently can significantly boost productivity and enable companies to take on more projects and increase profits.
Learning benefits are also a powerful retention strategy—which is especially important for the construction industry, which faces increased demand in labor and an aging workforce. Employees who receive meaningful upskilling opportunities are 47% less likely to look for a new job, making upskilling not only important for revenue, but for employee satisfaction and retention.
Smooth Sailing
RCA cast off for day of insights and connections on Lake Minnetonka
The Retail Contractors Association (RCA) recently brought members, sponsors and industry professionals together for a day of collaboration and camaraderie in Minneapolis. Hosted by Elder-Jones, the event kicked off with a robust Knowledge Share session at the firm’s office near the Minneapolis/St. Paul airport.
The moderated discussion created space for open dialogue on some of the industry’s most pressing topics, tackling topics like ongoing labor shortages, workforce development and training, the expanding role of technology and projections for 2025. Participants shared real-world insights and strategies, fostering a productive peer-to-peer exchange that reflected the strength of the RCA network.
The group then boarded the Elixir yacht for an evening “Fiesta Cruise” around historic Lake Minnetonka. Attendees enjoyed a relaxed dinner atmosphere featuring build-your-own tacos, margaritas and plenty of networking against the scenic lakeside backdrop.
1. Justin Elder, Elder Jones; Nathan Monroe, RCS; Nick Decker, Reprise Design; Nate Bachman, RCS; Cindy Heigl, Royal
2. Jess Gernentz, Inside Edge; Bob Vanney, Vanney Associates; Mike Tiedman, Vanney Associates
3. Leonard Borgen, RCS; Michael Kenny, DW1
4. Hadley Meeks, DW1; Adam Bass, DW1; Arlis Williams, DW1; Thomas Lagos, DW1
in the news
Celebrating the Power of Design
SARA NY honors the architects shaping our future
On June 10, 2025, SARA NY hosted its 30th Annual Design Awards Gala at The View at the Battery in Manhattan. Nearly 300 architects, contractors and industry partners gathered to celebrate innovation, collaboration and design excellence across the architectural community. With the "2025 SARA NY Design Awards, the evening honored standout projects that reflect the power of thoughtful design and meaningful impact.
The Contractor’s Playbook
The
3 essential elements that keep construction firms standing strong
By Timothy Wingate Jr.
In an industry where approximately 40% of construction companies fail within their first three years, understanding the fundamental elements of business success has never been more crucial. In order to build for your company to build its foundation for success, there are three pillars every contractor needs.
1 The Power of Vision in Construction Leadership
Success in construction begins with a clear, well-defined vision. Many contractors excel at their trade but struggle with the bigger picture. Having a vision isn’t just about knowing how to build—it’s about knowing where you want your company to go and what you want it to become.
This vision serves as more than just a goal; it becomes the driving force behind every business decision. When you have a clear vision, it affects everything from the projects you bid on to the people you hire. I’ve seen companies transform once they established a concrete vision for their future. It gives purpose to daily operations and helps weather the inevitable challenges in this industry.
2 The Accountability Factor: A Key to Sustainable Growth
One of the most overlooked aspects of construction business success is accountability. Having someone to hold you accountable can make the difference between stagnation and growth. Construction company owners often work in isolation, making decisions without external input. This can be dangerous because we all have blind spots.
The role of an accountability partner or advisor extends beyond simple oversight. It’s not about having someone looking over your shoulder. It’s about having someone who understands your vision, challenges your assumptions, and helps you stay focused on your goals. This could be a mentor, a business coach or a financial advisor who specializes in construction.
Successful contractors often have a network of advisors who provide different perspectives. The most successful construction companies I work with have embraced accountability at all levels. They understand that external expertise and regular check-ins are investments in their company’s future, not expenses.
3 Cost Codes: The Foundation of Financial Clarity
Perhaps the most practical yet frequently overlooked element of construction business success is the implementation and consistent use of cost codes. Without a solid set of cost codes, you’re essentially building blind. I’ve seen too many companies operating in chaos simply because they don’t have a systematic way to track and categorize their costs.
Cost codes serve as the financial backbone of a construction operation, providing crucial data for decision-making. When properly implemented, cost codes tell you exactly where your money is going and where you’re making or losing profit on each project. But the key is consistency. You cannot use different codes for similar activities across different projects and expect to get meaningful data.
The impact of proper cost coding extends beyond basic accounting. Cost codes are your financial GPS. They help you bid more accurately, identify inefficiencies and make informed decisions about which types of projects to pursue. Without them, you’re essentially guessing—and guessing in construction is a quick path to financial trouble.
Establishing and maintaining proper cost codes isn’t a one-time effort. It’s an ongoing process that requires commitment from everyone in the organization. But the payoff is immense—clear financial visibility, better project management and improved profitability.
The integration of these three elements—vision, accountability and proper cost coding—creates a framework for sustainable success in construction. When these components work together, you see remarkable transformations. Companies move from reactive to proactive, from struggling to thriving.
For construction company owners looking to implement these principles, start with an honest assessment of where your business stands in each area. You don’t have to tackle everything at once. Start with one element, master it, then move on to the next. The key is to keep moving forward with purpose and consistency.
As the construction industry continues to evolve and face new challenges, these fundamental principles become even more critical. The companies that will thrive in the future are those that build on these solid foundations. Success in construction isn’t just about what you build—it’s about how you build your business. CCR
Timothy Wingate Jr., EA, is a certified Intuit tax council member and President of G+F Business & Financial Consulting LLC. Based in West Palm Beach, Florida, G+F is a specialized accounting and financial consulting firm dedicated to serving the construction industry. With a deep understanding of contractors’ unique challenges, G+F helps construction companies optimize their financial operations, improve profitability, and build sustainable growth. For more information, visit www.construction.accountant.
Where Your Vision Meets Our Expertise
Terrazzo is a handcra ed building material; its primary components are assembled on the construction site. For 100-years, the contractor members of the National Terrazzo and Mosaic Association have brought integrity and skill to countless installations. The NTMA has the expertise your project needs. Find specifications, information, color samples, contractor and supplier members at www.ntma.com or call 800-323-9736.
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Student Insider
Dear Skills Trade Student
While construction and technical skills are your primary focus, ConstructEDU Student Insider (CEDU) is designed to supplement your education by providing content that dives into the business of the commercial construction and renovation industry. The bi-monthly newsletter covers areas such as emerging technologies, regulatory issues and other factors shaping the diverse industry’s future. CEDU also features insights and profiles from industry thought leaders on the trends and challenges affecting the marketplace.
Delivered at no charge, we not only encourage you to make CEDU a part of your educational consumption, but also to share it with your peers.
Oldcastle Hosts 43rd Annual Top Trowel and Line Burner Contest
Oldcastle APG recently hosted its 43rd annual Top Trowel and Line Burner masonry contest at its Adams facility in Goldsboro, North Carolina. Held in partnership with the Eastern and Raleigh chapters of the North Carolina Masonry Contractors Association (NCMCA), 60-plus students from 10 regional high schools participated in the competition, where they completed various masonry projects judged by local contractors and NCMCA members.
The Besal Fund Awards $115,000 in Scholarships for ‘25-’26 Academic Year
The Robert J. Besal Memorial Education Fund (Besal Fund), a trust established to provide a continuing scholarship program for the advancement of education in illuminating engineering disciplines, is proud to announce the recipients of its scholarships for the 2025-2026 academic year. This year, the Besal Fund has awarded 15 scholarships, totaling $115,000, to students from participating schools.
Fleetio Awards Automotive Service Excellence Scholarships in Fleet Maintenance
In celebration of “National Automotive Service Professionals Day,” Fleetio, the leading fleet optimization platform, announced the recipients of its first Automotive Service Excellence (ASE) Scholarship program. Technicians play an essential role in maintaining high standards for the service industry, ensuring the safety, reliability and performance of the vehicles millions of people rely on every day.
Read More HERE
Students Awarded for Designs Promoting Circular Economy
In an exciting culmination of pioneering ideas, expert guidance, teamwork, and a passion for advancing the circular economy, the finale of Wege Prize 2025 clinched winning spots for the top three teams. The competition was organized by Ferris State University’s Kendall College of Art and Design.
Read More HERE
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Red Rock Refresh
Chanen Construction transforms Sedona staple into next chapter of the Mountain Modern brand.
By Rivers Anderson
Chanen Construction has wrapped up its ambitious renovation of the newly rebranded Mountain Modern Sedona Resort—marking the brand’s expansion from its Jackson Hole roots to the red rock vistas of Arizona. The transformation of the former Sedona Real Inn & Suites began in June 2024, launching a full-scale refresh of eight buildings housing 89 guest rooms, studios, and suites.
Taking a phased approach, the Chanen team tackled two buildings at a time while the rest of the property remained open for business. The strategy demanded precise coordination and close collaboration with hotel staff to minimize disruption and maintain a positive guest experience.
Despite the complexity, the project stayed on track, culminating in a successful spring Grand Opening that brought a bold new chapter to the Mountain Modern brand.
The scope of work included new paint, flooring and large millwork pieces throughout the property. A key feature of the
renovation is the transformation of the lobby, which includes a new bar and expanded kitchen to service a destination-inspired culinary outlet. The pool area also endured a complete redesign, enhancing the property’s recreational offerings and appeal to adventure-seeking travelers.
One of the project’s most significant challenges was adhering to Sedona’s strict regulations while achieving the desired aesthetic and functional improvements. Dean Howard, VP of Development for Chanen Construction, highlights the company’s approach to these unique
“We worked closely with the city of Sedona to honor dark sky ordinances and color restrictions. This ensured compliance while achieving the project’s aesthetic vision.”
— Dean Howard, VP of Development, Chanen Construction
requirements. “We worked closely with the city of Sedona to honor dark sky ordinances and color restrictions. This ensured compliance while achieving the project’s aesthetic vision. It’s a delicate balance, but one that showcased our ability to adapt to local needs while delivering a high-quality renovation.”
The dark sky ordinances, in particular, require careful consideration in the lighting design for both interior and exterior spaces. We collaborated with lighting specialists to create ambiance that enhances the guest experience while minimizing light pollution.
Color restrictions presented another unique challenge. Sedona’s regulations aim to preserve the natural beauty of the area by limiting the use of certain colors on building exteriors. Our construction team worked with design experts and local authorities to select a palette that complemented the surrounding landscape while meeting the brand’s aesthetic goals.
Local Economic Impact and Collaboration
Our continued commitment to local economic development shines through in its approach to sourcing contractors and materials. We worked mainly with Arizona-based contractors, with many sourced from the Verde Valley region.
Our notable local partners included Pur Solar & Electrical from Cottonwood, which handled the complex task of updating the property’s electrical systems to meet modern standards and energy efficiency requirements. Tyler Baxter Enterprises, another local firm, managed demolition, framing and drywall work, bringing valuable expertise in working with the area’s unique architectural styles.
Straightline Custom Painting, a subcontractor with historical ties to the original Sedona Real, provided invaluable insight into navigating local color ordinances. Their experience with the property and understanding of local regulations proved crucial in achieving a result that satisfies both aesthetic and regulatory requirements.
Collaborating with local contractors not only supports the regional economy but also brings a wealth of area-specific knowledge to the project. Their familiarity with local regulations and building practices was instrumental in navigating the unique challenges of this renovation.
Design and Functionality for the Modern Traveler
The renovation transformed the property into Mountain Modern Sedona, a brand that caters to adventure-seeking travelers. Each renovated room features a striking 7-by-5-foot mural showcasing different Sedona landscapes, created by photographer Ryan Sheets.
The murals serve as focal points, bringing the beauty of Sedona’s iconic red rocks and sweeping vistas into each guest room. “The design emphasizes functionality for the adventure-seeking traveler, with minimal yet high-quality amenities,” Howard says. “We’re creating spaces that serve as comfortable basecamps for exploring Sedona, with durable materials that can stand up to the needs of active guests.”
BUILDING YOUR BRAND
Our master builders travel wherever our customers want to grow. Decades of cross-country construction allow us to build a Wesco in the northern Michigan snow and ensure that a Real Seafood in Florida adheres to hurricane building codes.
The rooms incorporate ample storage for outdoor gear, easy-to-clean surfaces, and versatile spaces that can adapt to different guest needs. The overall design aesthetic blends modern simplicity with touches that reflect Sedona’s natural beauty and cultural heritage.
Project Timeline and Coordination
We worked diligently to complete this ambitious project by this April, bringing each renovated section up to code while adhering to this tight timeline. This aggressive schedule required careful coordination and efficient project management.
Our team was constantly balancing the need for speed with our commitment to quality and minimal disruption. We
The Mountain Modern Sedona project exemplifies Chanen Construction’s expertise in navigating complex renovations in challenging environments.
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worked closely with hotel staff to coordinate access to critical areas, such as the laundry facilities, ensuring the hotel can maintain its operations throughout the renovation process.
The phased approach allowed for continuous refinement of processes as the project progressed. Lessons learned in the early phases inform strategies for subsequent stages, allowing for increased efficiency and problem-solving as the renovation advances.
Overcoming Challenges in an Operational Hotel
Working in an occupied hotel presented unique challenges that our Chanen Construction team addressed through careful
planning and execution. Noise and safety protocols played a crucial role in ensuring a positive experience for guests staying in the non-renovated sections of the property.
Work hours were thoughtfully scheduled between 9 a.m. and 5 p.m. to minimize disruption. We also implemented strict dust control measures and maintained a clear separation between construction zones and guest areas to ensure safety and comfort. Our team also coordinated closely with hotel management to schedule work around peak check-in and check-out times, as well as any special events or high-occupancy periods. This flexibility allowed the hotel to maintain its revenue stream while improvements continued.
A Model for Complex Renovations
The Mountain Modern Sedona project exemplifies Chanen Construction’s expertise in navigating complex renovations in challenging environments. By balancing the needs of an operational hotel with the demands of a major renovation, adhering to unique local regulations, and emphasizing local economic impact, Chanen Construction sets a high standard for similar projects in the hospitality industry.
Mountain Modern Sedona will stand as a testament to Chanen Construction’s ability to transform properties into modern, adventure-focused destinations while respecting and enhancing the unique character of their locations. CCR
Rivers Anderson is the Project Manager for Chanen Construction, a Dick Anderson Construction (DAC) company.
We
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!
We offer a multitude of services nationwide ranging from tenant improvements, build-outs, remodels, ground-up construction, and project management. Hunter Building Corporation takes pride in the fact that many of our clients have been repeat customers for many years.
IT’S THAT SIMPLE
We’re a company with a fresh approach. We are highly skilled and passionate design and construction experts brought together and bonded by mutual trust and respect.
Every member of the PMC team stands ready to deliver, regardless of location, complexity or challenge. We will bring your projects to market with a focus on quality, performance and speed.
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2025 General Contractor Listing Showcases Top National Builders
Meet the firms bringing commercial visions to life from coast to coast. Our General Contractor Listing highlights the builders shaping skylines and transforming spaces across retail, hospitality, healthcare, and more. Discover who’s getting it done—and how your firm can be featured in future issues by contacting Publisher David Corson at davidc@ccr-mag.com.
Matthew Frank, Director of Business Development 31269 Bradley Road North Olmsted, OH 44070 (440) 716-6712 (440) 537-6488 mfrank@fortneyweygandt.com www.fortneyweygandt.com
Year Established: 1978, Number of employees: 83
Year Established: 2011, Number of employees: 15, Total Billings 12/31/2024: N/A, Retail:$6,000,000 Hospitality: N/A, Restaurants: $1,000,000, Healthcare: $2,000,000, Multi-Housing: $1,000,000, Federal: N/A, Other: N/A, Completed commercial projects 12/31/2024: 53
The Beam Team is a fullservice construction company with licenses in 48 states America’s most trusted brands rely on us for remodels, new store builds, PIPs, and tenant improvements
M. Cary, Inc.
Michael Tucker, Vice President 64 Toledo St
Farmingdale, NY 11735 (631) 501-0024 (516) 312-1194
mtucker@mcaryinc.com www.mcaryinc.com
Year Established: 1995, Number of employees: 10
Total Billings 12/31/2024: $15,000,000, Retail: $5,000,000
Specialize In: Education, Federal, Healthcare, Retail, Other: Commercial & Corporate, Distribution & Warehouse, Industrial & Manufacturing, Municipal & Public Works
Prime Retail Services
Donald Bloom, President and CEO 3617 Southland Dr, Suite A Flowery Branch, GA 30542 (678) 618-8941 (678) 618-8941
Kelsey Ford, Business Development Representative 565 Commerce Drive, Suite 2 Fall River, MA 02720 (508) 674-5280 kelseyf@russcoinc.com www.russcoinc.com
Year Established: 1952, Number of employees: 49
Total Billings 12/31/2024: $42,000,000, Retail: $14,010,049
Hospitality: $4,601,003, Restaurants: $17,280,274
Healthcare: $2,789,429, Multi-Housing: N/A
Federal: N/A, Other: $3,319,245
Completed commercial projects 12/31/2024: 62
Specialize In: Mixed-Use, Restaurants, Retail, Shopping Centers, Other
S. M. Wilson & Co.
Mike Yazbec, President 2185 Hampton Ave.
St. Louis, MO 63139 (314) 645-9595
mike.yazbec@smwilson.com www.smwilson.com
Year Established: 1921, Number of employees: 100
Total Billings 12/31/2024: $235,000,000, Retail: $43,000,000
As an innovative builder for over a century, Swinerton Builders partners with clients all over the nation to bring sustainable, cutting-edge spaces to life from concept through commissioning.
Swinerton Incorporated encompasses an ecosystem of companies, providing a full suite of construction services and proficiencies.
Scott Linder, Director of Construction 4045 Barden Drive Grand Rapids, MI 49512 (616) 260-7076 (616) 260-7076 scottlinder623@gmail.com www.wolvgroup.com
Year established: 1939, Number of employees: 195
Total Billings 12/31/2024: $242,000,000, Retail: $50,000,000
2025 Lighting Survey Illuminates Leading Specifiers and Suppliers
Shining a light on innovation and efficiency, our Lighting Survey features the manufacturers and designers defining today’s commercial lighting landscape. From energy-saving systems to striking aesthetic solutions, these industry leaders are setting the standard. Want to be listed in upcoming editions? Reach out to Publisher David Corson at davidc@ccr-mag.com.
Acclaim Lighting
Patrick Nadjarians, Marketing Director 6122 S Eastern Ave Commerce, CA 91040
sales@acclaimlighting.com
www.acclaimlighting.com
Markets Served: Hospitality, Healthcare, Other
Lighting Product Type: Solid State Lighting Fixtures, LED Linear Indoor, LED Linear Outdoor, Exterior/Outdoor Lighting, Landscape Lighting, Commercial Lighting
American Lighting 11775 E 45th Ave Denver, CO 80239 (800) 285-8051
Lighting Product Type: Accent Lighting, Close to Ceiling Fixtures, Solid State Lighting Fixtures, LED Linear Indoor, LED Linear Outdoor, Recessed Lighting, Track Lighting, Task Lighting, Shelving Lighting, Exterior/Outdoor Lighting, Security Lighting, Landscape Lighting, Commercial Lighting
Barron Lighting Group
Diane Hoffman, Director of Marketing 7885 North Glen Harbor
Lighting Product Type: LED Linear Indoor, LED Linear Outdoor, Other: Custom Hotel guestroom lighting/restaurant, Chandeliers, Lamps, Reading Lights, Desk and Floor lamps.
Lighting Product Type: Accent Lighting, Close to Celing Fixtures, Commercial Lighting, Exterior Outdoor Lighting, Landscape Lighting, LED Linear Indoor, LED Linear Outdoor, Recessed Lghting, Task Lighting
Universal Fiber Optic Lighting USA LLC.
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Kevin Solano, Director of Marketing 6505 Gayhart St. Commerce, CA 90040 (323) 767-2600
Why the Fontainebleau Miami Beach’s Coastal Convention Center is business ready.
With a focus on fulfilling every need for every occasion, Fontainebleau
Miami Beach is set to unveil a transformative expansion with the opening of the Coastal Convention Center in November 2024. The state-of-the-art facility, spanning five stories and 45,000 square feet, was conceived by Fontainebleau Development and brought to life by Miami-based Nichols Architects and Jeffrey Beers International.
It is intended to accommodate various events, from intimate gatherings to largescale conferences. It aims to be a versatile and elegant space catering to diverse needs, elevating the resort’s status as a premier event destination.
From its inception, the vision for the Coastal Convention Center was clear: to captivate with a fusion of modern elegance and the timeless luxury that Fontainebleau Miami Beach is renowned for, all while paying homage to the architectural legacy of the original architect Morris Lapidus.
As the resort prepares to celebrate its 70th anniversary, the Coastal Convention Center aims to usher in a new era of event hosting, solidifying Fontainebleau’s position as a leader in the hospitality industry. Jeffrey Soffer, Chairman and CEO of Fontainebleau Development, says the new convention center would be a “jewel in the crown of Fontainebleau Miami Beach and also this city’s tourism sector—a new, magnificent home for business and leisure events along the oceanfront.”
The new facility not only enhances the resort’s ability to host a wide range of events, but also reinforces its status as a premier destination in the global hospitality market.
Nichols Architects and Jeffrey Beer International collaborated to meticulously design a versatile and visually stunning convention center that seamlessly integrates with the existing aesthetic of Fontainebleau Miami Beach, featuring components that echo the resort’s rich history. The design incorporates elements of historic decorative art and murals by Kevin Barry Art Advisory and Jean-Paul Philippe while also introducing contemporary touches.
Highlights of the design include a grand staircase resembling the famous “Stairway to Nowhere,” floor-to-ceiling windows bathing meeting rooms in natural light and ocean views. Standout features also include a 16,500-square-foot
divisible ballroom with an outdoor terrace, a 9,500-square-foot junior ballroom, 15 meeting rooms, outdoor, street-level meeting spaces, a 7-000 square-foot flexible Tides Rooftop Terrace with scenic ocean views, 9,000 square-foot outdoors space and a 15,000-square-foot pre-function space at the Coastal Convention Center.
Among the world-class amenities, the convention center will also include award-winning catering to cover all culinary needs ranging from conference luncheons to elegant ballroom affairs.
The Coastal Convention Center is equipped with cutting-edge technology to enhance the experience for event organizers and attendees. The inclusion of advanced
Architecture Engineering Interior Design
audiovisual systems and high-speed internet is essential to meet the demands of contemporary events. LED walls and wayfinders will be integrated throughout the facility to provide seamless navigation and dynamic content display.
This technological backbone ensures that event organizers can offer attendees a cutting-edge experience, enhancing the convention center’s overall functionality and appeal.
Sustainability is a top priority in constructing the Coastal Convention Center, reflecting a broader commitment to environmental responsibility in the hospitality
industry. The facility is designed to meet LEED certification standards, which require a comprehensive approach to energy efficiency, water conservation and sustainable materials.
Insulated glass is a crucial component, helping control internal temperatures and reduce energy consumption. The implementation of a rainwater collection and recycling system improves water efficiency and minimizes the center’s environmental impact.
Made for connection
Situated just 12 miles from Miami International Airport and 28 miles from Fort
The Coastal Convention Center marks a new chapter, promising to elevate the standard for events and hospitality in Miami and beyond.
Lauderdale-Hollywood International Airport, the Coastal Convention Center is easily accessible for both domestic and international guests. Engineers and architects worked closely to ensure that the new convention center would seamlessly integrate with the hotel by creating a pedestrian sky bridge over Collins Avenue to the hotel’s famed Trésor Tower.
The bridge, the only one of its kind in the area, significantly enhances convenience for guests, allowing them to move effortlessly between their accommodations and event spaces.
The meticulous planning and execution of this project involved several layers of complexity. From the selection of materials to the incorporation of advanced technology, every aspect was carefully considered by the development team to ensure the highest standards of quality and functionality.
The construction teams faced numerous challenges, including integrating new systems with the existing infrastructure and ensuring minimal disruption to the resort’s ongoing operations. Despite these challenges, the project stayed on course, reflecting the dedication and expertise of the teams involved.
As Fontainebleau Miami Beach prepares to open the doors of the Coastal Convention Center, the excitement is palpable. The new facility not only enhances the resort’s ability to host a wide range of events, but also reinforces its status as a premier destination in the global hospitality market. With its blend of historical homage, modern design and sustainable practices, the Coastal Convention Center is poised to become a landmark in Miami’s event landscape.
The Coastal Convention Center at Fontainebleau Miami Beach exemplifies the best of what the construction teams do: translating a visionary concept into a tangible, functional and beautiful reality. The meticulous attention to detail in design, the integration of advanced technologies, and the commitment to sustainability collectively ensure that this facility will be a beacon of excellence in the years to come.
The Coastal Convention Center marks a new chapter, promising to elevate the standard for events and hospitality in Miami and beyond. This milestone is not just a testament to the resort’s rich history but also a bold statement about its future.
The Coastal Convention Center, with its blend of historical homage, modern design, and sustainable practices, is poised to become a landmark in Miami’s event landscape. Stated by Jeffrey Soffer, the Coastal Convention Center “is the next evolution of our brand, further solidifying our role as a global hospitality leader, and we look forward to showing guests the world-class features and unparalleled service that are synonymous with the name Fontainebleau.”
The collaborative efforts of Fontainebleau Development, Nichols Architects, and Jeffrey Beers International have culminated in a facility that will undoubtedly set a new benchmark in the industry, reflecting the enduring legacy and forward-thinking vision of Fontainebleau Miami Beach. CCR
Field of the Future
How veteran superintendents are shaping the future of Ryan Companies
By Joe Johnson
In 2025, the construction industry faces a critical inflection point. With nearly 439,000 net new workers needed this year alone to meet demand, the workforce pipeline is under immense pressure. In an industry where institutional knowledge is everything, construction firms are grappling with the reality that many of their most seasoned professionals are aging out of the workforce—and too few are being trained to take their place.
At Ryan Companies, we saw this challenge as an opportunity to bridge the generational gap in field knowledge in a way that brings lasting value to our culture, projects and people.
After more than a decade marked by a deep recession, a pandemic, and labor market upheaval, the construction industry has been reshaped. During the 2008 recession, construction programs saw sharp declines in enrollment. By 2011, some programs that once graduated hundreds were down to fewer than 20 students. Then the pandemic hit, and just as the industry was starting to rebuild, many older professionals chose early retirement. The result: a talent vacuum, especially on job sites, where experience matters most.
While the median age of construction workers has dropped below 42 for the first time since 2011, many of these younger workers lack the hands-on experience needed to lead projects effectively. We realized the “next generation” hadn’t been trained the way the previous one had.
And in construction, even if you have a degree, you can’t substitute classroom knowledge for years of experience on the ground and how to handle real-time issues and circumstances. We needed a solution that would create continuity, pass on the knowledge that defines our craft, and prepare our younger team members to lead with confidence. That’s how Ryan’s “Field of the Future” initiative began.
The Core of What We Do
What started as a pilot effort has now become a core part of our workforce development strategy. Today, these veteran superintendents are placed on jobs alongside early-career field engineers and assistant superintendents, building mentorships and forging partnerships.
The cultural impact on our company has been profound. We’ve seen job site performance improve—not just in terms of schedule and safety, but in communication, morale, and problem-solving. Our younger team members are gaining real-world experience in a way that a training module could not provide. And the older generation is finding a new sense of purpose in their roles.
Today’s candidates don’t just want a paycheck; they want to know they’ll be trained, supported and set up to succeed for decades to come.
Rather than focusing solely on early-career hires, we began intentionally recruiting seasoned professionals who were approaching the final chapters of their careers—but who still had a strong desire to contribute. These individuals are nearing retirement; they are highly experienced superintendents and field leaders looking for meaningful roles where they could share their expertise and mentor the next generation.
We designed the program to be flexible, purposeful and attractive to these late-career professionals—offering them a chance to leave a legacy while helping us build ours.
These experienced hires brought immediate value to our job sites. They offered calm, competence, and clarity—qualities that only come from decades of hands-on experience. More importantly, they had a natural inclination to teach. They didn’t want to be shadowed passively; they wanted to engage with young, ambitious professionals who were hungry to learn.
This approach aligns with broader industry trends: younger professionals increasingly value mentorship, purpose, and culture over just compensation. Programs like this help us meet those expectations while preserving the craftsmanship and standards that define Ryan.
One thing we’ve noticed is that successful young superintendents tend to share certain traits with their veteran counterparts. They’re not satisfied with “good enough.” They ask questions and push for better outcomes. They see themselves as future leaders and are open to being coached.
At Ryan, we’ve come to define leadership as a two-sided coin. One side is expertise—knowledge gained from years of experience—and the other is the willingness to teach. If you’re not developing the person behind you, you’re not truly leading. Our senior superintendents exemplify this belief, and they’re instilling it in the next generation every day.
Most of our seasoned superintendents are on a five-year timeline before they plan to retire for good. But that’s exactly why we’ve paired them with promising young professionals from day one. We’re not just trying to solve a short-term labor issue—we’re creating a five-year runway to develop true leaders who can carry Ryan’s standards forward.
Eye on the future
Our current goal is to place a field engineer on every job site by early next year. These individuals will form the foundation of our next group of superintendents who not only understand how Ryan works but why we do things the way we do. And they won’t just be trained in the technical aspects; they’ll inherit the mentorship mindset from their mentors.
In recent months, we’ve hired three new young people into our field program, and we’re already seeing the momentum build. This program is helping us fill a gap while laying the groundwork for “trained” generational leadership.
Other construction firms facing the same workforce challenges might wonder if this model can be replicated. The answer is yes—with intention. The key is to invest in your people, not just the new hires, but the veterans who have a lot to offer. We were deliberate about building from within, rather than chasing talent elsewhere. By showing our existing employees they have a future with us, we are helping to attract the next generation.
It’s also critical to recognize that this kind of program won’t have a 1:1 success rate every time. You won’t hit it out of the park with every mentorship. But if you can create two or three true experts in every cycle, that’s a win.
As the labor market tightens and the demand for skilled professionals grows, programs like “Field of the Future” will become not just innovative—but essential. Today’s candidates don’t just want a paycheck; they want to know they’ll be trained, supported and set up to succeed for decades to come. CCR
Joe Johnson is VP of Field Operations for Ryan Companies.
Beyond PPE
Why emergency communication is the overlooked element of jobsite safety
By Cory Sherman
It would be terrific if construction companies could encase their workers in bubble wrap, shielding them from virtually every jobsite hazard that might rear its head. Given the unrealistic nature of that option, PPE—or Personal Protective Equipment—is the next best thing.
(Right image)
Many construction companies still rely on outdated methods of communications, such as airhorns.
From hard hats to high-vis vests, personal protective equipment (PPE) is a non-negotiable element of daily operations. What’s more, advances in materials and design have made PPE increasingly effective. Today’s helmets absorb impact more efficiently, most notably because of a concerted push towards Type II safety helmets, which provide protection not only from vertical impact but front, side and rear impact as well.
Safety harnesses are lighter and more secure. Even work boots have entered the high-tech arena, as they now integrate composite technology to better protect workers without sacrificing comfort.
These advances are more than justified when you consider the rate of worker
injuries and even fatalities. Even with the best PPE, construction remains one of the most dangerous industries around.
Consider:
> There were 173,200 nonfatal workplace injuries and illnesses reported in the construction sector in 2023, slightly below the national average but still quite high.
> In terms of fatalities, in 2023 the construction industry counted the highest number of workplace deaths in the sector since 2011: nearly three times the national average across all industries.
But while PPE may reduce harm once an incident occurs, it does little to
prevent that incident in the first place, or to coordinate a response when seconds count. That’s where emergency communication plays such a critical role. Yet despite its obvious importance, it rarely receives the same level of scrutiny or investment as PPE, truly a major shortcoming that requires a major course correction.
Emergency Communications Play “Second Fiddle”
The truth is, many industries—not just construction—still rely on outdated methods: a single supervisor’s cell phone, an air horn or even shouting across a noisy location. Ask yourself: Would you trust a 30-year-old hard hat to protect a worker in 2025? If not, then why are we still relying on 30-year-old communication methods to protect entire teams?
Construction sites are dynamic, fluid environments. Hazards can develop in seconds: gas leaks, structural instability, fires, electrical faults, extreme weather, even an active shooter situation. In these moments, communication is more than just a way to inform workers as to what is going on; it immediately becomes life-saving equipment.
The questions to be considered regarding the effectiveness of your current emergency notification system are quite simple. Imagine this scenario: A worker is injured in a trench collapse. How fast can the rest of the crew be notified? Does the foreman have a clear channel to summon emergency services? Can you communicate evacuation instructions to dozens or even hundreds of workers spread across an expansive jobsite? Without a rapid and reliable way to reach everyone with the proper information, a tough situation can quickly turn catastrophic.
Examples like these illustrate the need to treat emergency communication with the same urgency and standardization as fall protection or eye shields. It should be tested, practiced, and visible in safety planning documents.
Unfortunately, it’s often missing altogether. That’s partly because many construction companies fall into the trap of assuming their existing communication tools will suffice in an emergency.
An advanced, wireless emergency notification system is a great first step in creating a company-wide “safety culture.
But consider some of the limitations of these traditional methods:
> Radios may not reach every corner of a site, and not all workers carry them.
> Cell phones are slow, are unreliable in noisy environments, and may not even get a signal in remote locations.
> Air horns are confusing at best. Does one blast mean “fire”? “Two mean “evacuate?” Do new hires even know the difference?
Even if it’s been explained on multiple occasions, are you certain people will remember in a crisis?
> Evacuation procedures are understood and can be triggered instantly.
> Safety protocols are regularly reinforced through clear, consistent messaging.
> Accountability is expected at all levels, from top executives to field workers.
These aren’t just ideals; they require infrastructure. That’s why more forward-thinking firms are investing in dedicated emergency communication systems, like wireless alert towers, jobsite-wide PA systems, and automated text or voice notification platforms. The impact of these systems is dramatic: response times
It’s time to move beyond PPE as the sole symbol of safety. Helmets and harnesses may protect the individual, but emergency communication protects the team.
This fragmented approach creates confusion, which is highly dangerous when every second is essential. Emergency communication must be unified, clear and purpose-built for the unique needs of each jobsite.
Building a ‘Safety Culture’
A number of construction companies have undertaken a push to develop holistic, organization-wide “safety cultures.” These initiatives are created to emphasize proactive thinking, employee empowerment and an environment where safety isn’t an afterthought; it’s embedded in every decision. But true safety culture can’t exist without effective communication.
What does a real safety culture entail?
> Workers feel confident reporting hazards without fear of reprisal.
> Everyone knows the plan in the event of a chemical spill or severe weather.
shrink; accountability improves; workers feel safer; and safety becomes a shared responsibility, not a top-down directive. Not long ago, the prohibitive cost or the difficulty of implementation prevented these sophisticated communication systems from being deployed. Today, portable wireless towers can be deployed in minutes, while solar-powered communication hubs eliminate the need for hardwiring. And mobile-based platforms can instantly send alerts to every phone on-site.
These systems can be configured for different emergency types—fire, injury, weather, active shooter—and initiate pre-programmed responses based on the situation. The bottom line is that the tools exist. The technology is mature—and affordable. What’s missing is a significant shift in mindset. While not meant to be a complete roadmap, here are five ways to get started down the right path to improved, onsite emergency notification:
Treating Communication as PPE: A Framework
To elevate emergency communication to the status it deserves, companies should take a structured approach, just as they do with PPE compliance.
1. Assess the Risks – Each jobsite has unique communication challenges, whether it’s terrain, worker count, or building phase. Identify what could go wrong at each juncture and figure out exactly what’s needed to respond quickly.
2. Standardize the Tools – Choose one unified emergency communication platform, and train everyone on how to use it. Post clear signage; workers should know how to initiate and respond to emergency messages, just as they know where to find a fire extinguisher.
3. Practice the Protocols – Conduct drills regularly, and test systems weekly. Make emergency communication part of your “toolbox talks.” Practice makes perfect.
4. Make It Cultural – Incorporate communication checks into your daily safety briefings. Encourage a “see something, say something” mentality. Recognize and reward workers who model proactive communication.
5. Revisit and Improve – Communication protocols should evolve, just like any safety measures. Conducting post-incident reviews to see what worked and what didn’t is a step whose importance cannot be overstated.
It’s time to move beyond PPE as the sole symbol of safety. Helmets and harnesses may protect the individual, but emergency communication protects the team. In an industry built on coordination and collaboration, that might be the most critical protection of all. The companies that understand this concept will not only reduce injuries, they’ll earn worker trust, improve morale and, ultimately, boost project performance. In a competitive industry, that’s more than a safety win—that’s a business advantage. CCR
at www.linkedin.com/company/safety-systems-management.
Cory Sherman is founder of Safety Systems Management. Follow the company on LinkedIn
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Designed to Move
Indiana University’s updated Rec Center creates a vibrant, inclusive space where fitness and identity come together
Designed to Move
Indiana University’s updated Rec Center creates a vibrant, inclusive space where fitness and identity come together.
By Rich Willett
When Indiana University (IU) in Bloomington, Indiana embarked on a major renovation of its Student Recreational Sports Center, the objective extended well beyond aesthetics. The vision was to create a dynamic, inclusive space that reflected the IU brand while supporting the physical and mental well-being of a diverse student body.
“At the beginning of the year, we set out to really change the branding and feel of our building,” says Nick Horton, Director of Service Operations at IU. “We wanted students to feel a connection—not only to our facility and their well-being goals—but also a stronger sense of belonging to the IU campus.”
Campus FACILITIES
Meeting Demand with Durable, High-Performance Flooring
The main student rec center renovation was driven by student demand for more strength training and functional fitness space. To meet these demands, IU selected Ecore Athletic’s Performance Beast Plus flooring system—paired with Modzilla 32 ShockPad tiles—to provide a durable, resilient surface that could absorb impact, protect equipment and subfloors, and reduce risk of injury.
The facility originally had just four lifting platforms—far from sufficient. Today, there are 16 custom inlaid platforms installed over Ecore flooring and they’re in constant use. “There was some concern early on that 16 platforms might be too many,” says Brady Bowdoin, Assistant Director of Personal Training & Wellness at IU. “It turns out 16 is not enough. On peak days, we could double that and still have all of them in use.”
As part of the branding initiative, IU incorporated its iconic logo directly into
“The floor allows us to take the impact of any activity, protect the subfloor and keep students focused on their well-being—not on whether the floor is holding up.”
— Nick Horton, Director of Service Operations, Indiana University
the flooring on each of the 16 platforms. Custom inlays featuring the IU trident were seamlessly integrated into the surface, creating a visually striking and cohesive design that reinforces school spirit. This attention to detail not only enhances the aesthetic of the space but also helps students feel a stronger connection to the university—a place where wellness and school pride go hand in hand.
Engineered for Performance, Designed for Well-Being
The Encore Athletic flooring system installed at IU’s rec center was designed with both performance and sustainability in mind. Made from upcycled rubber—often sourced from used tires—the surfacing helps absorb impact, manage sound and improve overall safety in active environments. These types
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Campus FACILITIES
of recycled rubber floors are commonly used in athletic and wellness spaces for their balance of durability and ergonomic support.
For the strength training zones, the project team selected a 10.5mm surface system that combines a durable wear layer with a thicker rubber base. This combination provides reliable traction and helps manage energy return, making it well-suited for high-traffic fitness areas where users need stability and protection during intense workouts.
To enhance impact absorption beneath the top layer, 32mm shock pad tiles were added underfoot. These modular tiles, which interlock for easier installation and maintenance, help reduce stress on both equipment and building infrastructure while supporting user comfort and performance.
The IU team selected the underlayment in part because they needed to float the new floor over an existing court they didn’t want to tear up. This decision played a key role in the renovation strategy, allowing them to modernize the space while preserving the original substructure.
“The floor allows us to take the impact of any activity, protect the subfloor and keep students focused on their well-being—not on whether the floor is holding up,” Horton says. “With the Modzilla subfloor underneath, we know it’s going to last and support everything our students throw at it.”
“This project is a great example of what can be accomplished when manufacturers, dealer partners and facility leaders are all aligned,” said Ryan Clavenna, Ecore Athletics Territory Representative. “Marla Toigo and the team at Direct Fitness Solutions played a key role in helping us deliver a flooring solution that fully supported IU’s vision for performance, durability and branding.”
Beyond flooring and platforms, IU’s operations team looked at ways to repurpose space more effectively. Former racquetball courts that sat idle for much of the day were transformed into functional training areas with turf and rubber flooring—giving
Campus FACILITIES
students space to stretch, warm up or engage in athletic-style workouts. “We’d heard the same feedback for years—students wanted more open space to move freely,” Bowdoin says. “Now they have that flexibility, and they’re using it in creative ways.”
Building a Space for Everyone
Since the transformation, the rec center has seen an increase in usage and in the
diversity of users. “One of the biggest changes is our user group,” Bowdoin says. “Before, it was mostly traditional gym-goers. Now, we’re seeing students from all backgrounds using the space. What we thought might deter some users has made the space more welcoming.”
With more than one million visits annually across IU’s rec facilities, the university needed materials that could handle constant, high impact use while supporting
its commitment to student well-being. The flooring systems have delivered on every front, from durability and safety to acoustics and performance.
“Everything we do is about helping students feel like they belong here,” Horton says. “From the IU branding on the floor to the way the space functions – it’s all meant to support them, whether they’re here to train, de-stress or just feel more connected to campus.”
Rich Willett, President of Flooring & Industrial at Ecore is responsible for the growth and strategy of the company's flooring and industrial business unit across sales, marketing, product development, customer experience and operations. He has 30-plus years of related industry experience from the front lines to senior leadership across sales, product management, customer service, and technology. Rich has a passion for building and leading business units and developing high-performing teams that deliver results and exceptional customer experiences.
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Rebuilding with Purpose
Turning vision into reality at South Brooklyn’s Ruth Bader Ginsburg Hospital
Rebuilding with Purpose
Turning vision into reality at South Brooklyn’s Ruth Bader Ginsburg Hospital
When Superstorm Sandy struck New York in 2012, it exposed critical vulnerabilities in the city’s healthcare infrastructure—particularly in coastal communities like Coney Island. More than a decade later, the newly opened Ruth Bader Ginsburg Hospital (RBG Hospital) stands as a symbol of resilience, innovation and community commitment. At the heart of that transformation was Group PMX, the program management firm tasked with turning a $1.7 billion FEMA-funded vision into reality.
Opened in May 2024, the 11-story, 350,000-square-foot tower represents more than just a modern healthcare facility—it’s a strategic reimagining of the entire South Brooklyn Health campus. With flood-resistant design features, a raised emergency department, advanced imaging and surgical suites, and behavioral health beds, the new RBG Hospital merges essential services from the damaged original hospital into a future-ready facility.
Group PMX played a pivotal role in bringing this complex project to life, overseeing every phase from risk mitigation and procurement coordination to change order management and commissioning services. Their approach—defined by meticulous planning, aggressive budget management, and deep collaboration across all project teams—was essential to keeping the build on track, even as it navigated regulatory hurdles and evolving project demands.
Here, Michael Kimura, Senior Director at Group PMX, shares a behind-the-scenes look at how the firm helped realize one of New York City’s most ambitious healthcare resilience projects. From fostering alignment across diverse stakeholders to anticipating operational challenges, Kimura offers key insights into what it takes to deliver a transformational healthcare project on time, on budget, and with long-term impact in mind.
Due to the nature of its purpose, it’s vital to deliver healthcare projects as quickly as possible––the quicker you can open a facility, the quicker it can begin to serve the surrounding community.
Give us a snapshot of the facility?
Ruth Bader Ginsburg (RBG) Hospital is a reimagining of the NYC H+H/South Brooklyn Health campus. Replacing the former Coney Island Hospital, which was flooded by Superstorm Sandy in 2012, the new facility is a cutting-edge, flood-resistant, 11-story structure which will provide the community with continuous access to top-notch acute care, emergency services, primary care, and specialized medical support.
What’s the story behind the construction?
Named after former Brooklyn Resident
Ruth Bader Ginsburg, RBG Hospital was delivered as part of a FEMA-funded plan to strengthen New York’s public hospitals, particularly in the wake of the destruction following Superstorm Sandy. Behind the scenes, Group PMX partnered with STV to lead the construction program and project management, ensuring the hospital was built on time, within budget and to the highest standards
of quality. Given the FEMA-funded nature of the project, staying within the granted budget was especially critical.
As Program Manager, Group PMX oversaw the master budget and schedule, progress monitoring and reporting, and risk management and mitigation. As the building came together, Group PMX also provided procurement coordination, change order management, and oversaw commissioning services.
The design of healthcare facilities is already quite complex in terms of both programming and operational efficiencies, which must work side-by-side with constructability. If these are not in alignment, it can lead to increased costs, schedule delays and risks to patients, workers and staff. The climate-resistant design introduced
additional layers of complexity in delivering the project, and its successful implementation will serve the Coney Island community for decades to come.
What were some of the main things they wanted
to accomplish?
The former Coney Island Hospital served a community of 875,000 residents in South Brooklyn. The flood damage in 2012 highlighted the need for a more climate resilient campus for the future, prompting a broader initiative to restore and safeguard New York City’s public hospitals.
The new RBG Hospital not only meets the healthcare needs of the community, but ensures that care will not be disrupted by extreme weather events moving forward.
Group PMX was able to bring this vision to life within funding by encouraging close collaboration among each team on the project coupled with an aggressive management of the budget.
Group PMX also served as the M/ WBE partner on the project, and inclusion was something the whole team celebrated throughout the course of construction. In fact, of the broader nine-person Program Management team, six of them were women, which we feel would make RBG proud.
How does the design reflect what the RBG team was looking for?
Spanning 350,000-SF, RBG Hospital boasts a raised Emergency Department, a
surgical wing with eight operating rooms, comprehensive diagnostic and imaging facilities including CT scanners, MRIs, and interventional radiology, a maternity unit, 64 beds for behavioral health, an advanced clinical laboratory, on-site valet parking accommodating over 300 vehicles and a newly constructed concrete floodwall enveloping the campus. The scope also involved the installation of two 2500kW interior generators in the 5th-floor Mechanical Room.
Notably, this 371-bed tower merged services from the original hospital building, which had been incapacitated following Superstorm Sandy when floodwaters infiltrated the ground-level emergency room.
The new RBG Hospital not only meets the healthcare needs of the community, but ensures that care will not be disrupted by extreme weather events moving forward.
Walk us through the design’s how and why?
Take us through the strategy. NBBJ’s resilient design includes a fourfoot concrete flood wall surrounding the perimeter to protect the hospital to the FEMA-prescribed 100-year flood level. There are self-rising and sliding barriers at the entrances that allow sightlines
to the hospital from the surrounding community, so that it doesn’t look like a fortress. The emergency room is located on the second floor––above the worst flood projections––and the mechanical systems are on the fifth floor to preserve the critical equipment. The glass curtain wall is also rated to resist hurricane damage.
What are some of the biggest things today’s healthcare facilities are looking for?
Due to the nature of its purpose, it’s vital to deliver healthcare projects as quickly as possible––the quicker you can open a facility, the quicker it can begin to serve the surrounding community. This expectation of speed is why purposeful construction and project management is key to a successful project. A number of different teams including the client, designer, contractor and tradespeople need to be aligned in order to ensure projects are completed with as few bumps in the road as possible.
Is there anything special/different you did to accommodate these considerations?
Our core objective is to develop a culture through our methodology of “One Team. Shared Success.” We work collaboratively alongside each stakeholder with full transparency as One Team in the mindset that we are all working together to meet the project
goals, which will lead to Shared Success. In order to achieve this synergy, we must establish the main project goals collectively and use them as the basis of delivery.
How do you see these protocols shaping the approach (and approaches moving forward)?
I always say that once you work on a healthcare project, you’re prepared to tackle anything––particularly when it comes to adapting to shifting policies and regulations. In this sector, you’re dealing with a variety of agencies with different jurisdictions, from the Department of Health to the Department of Buildings. Healthcare projects also have to meet specific criteria for systems you don’t encounter in other project typologies, including medical gas alarm systems and enhanced mechanical and electrical systems.
Healthcare is one of the more challenging industries to operate in, which makes that overarching sense of teamwork so important. Someone on the team that’s new to the sector might not be as knowledgeable about all the regulations, so having a culture of openness and collaboration ensures that mistakes aren’t made while trying to meet aggressive deadlines.
What are some of the biggest adjustments you see in the future?
After COVID, many healthcare institutions have started designing flexible and adaptable spaces to account for ongoing changes needed for both regulatory compliance and public health. These incur a higher front-end capital cost but can lead to long-term benefits, such as minor adjustments to meet the ever-changing future requirements of healthcare.
What kind of trends are you seeing out there in the construction landscape?
We’re seeing more innovative project delivery methods and prefabrication as two key trends that have existed for sometime, but are now growing to allow for more efficient, faster construction.
Tell
us what makes your brand/facility so unique?
Group PMX is unique because we are a medium-sized, minority-owned business; however, we are successfully working at key high-level positions in large-scale capital projects in several different market sectors. We have a culture built around “One Team, One Shared Success.” that resonates throughout the company and extends to our partners.
One on one with… Group PMX’s Michael Kimura
Describe a typical day.
I’m managing several healthcare projects and programs throughout the New York City metropolitan area, and they require me to travel from site to site. My responsibilities vary from managing day-to-day operations, including meetings budget, and schedule updates, to overseeing my very talented team of managers who are leading various projects themselves.
In addition, I continue to build our presence in the healthcare sector by meeting with new potential clients and partners. The best part of my job is the constant change—no two days are the same.
What’s the biggest thing on your to-do list right now?
The biggest thing on my to-do list is to build our healthcare presence in my backyard of Long Island, New York. I’m working to put together a strong team to position ourselves to win more projects and deliver them successfully to our clients.
What was the best advice you ever received?
The best way to learn and appreciate something is to do it
yourself. I began my career as a junior civil engineer, working on CAD drawings and preparing permit applications, then driving them to Townships and working with plan examiners to have them approved.
I’ve also designed miles and acres of infrastructure and roads. After obtaining my Professional Engineering license, I managed a streetscape project working closely with the General Contractor. Along the way, I performed the nitty gritty work and soaked in as much knowledge as I could, like a sponge. As a director managing these same engineers, architects, and contractors, I have a deeper appreciation for what it takes to get it done and correctly, having done it myself.
What’s the best thing a client ever said to you?
I’ve had the greatest honor of having clients say “I want you.” to me on several occasions. I believe this reflects their confidence in me based on past experiences where we’ve successfully completed a difficult project or worked through a complex solution together. I’m very proud of these moments, and these were clients I would be happy to work with again and again.
ALSO COVERING LOCAL, STATE & REGIONAL PROJECTS AND FACILITIES
Future Ready
Union City takes a smart, budget-conscious approach to infrastructure renewal
Future Ready
Union City takes a smart, budget-conscious approach to infrastructure renewal
By Ben Halter
Union City, Indiana—a close-knit community of just over 3,500 residents—faced mounting challenges from aging municipal infrastructure. Many of the city’s critical buildings had gone more than two decades without major updates, with deteriorating roofs, outdated HVAC systems, and inefficient lighting systems in need of replacement. City leadership, including Mayor Chad Spence and the Finance Director, recognized the urgent need for modernization—but also the importance of doing so responsibly, without burdening the city’s budget or taxpayers.
By partnering with the team, Union City developed a strategic plan to upgrade its infrastructure while leveraging clean energy opportunities. Solar power was integrated where it delivered the most benefit—both in terms of energy offset and as a gateway to access federal grants. These funds came directly back to the city and enabled broader improvements, including high-visibility upgrades throughout downtown and critical facility enhancements that would have otherwise remained out of reach.
“ABM played a critical role in helping us identify what we could be doing better— how we could be more efficient and sound
from an infrastructure perspective,” says Union City, Indiana Mayor Chad Spence. “Their expertise helped us hit the mark on sustainability, financial responsibility, and community impact.”
The Challenge
Union City struggled with aging municipal infrastructure—HVAC systems that had surpassed two decades of use, deteriorating roofing and outdated or insufficient insulation across key public buildings. These long-overdue needs posed financial and operational risks, yet city leadership was determined to find a solution that wouldn’t place new strain on the budget.
By designing a project centered on energy conservation measures, solar integration and grantfunded improvements, the company was able to modernize the city’s facilities while respecting its values, priorities and fiscal constraints.
Complicating matters, previous engagements with regional service providers had left the community wary. Promises of performance had gone unfulfilled, making local leaders understandably skeptical of new proposals—especially from large national firms.
Through a combination of technical/ infrastructure expertise, a community-first approach, and a deep understanding of public-sector financing, we earned Union City’s trust and delivered a modernized infrastructure solution that addressed critical infrastructure needs without financial burden. By designing a project centered on energy conservation measures, solar integration and grant-funded improvements, the company was able to modernize the city’s facilities while respecting its values, priorities and fiscal constraints.
The Solution
The project team’s approach began with a thorough assessment of Union City’s energy profile. In close partnership with the city’s
85 years 1940-2025
CIRCLE
utility services, the team analyzed every point of energy consumption across municipal operations to identify inefficiencies and opportunities for clean energy integration. A key focus was shifting suitable electrical loads to solar energy, reducing the city’s reliance on the grid while promoting longterm sustainability.
Understanding that funding was a critical barrier to project execution, the team applied its expertise in state and federal incentive programs to make the initiative financially viable. The team actively pursued grants and alternative funding sources on behalf of the city for over a year, helping to offset upfront capital costs and ensuring the project would not burden local budgets. This strategic financial planning played a central role in bringing the project to life.
We strategically integrated solar power at several key facilities to offset high energy consumption and reduce long-term utility costs. Remote and often unmanned sites like the north and south water plants and the wastewater treatment plant were ideal candidates due to their constant operational loads.
Equally important was the project’s sensitivity to Union City’s identity and values. The infrastructure solutions team recognized the historical significance of downtown buildings and ensured that improvements—such as lighting, HVAC and solar upgrades—were implemented with respect for architectural heritage. This balance of innovation and preservation helped Union City modernize responsibly, reinforcing both its operational goals and its community character.
Project Implementation
The company delivered a $7M infrastructure modernization for Union City, Indiana, implementing over 60 energy conservation measures (ECMs) across seven city buildings and public streets. Every facility received HVAC upgrades, with additional improvements including advanced LED
lighting, building envelope enhancements, roofing and solar installations. The downtown area also saw major LED street-light retrofits and fixture upgrades to boost efficiency and visibility.
Highlights of the project included:
$7 million in infrastructure upgrades across seven municipal buildings and downtown streets
City Hall: HVAC upgrades, LED lighting, roofing, and solar installation
Fire Station: HVAC and LED lighting upgrades, building envelope improvements
North Water Plant: LED lighting upgrades, building envelope improvements, solar installation
Wastewater Treatment Plant: HVAC and LED lighting upgrades, building envelope improvements, solar installation
Downtown Street Lights: 31 LED retrofits, 39 new LED fixtures (9 downtown, 30 outskirts)
Street Garage: HVAC upgrades, building envelope improvements, roofing
South Water Plant: HVAC and LED lighting upgrades, building envelope improvements, roofing, and solar installation
To modernize Union City’s infrastructure, a comprehensive energy strategy was implemented, encompassing more than 60 Energy Conservation Measures (ECMs) across seven municipal buildings and the downtown district. The project prioritized energy efficiency, operational resilience, and long-term sustainability. Every facility received HVAC system upgrades to improve climate control and reduce energy consumption, while advanced LED lighting retrofits were deployed both inside buildings and throughout city streets to enhance safety and visibility.
Building envelope improvements, including insulation and sealing, helped reduce energy loss and improved system performance. Roofing upgrades were completed at key sites, some in support of new solar installations designed to lower utility costs and advance renewable energy use.
In all, 70 downtown and perimeter streetlights were upgraded with a mix of new LED fixtures and retrofits. The project team coordinated work across multiple active sites, carefully managing timelines and
minimizing disruption to city services to ensure the successful delivery of a $7 million modernization aligned with Union City’s energy and sustainability goals.
A Look at the Results
The $7 million in infrastructure and energy improvements were fully financed with no impact to Union City’s operating budget—requiring no new taxes or bonds. The provider secured and managed substantial federal solar grant funding on the city’s behalf, significantly reducing capital
To modernize Union City’s infrastructure, a comprehensive energy strategy was implemented, encompassing more than 60 Energy Conservation Measures (ECMs) across seven municipal buildings and the downtown district.
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costs and bringing external dollars back into the community.
The Wastewater Treatment Plant alone was costing the city approximately $48,000 annually in electricity, while the South and North Water Plants were costing around $37,000 and $26,000 per year, respectively. In contrast, City Hall’s energy use was minimal—roughly $1,000 annually—making it a lower priority for solar. These figures helped guide the solar deployment strategy, focusing on high-usage facilities where renewable energy would have the greatest financial impact.
These efforts enabled the city to complete major upgrades—such as streetlight modernization, multiple roof replacements, HVAC and envelope improvements—without direct city expenditure. The result is a more energy-efficient, resilient municipal infrastructure that delivers long-term operational savings while preserving the city’s financial stability.
This project stands as a powerful testament to the impact of innovative, world-class infrastructure solutions. By working closely with local leaders, the team
helped reimagine infrastructure not just as a necessity, but as an opportunity to elevate the daily lives of residents and create lasting community value.
Through this partnership, the town has crafted a new narrative—one that reflects progress, resilience and a healthier future. It’s proof that when infrastructure investments are guided by vision and expertise, they can spark meaningful change, strengthen civic identity and improve the well-being of entire communities.
Ben Halter is the Senior Marketing Strategy Manager of Manufacturing and Distribution at ABM. He has been with ABM for over four years and has a range of knowledge within marketing and manufacturing and distribution.
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From Jobsite to Homesite
How Dan Belling brought his commercial construction knowledge home as his own general contractor.
Dan Belling National Accounts, S-5!
From Jobsite to Homesite
How Dan Belling brought his commercial construction knowledge home as his own general contractor.
When it came time to build his home in Colorado Springs, Dan Belling brought more than a vision—he brought decades of industry expertise. Working in the construction materials space with S-5!, a leader in engineered attachment solutions for metal roofing, Belling stepped into the role of general contractor to oversee the entire process himself.
With a deep understanding of building science, structural performance and rooftop applications, he took the reins to ensure quality and precision from the ground up.
Belling shares what it was like to manage his own residential build, the unique insights he brought from his work in commercial construction, and how products like S-5!’s metal roof clamps helped bring form and function together in one thoughtfully constructed home. His story offers a firsthand look at how professional know-how can translate into personal success when building smarter, stronger spaces—whether for clients or yourself.
Tell us a little about yourself. What is your industry story?
After years of manufacturing automotive parts, we sold a company in 2007—leaving me to ponder what to become involved in.. I took a role with ACS, Architectural Construct Services, in 2009 working with David Rhodes. We landed several large projects immediately, my role and my life changed.
My new role was acting as owner’s rep for Hertz—managing construction and remodels for their “North Star” program; 181 off airport locations and 65 airport locations. So I went from a manufacturing business deep into construction overnight.
What inspired you to establish your company?
I did not start my own company; I work as an executive for others.
How has your founding mission evolved over time?
My servant leadership and customer satisfaction mantra has been the bedrock of finding outcomes that are beneficial to both parties.
Describe the signature style or characteristics that define your residential projects.
The projects I am doing, and highlighted here with my own home, have always been focused on helping the owner feel connected to the outcome and feeling like a dream has been realized.
What market segment do you primarily serve?
Our company, S-5! For the last 35 years, we have been deeply involved in attachments (solar, MEP’s, Snow Guards) for metal roofing. Only in the last year have we expanded to cover Single Ply roofing materials.
What has been your most challenging project to date?
Building my own dream home.
How did overcoming those challenges shape your approach to construction?
I had to mentally separate the building process from the design process. So Judi, my wife, was the overall designer, client, dreamer of finishes, while I focused on the process and financials related to reaching our dream home. During dinner conversations, I found myself sometimes asking Judi if a question was directed at the builder or the husband.
Can you share details about your favorite completed project and what made it particularly meaningful or successful?
Using my experience to build a home that is a lifetime goal.
How do you integrate sustainable building practices into your construction process?
We used a wide range of materials in the build, but with a focus on sustainable
building materials, an example would be our roofing and much of our siding is metal. Drawing from my S-5! Role while choosing metals that are a natural fit with our Colorado Forest, Moden, Rustic mountain design.
What specific eco-friendly innovations have you implemented?
Metal exterior siding that is fire resistant and 95% recycled materials.
What emerging trends in residential construction are you most excited about?
How are you incorporating them?
Materials. There are some many great “craft” manufacturers of materials today, sometime hidden our hard to find because they are not mass produced, but we scoured the internet, design publications (OneKindDesign, as an example) and then reached out to architectural in five or six countries to get feedback on desired materials.
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What values drive your day-to-day operations, and how do these translate into the final homes you deliver?
Client dreams need to be held in the highest regard.
What trends are you seeing in the residential construction market today? How are they shaping the industry?
Mass produced products, but with late-stage customization options created truly bespoke materials. Woodtone in Canada was a decision we took, they modified Hardy Siding and added custom color and textures that really impressed us.
What are your goals for your company’s growth and impact on the residential construction industry?
At S-5! We are working through the EPD or Environmental Product Declaration process to ensure we meet LEED V5 documentation demands and not just because it is being demanded of us, but because we want to share the future of construction, making our industry more sustainable. In fact we are nearing a net neutral—100% renewable energy profile.
One-on-One with... Dan Belling S-5!
Describe a typical day.
Up at 6 a.m., doing some ranch chores, feeding the dogs and horses. I’m at work by about 7 a.m.; lunch; bicycle ride with a small group of co-workers in Black Forest; and then home around 4 to finish off the day.
What’s the biggest item on your to-do list?
Working hours are generally consumed with education of architects via our AIA (American Institute of Architects) continuing education program and outreach to Architectural Specifiers (CSI Members) to educate them on new products and sustainable building products that we offer.
What’s the most rewarding part of your job?
I think when I see bid documents coming across my desk that single source our products – a reflection of the work we do to meet codes and standards like UL3741, ASTM 2140, DibT, TUV and Florida Product approvals.
What was the best advice you ever received?
Sometime you can go faster by slowing down
(Herb Gnade @Mahle)
What’s the best thing a client ever said to you?
“Thank you for saving us from ourselves.”
Rebuilding Resilience
LA wildfires highlight urgent need for more durable housing
By Greg Rankin
Residential construction in California has reached a tipping point. The recent devastating wildfires that raged across Los Angeles, reducing entire neighborhoods to ashes, underscore the critical need to reconsider how homes in fire-prone areas are constructed. This is not an isolated incident. In 2024 alone, California experienced 8,024 wildfires, scorching over 1 million acres, destroying 1,716 structures, and displacing thousands of residents.
Phil Hulsizer, Nonquit Homes
California is enduring an ongoing wildfire crisis that demands immediate and sustained action to protect residents, natural resources, and the economy.
Engineers have long advocated for an increased use of fire-resistant materials in residential construction, but the higher costs when compared to wood have slowed widespread adoption. Now, however, innovations are dramatically lowering the cost of utilizing concrete in residential construction – and by
adding fireproof doors, windows, and metal roofs homes can be transformed into fireproof structures.
These advancements in residential concrete construction extend beyond fire defense, offering enhanced protection against other natural disasters such as hurricanes, tornadoes and earthquakes. “Concrete is by its nature a very durable and resilient material regardless of the hazard,” says Evan Reis, Executive Director of the U.S. Resiliency Council.
“So, from the performance side of things, concrete homes make a ton of sense.”
Reis, a structural engineer with more than 30 years of experience, leads the U.S. Resiliency Council—a California-based non-profit organization that advocates for well-engineered structures built with resilient materials. “With more people moving to hazard-prone areas and the increase in natural disaster-related losses. Something has got to change.”
Concrete homes are proving to be a safer, greener, more durable option with lower energy consumption and fewer repairs providing a more sustainable solution.
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Insurers Backing Out
Making matters worse is the harsh reality that many homeowners now are unable to secure home insurance. According to the First Street Foundation, almost one-third of homeowners in the lower 48 states are already struggling to find affordable insurance, with California facing some of the most pressing challenges.
In fact, in the months leading up to the historic blaze, many insurers began canceling policies across the state, leaving homeowners with few to no options. “Insurance rates are skyrocketing because of the increased risk," Reis says. "At the same time lenders don’t want to be left holding the bag. The good news is that they are both beginning to recognize that they can greatly reduce their risks if homes are built with the right materials.”
As governments and the insurance industry struggle to find viable solutions in the near term, discussions are increasingly turning to just what building material is
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going to replace the traditional wood-framed home design.
Building a Foundation
Building homes out of concrete has long been viewed as a superior option, especially in fire-prone areas like Los Angeles County. This would no doubt save lives, protect properties, and greatly reduce future government relief and recovery funds. The high cost of
construction compared to wood-framed homes has been a major barrier.
However, new building methods are making concrete homes more affordable. In fact, when lifetime upkeep, insurance, and other expenses are factored in, concrete homes are expected to greatly reduce the total cost of ownership.
The latest advancements piggyback on the tilt-up designs common in commer-
cial construction. For residential construction however, the cost savings come from utilizing smaller prestressed sandwich panels which don’t require the use of expensive cranes.
Instead, the panels can be maneuvered by forklifts—which also cuts down on labor. “An entire house can now go up with just 3 or 4 people onsite to tilt up the panels and set them
in place,” says Alonso Forcado, an engineer from Nonquit Homes who helped design and build the first residential home outside of Atlanta using this style of construction.
The panels can also be poured on site which eliminates the need to transport heavy panels from a precast manufacturer, where every mile increases their cost.
The time associated with building concrete homes can also be greatly reduced when compared to traditional wood-framed
designs. For example, depending on the size, a wood-framed home can take six months to more than a year to complete. Once a builder can properly train their crew on the new concrete building process, building times can also be greatly reduced to as little as 120 days, depending on the size of the residence.
Building resilience requires retraining
One of the biggest obstacles to seeing
a transition from wood to concrete in residential construction comes down to the know-how. Reis says another primary reason contractors, especially in high-risk areas, continue to build wood-framed homes is due to their familiarity with the process. “Right now, there are simply not enough contractors that know how to efficiently build a home out of concrete."
Getting contractors on board with the shift to concrete requires a proven process and training to build cost-effec -
tive, energy-efficient, designer-friendly concrete homes.
To further speed development into residential concrete construction, companies like Texas-based Nonquit Homes have begun offering educational courses for contractors. The program takes eight days and includes hands-on training that will provide builders and skilled workers with the knowledge
and ability to pour and erect prestressed concrete panels for quick and cost-effective residential construction.
“It took us almost two years to perfect the process of building with these prestressed concrete sandwich panels,” Forcado says. “Now we want to pass along what we have learned to builders before it is too late. Right now, it is a race against time.”
Enhancing Durability
Another issue with constructing homes out of concrete includes insulation limitations and aesthetic concerns. For instance, concrete is naturally dense and airtight, but it is not an effective insulator on its own. To alleviate the issue, Nonquit Homes began integrating thick insulation within the concrete panels. This approach not only improves
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energy efficiency but also streamlines construction by eliminating the need for separate insulation and interior walls.
In terms of design, the concrete industry has evolved significantly, offering nearly limitless customization options, including colored, patterned, and textured finishes. Furthermore, builders can
incorporate conventional exterior materials like brick, stone, or stucco to enhance curb appeal.
Concrete homes are proving to be a safer, greener, more durable option with lower energy consumption and fewer repairs providing a more sustainable solution.
“Sustainable design has always been translated into green design, or having a low impact on the environment,” Reis says. “That is only half of the equation. The other part is the environment having a low impact on us. By combining green design with resilient design, together we can achieve sustainability.”
Greg Rankin is a Houston-based freelance writer with more than 20 years of experience writing about construction, engineering, and the concrete industry.
CIRCLE NO. 70
Why Now is a Smart Time to Step into Residential Contracting
The residential construction and remodeling industry continues to show strong momentum—and the outlook remains bright. According to the National Association of Home Builders, residential remodeling spending is projected to exceed $500 billion by the end of 2025. Demand is being driven by aging housing stock, evolving homeowner preferences and a growing interest in personalized living spaces.
In short, there’s never been a better time to consider a career in residential contracting.
Whether you’re a tradesperson thinking about starting your own business or an industry professional looking to pivot into residential work, here are five compelling reasons to consider make the move or change of scenery:
1. Embracing Career Independence
One of the most appealing aspects of becoming a residential contractor is the ability to take control of your own career. As an independent contractor, you have the flexibility to build a business that reflects your values and vision—choosing the clients you work with, setting your schedule, and managing projects that align with your expertise. This autonomy not only empowers your day-to-day decision-making but also offers a long-term path toward personal and professional freedom.
2. Unlocking Financial Potential
Residential contracting can be a highly lucrative career for those who are committed to delivering quality work and building strong client relationships. As your reputation grows, so does your opportunity to take on larger, higher-value projects. With the right combination of skill, strategic planning and business acumen, residential contractors can create a financially rewarding future. In fact, data from the U.S. Bureau of Labor Statistics shows that the top 10% of construction managers earn more than $170,000 annually.
3. Fulfilling Creative Aspirations
For many professionals, residential construction offers a unique blend of structure and creativity. Each project is an opportunity to bring a client’s vision to life—whether through thoughtful renovations, custom builds or transformative design elements. The ability to shape living spaces and see tangible results from your work is both creatively satisfying and professionally motivating.
4. Steady Demand and Market Growth
Residential construction remains one of the more resilient sectors in the building industry, fueled by consistent demand for new housing and home improvements. According to Harvard’s Joint Center for Housing Studies, more than 80% of U.S. homes are at least 20 years old and over 40% are more than 50 years old—creating ongoing need for repairs, updates and modernization. As communities expand and homeowners invest in upgrades, contractors are well-positioned to tap into a steady pipeline of work.
5. Making a Meaningful Impact
At its best, residential contracting is about more than just bricks and mortar—it’s about improving how people live. Enhancing a home can have a profound effect on a family’s comfort, safety and overall well-being. Being the one to help clients realize their dream homes offers a deeply rewarding experience that goes beyond business and leaves a lasting impact.
The Bottom Line
Residential contracting blends entrepreneurial opportunity with creative fulfillment, financial reward, and real-world impact. With strong market demand and aging housing infrastructure, this sector is primed for professionals who want to build a career on their own terms while making a difference in their communities. If you’re thinking about your next move in construction, it might be time to look closer at residential.
And remember: Measure twice, cut once.
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Latest Episodes to stream now
CCCT with Dawn Mahan from PMOtraining.com
CCCT with Derek Mosiman, Vice President and Division Manager, Swinerton
David Corson, CCR Publisher/Editor, sat down with Derek Mosiman, Vice President and Division Manager at Swinerton—a 100% employee-owned construction firm with roots dating back to 1888. What began as a brick masonry business has grown into a $5 billion national powerhouse, delivering industry-leading commercial construction, design-build, and self-perform services. With 4,300+ professionals in 23 regional offices, Swinerton continues to shape skylines, strengthen communities, and deliver award-winning projects across the country.
David Corson, CCR Publisher/Editor, sat down with Dawn Mahan—founder of PMOtraining.com, award-winning consultant, C-suite advisor, and creator of ProjectFlo® and Projectland®. She’s trained thousands globally and authored the Amazon #1 bestseller Meet the Players in Projectland, now available in eBook and paperback: books2read.com/meettheplayersinprojectland. Using clever animal avatars and engaging stories, the book offers practical insights into managing the people side of projects. Explore real-world case studies at: pmotraining.com/case-studies Would you like to be a guest or sponsor?
An interview podcast that talks to guests that will have business titles in design, construction, facilities, real estate, procurement, development, etc. in retail, restaurants, hospitality, healthcare, federal, multi-family, shopping center owners, developers, cannabis, mixed-use along with the A/E/C sectors plus vendor service suppliers & mfcs who’s products and services are specified, recommend and purchased by enduser brands to build and maintain their facilities in the Commercial Construction Building industry.
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CCCT with Ed Rogers, Executive Vice President from Vadara/US Surfaces
David Corson, CCR Publisher/Editor, sat down with Ed Rogers, Executive Vice President at Vadara/US Surfaces, a company that has been marketing and distributing premium building products since 2007. Their brands include LivingStone Solid Surfaces, known for high-performance and value-driven solid surface solutions, and Vadara Quartz Surfaces, which brings the beauty of nature into interiors with artisan-crafted quartz inspired by some of the world’s most breathtaking places.
CCCT with Tina Mealer, Director of Marketing from Haas Door
CCCT sat down with Tina Mealer, Director of Marketing from Haas Door, a family owned and operated company. They value their customers and manufacture garage doors with the highest quality workmanship and raw materials. Their method is simple. They hire quality people driven to produce quality products.
Contractor The Retail
Annual Conference Boasts Record Attendance & Business-Building Insights
With almost 200 attendees and representatives from half of RCA member companies, the RCA Annual Conference served as a hub for contractors all over the country to learn more about the current economy, how to build a culture of success, and ways to implement AI to streamline business practices.
The event kicked off with a welcome reception, where attendees and their guests connected, raised their glasses, and enjoyed Tex Mex appetizers in the Gaylord Texan’s storied atrium. The following morning, breakfast was served as various roundtable discussions took place – from the Impact of Immigration Reform on Labor and Risk Mitigation & Insurance Trends/Owner Default to Managing Customer Expectations and Safety Communication.
Robert Richman, former Culture Strategist at Zappos.com, and author of Culture Blueprint, served as the opening keynote, where he outlined how
establishing a great corporate culture leads to high performance and retention. “You have to figure out what do you stand for beyond the service model – for example, at Zappos, we were ‘a customer service company that happened to sell shoes,’” he said. Richman also encouraged the audience to see customer complaints and frustrations as a pathway to innovation and improvement – in fact, his feedback hack when it comes to interviews is asking, “Tell me the thing you think I don’t want to hear.” For Alcoa Steel, for example, that led to increased safety, revenue and goodwill.
The next session was the highly anticipated “Monetary Masala” session, where economist Anirban Basu, CEO of Sage Policy Group, provided an overview of the economy interspersed with references to Denzel Washington films. With interest rates still high, developers are having a hard time
(Continued on page 2 )
RCA’s mission is to promote professionalism and integrity in retail construction through industry leadership in education, information exchange, and jobsite safety.
The Retail Contractor
(Continued from page 1 )
getting financing, and the housing market is sluggish. Tariffs, which he predicts will encourage U.S. manufacturing, will still place the burden on American importers, and those costs will be passed on to wholesalers and consumers. For contractors, Basu predicts higher prices for lumber, steel and aluminum, but there will still be a growing demand for data centers, energy
tech and builds related to fossil fuels – making Houston, for example, an ideal market for growth.
Priyanka Rao, founder & CEO of AI Champions, gave concrete examples of how
companies can leverage generative AI for invoicing, marketing and social media, lead generation, and staffing. She also showed how AI can integrate into organizational charts – with humans constantly modifying prompts and managing the process – and how leaders can oversee the governance and deployment of these technologies, while ensuring they align with business objectives and ethical standards.
Newly minted RCA president Justin Elder, president of Elder-Jones, and past president Steve Bachman, founder of RCS Construction, unveiled RCA’s template for planning and hosting a community event that highlights the industry and careers in construction. Modeled after Tri-North’s Kids Building Wisconsin program –now in its 10th year attracting more than 6,000 attendees – the event aims to give kids and their families hands-on experiences with construction equipment, contractors and suppliers in their communities. It also provides families with college alternatives and exposure to the trades. RCS and Elder-Jones are planning to co-host an event in the Minneapolis-St. Paul area in fall 2026, and they encouraged RCA members to band together to host similar events in their markets.
The RCA Annual Conference concluded with its traditional casino night and Sunday golf outing, where attendees battled the end of Daylight Savings Time after two full days of knowledge and fellowship.
Justin Elder, President, Elder-Jones, Inc.
First and foremost, I’d like to thank everyone that attended this year’s annual meeting. We once again set an all-time high for attendance, and I’d like to think everyone went home from the meeting with some beneficial takeaways, as well as having made new contacts and greeted longstanding friends. I certainly hope you had some fun as well. I, for one, had the absolute honor of taking over to serve as president of this great organization. It’s also an honor to be a second-generation president, as my father served in this same role exactly 30 years ago.
One thing that certainly makes this job easier is that I’m taking over an organization that has generated impressive positive momentum over the past couple of years. Eric Handley preceded me as president, and I only have great things to say about Eric’s guidance, leadership, and profound professionalism he instilled during his term. Member engagement, new membership applications, and RCA committee initiatives that were seen through fruition all trended in positive directions during Eric’s term.
As an organization, we are constantly seeking ways to assist our members with making their own companies more successful. My foremost goal in the coming years is to expand on developing and improving the programs and initiatives that best benefit and engage our membership. Our committees are as busy as ever, meeting regularly to enhance content and opportunities for our members as well as expanding our visibility to retailers, owners, and owners’ representatives.
One of our newest programs is the RCA Project Manager Training, presented by FMI. We held our first Project Manager training program this past March in conjunction with the Annual Meeting. Our first session was sold out, and we are currently planning to offer another session in Dallas, December 3-5, 2025 and in conjunction with the Annual Conference in Oxon Hill, MD, March 4-6, 2026. The feedback we received from participants as well as executives from participating companies was overwhelmingly positive. Likewise, our superintendent training program was launched in 2018 and continues to generate participation numbers to support two sessions per year. Our next session will be December 4-5, 2025, in Dallas.
Another area of focus will be on workforce development. You can’t get through any industry meeting, networking event, or even just a trip to one of our jobsites without conversation turning to the labor shortage. The construction workforce is aging upwards. Demand continues to increase, but the supply of new labor coming into the industry continues on a negative trend. Don’t get me wrong here, the RCA is a strong organization full of brilliant minds, but we can’t pretend we’re going to solve this problem alone. But we can do our part, and our workforce development committee will continue its mission to bring awareness and opportunity to young people thinking about their future place amidst the workforce.
These are just a few of the great things the RCA has in the works. I encourage everyone to become engaged with the RCA. If you don’t know where to start, just give me a call or shoot me an email, I’d be happy to help you find your place and get connected. You can also look at attending one of our many regional RCA events happening throughout the summer and fall. They are a perfect way to enjoy an afternoon or evening engaging with other members. I’ll probably see you there! Enjoy the summer.
Justin President’s Message
ADVISORY BOARD
Randy DanielsonOpus Development Company, LLC
Jon Hostasa - CASEY’S
Jason Kraus - Kohl’s
Jeffrey D. Mahler, AIAOnyx Creative
Stahler McKinney - FMI
COMMITTEE CHAIRS
CONSTRUCTION TRAINING
David Brown
LEGISLATIVE/REGULATORY
Jay Dorsey
MEMBERSHIP RECRUITMENT & RETENTION
Denise Doczy-Delong
OFFICERS
President Justin Elder Elder-Jones, Inc.
Vice President
Timothy Aubel Rectenwald Brothers Construction, Inc.
RCA members must meet and maintain a series of qualifications and are approved by the Board of Directors for membership. They have been in the retail construction business as general contractors for at least five years; agree to comply with the Association’s Code of Ethics and Bylaws; are properly insured and bonded; are licensed in the states in which they do business; and have submitted letters of recommendation.
COMPANY CONTACT PHONE STATE EMAIL MEMBER SINCE
Acme Enterprises, Inc.
Asa Carlton, Inc.
Atlas Building Group
Bayley Construction, LP
Beam Team Construction, Inc.
Bogart Construction, Inc.
Buildrite Construction Corp.
Buch Construction
CE Gleeson Constructors
Comanche Construction, LLC
Commercial Contractors, Inc.
Commonwealth Building, Inc.
Connor Construction, LLC
Construction One, Inc.
Jeff Lomber 810-499-7127 MI jlomber@acme-enterprises.com 2009
Bradley Martin 770-945-2195 GA bmartin@asacarlton.com 2025
Brian Boettler 636-368-5234 MO bboettler@abgbuilds.com 2017
Steve Grasso 206-621-8884 WA steveg@bayley.net 2024
Rick Stehr 678-987-1800 GA rickstehr@thebeamteam.com 2019
Brad Bogart 949-453-1400 CA brad@bogartconstruction.com 2008
Bryan Alexander 770-971-0787 GA bryan@buildriteconstruction.com 2013
Brandon Nice 757-566-3032 VA bnice@davidnicebuilders.com 2011 De Jager Construction, Inc.
Dan De Jager 616-530-0060 MI dandj@dejagerconstruction.com 1990 Desco Professional Builders, Inc. Bob Anderson 860-870-7070 CT banderson@descopro.com 1995
Diamond Contractors
Division 9 Commercial Inc.
Lori Perry 816-650-9200 MO loriperry@diamondcontractors.org 2015
Cheryl Montour 770-919-9941 GA cmontour@division9inc.com 2021 DLP Construction Company, Inc.
Dennis Pigg, Jr. 770-887-3573 GA dpigg@dlpconstruction.com 2008 E.C. Provini, Co., Inc.
Joseph Lembo 732-739-8884 NJ jlembo@ecprovini.com 1992 Eckinger Construction Company
Philip Eckinger 330-453-2566 OH phil@eckinger.com 1994 EDC
Christopher Johnson 804-897-0900 VA cjohnson@edcweb.com 1998 Elder-Jones, Inc.
Robert Benda 817-877-3800 TX bbenda@westwoodcontractors.com 1990
Tony Riccardi 847-856-0123 IL tony.riccardi@warandolph.com 2011
Rick Winkel 352-860-0500 FL rickw@winkel-construction.com 1990
Michael Houseman 616-949-3360 MI mhouseman@wolvgroup.com 2012
John Bodary 586-939-9991 MI jbodary@woodsconstruction.com 1996
Visit retailcontractors.org to view the profile of each RCA member company. Click on “Find a Contractor” on the home page to search the member list.
Please notify the RCA Office (800-847-5085 or info@retailcontractors.org) of any changes to your contact information.
The Retail Contractor
The Evolution of the General Contractor: From Stonecutters to Project Managers
While construction has shaped civilizations for millennia, the role of the modern general contractor is a relatively recent development. Here's how the profession evolved from ancient communal efforts to today’s sophisticated construction managers.
Humble Beginnings: Building as a Community Effort (Prehistory –Ancient Times)
By Tony Annan, CEO, Warwick Construction, Inc.
Long before modern job sites and cranes, construction was a communal affair. In early societies, entire villages worked together to erect essential structures such as homes, stables, and mills. For large-scale infrastructure—temples, aqueducts, bridges, roads, and defensive walls—rulers often relied on forced labor—such as slaves, conscripts, and soldiers—to complete these monumental undertakings.
The Middle Ages: Rise of the Master Builder (500–1500 CE)
Between 500 and 1500 CE, construction became more specialized. Skilled traveling craftsmen—especially stonemasons—were in high demand for building cathedrals, castles, and other significant public works. On major projects, an elite mason would take on the role of Master Builder—a historical precursor to the modern general contractor
The Master Builder was responsible for nearly every aspect of the project: designing the structure, managing labor, sourcing materials such as timber and stone, overseeing blacksmiths crafting tools, and handling payroll. These individuals also helped formalize construction training through guilds, which established standards and trained apprentices across generations.
Centuries of Craftsmanship and Patience (1500s–1700s)
For hundreds of years, masons and multi-skilled craftsmen remained at the core of the construction process. Many large projects stretched across decades—or even centuries.
A Master Builder might complete only one or two major works in a lifetime. To remain employable, craftsmen often practiced multiple trades. There were no general contractors as we know them today—just a loose collection of artisans working under the leadership of a master.
The 19th Century: Innovation Reshapes the Industry (1800s)
The Industrial Revolution dramatically reshaped the construction industry. New technologies—steel framing, reinforced concrete, mechanized tools, and electricity—began to replace traditional methods. At the same time, professions like architecture and engineering became more formalized. This era marked the beginning of the decline of masonry’s dominance. Specialization became the norm. Dozens of new trades emerged, and written construction contracts became standard. Firms—rather than individuals—were now hired to manage projects, setting the stage for the rise of the general contractor
The 20th Century: Birth of the General Contractor (1900s)
By the early 1900s, “general contractor ” had become an established term, reflecting a shift toward centralized project management. These firms were hired to oversee the entire scope of a construction project—including design, labor, materials, and execution.
Initially, general contractors employed large internal workforces. However, by the 1950s, it became more efficient to subcontract specialized trades—a trend that reshaped the industry and led to leaner operations.
National Expansion and the Modern GC
In the 1980s, national general contracting firms began to emerge, empowered by the flexibility of subcontractor networks and independent design teams. This made it possible for general contractors to manage increasingly complex projects across wider geographic regions.
Modern general contractors face growing complexity. They navigate skilled labor shortages, intricate tax regulations, technology integration, and sustainability goals, while ensuring compliance with licensing boards, safety standards, evolving building codes, and other regulatory requirements.
Looking Ahead
As the construction industry grows more complex, the need for skilled general contractors remains strong. With increasing regulatory demands, rising project complexity, and rapid technological advancement, the general contractor has become the linchpin of modern construction—orchestrating hundreds of moving parts into the structures that define our cities and shape the built world.
Connect and Engage at a Regional Event
Our regional networking events bring together RCA members, sponsors, benefit providers, and other supporters. There is no fee to attend these events, but we ask that you register to confirm your spot.
July 31 | Boston
Hosted by RCA & Englewood Construction
Sallys Apizza Tour & Networking Reception Sponsored by DW1
August 25 | Orlando
Hosted by RCA, Commercial Construction & Renovation & Retail Design Institute
“Continue the ConversationConnections and Introductions” Networking Reception
Sponsored by The Home Depot
September TBD | Los Angeles
Hosted by RCA
Information coming soon!
October TBD | Atlanta
Hosted by RCA
Information coming soon! Sponsored by DW1
October 20 | Cleveland
Hosted by RCA & ConstructReach
“Continue the Conversation - Workforce Development”
Networking Reception
December 2 | Phoenix
Hosted by RCA & Commercial
Construction & Renovation
“Continue the ConversationConnections and Introductions”
Networking Reception Sponsored by DW1
Dates subject to change based on venue/presenter availability. Visit retailcontractors.org for more information and to register. Sponsors & hosts current as of June 25, 2025.
GOLD
SILVER
Setting Stone, Breaking Barriers
How GI Stone’s Sandya Dandamudi is shaping her company for the future.
In the heart of the industry’s competitive construction scene, Sandya Dandamudi is quietly reshaping what leadership looks like in the stone industry. As President of GI Stone, she’s a second-generation owner guiding one of the industry’s leading stone fabrication and installation firms. Under her leadership, the company has delivered high-profile work for clients like Related Midwest, JDL Development, Hines and Magellan Development Group, leaving its mark on scores of iconic residential, office, hospitality and healthcare projects.
Dandamudi’s deep knowledge of materials, paired with her clear-eyed project vision, continues to help architects and developers realize bold, beautiful outcomes. With a team of nearly 50 employees, including 20 union tradespeople, she’s grown GI Stone from a small family business into one of the largest employers in their trade.
A biochemistry major turned ethnographer turned entrepreneur, Dandamudi never expected to follow in her mother’s design footsteps. But today, her vision is helping shape GI Stone’s path forward. We sat down with her to find out the journey behind her leadership, the challenges of navigating a male-dominated field, and what it takes to build with both resilience and heart.
Tell us a little about yourself. What is your industry story?
When I was a young girl, I dreamed of being a Rockstar. My heroes were George Harrison, Robert Plant and Neil Young. But as I grew older, school became my focus. After earning a degree in Biochemistry, I shifted gears and completed an MA in Cross-Cultural Communication. I began working in marketing-focused roles until an opportunity arose to work with my mother, Rani Dandamudi, who had run an interior design firm for 30 years and founded GI Stone. What was supposed to be a brief stop turned into a lifelong passion. I never thought I would follow in her footsteps, but I fell in love with the industry. It offered the perfect chance to blend my analytical skills with my eye for style, fashion and design. And in a full-circle moment, I realized I did end up becoming a Rockstar.
What inspired you to establish your company? How has your founding mission evolved over time?
My mother launched GI Stone 30 years ago this year. Initially, our work focused on small commercial real estate projects, but over time, we expanded into large multifamily developments, hotels, and office buildings, especially in the high-end
segment. While we occasionally took on residential jobs as favors or opportunities, we often turned them down, viewing them as missed opportunities.
Last year, it finally felt like the right moment to officially launch our luxury residential division. Given our extensive project portfolio, primarily built through word-ofmouth, I often wonder why we didn’t do it sooner. Working with commercial clients is rewarding, but there’s a particular joy in hearing directly from homeowners about how we helped realize their vision.
Describe the signature style or characteristics that define your residential projects.
I believe our style, like stone, is timeless. We work closely with private clients and their design teams to bring their dreams to life, guided by three decades of experience. We’re known for designing bespoke features that defy fleeting trends—fireplace mantels, flooring, integrated countertops, and backsplashes in kitchens and bathrooms.
I am a strong believer in the adage “form follows function.” When working with stone and related materials, we shape them into practical, durable, and timeless features that will stand the test of time.
What types of residential projects do you specialize in?
What market segment do you primarily serve?
Many private clients first discovered us through luxury condominium projects such as Tribune Tower Residences, No. 9 Walton, and One Bennett Park. We also handled sourcing, fabrication, and installation for dozens of Class A rental towers. These large-scale projects showcased our capabilities, prompting discerning families—primarily in affluent Chicago neighborhoods and upscale suburbs, often with second homes in the Midwest—to seek our expertise for their personal residences.
Can you share details about your favorite completed project and what made it particularly meaningful or successful?
It’s difficult to pick just one, as each project features bespoke GI Stone creations that
hold a special place in my heart. But I often think about a recent residence in Hinsdale, Illinois, that we completed.
The home features several memorable installations: a scullery with a stunning White Macauba quartzite backsplash; a primary bathroom with Rem Dekton flooring, a matching soaking tub, and a vanity—all crafted from the same material; and a striking Albarium Dekton staircase that illuminates the space. These custom details exemplify how bespoke stonework can elevate a home into something extraordinary.
How do you integrate sustainable building practices into your construction process? What specific eco-friendly innovations have you implemented?
Sustainability is central to our operations. In 2016, we hired Sai Uppalapati, who holds a Master of Science in Environmental Technology and Energy from the New York Institute of Technology. Starting as a project coordinator, he was quickly promoted to project manager and most recently, project director. He travels worldwide to ensure quarries treat their workers well and meet our sustainability standards. He has evaluated and implemented technologies to reduce our environmental footprint—such as cutting waste and water consumption.
We recycle 95% of the water we use, which keeps our monthly water bills surprisingly low.
What sets your company apart from other residential contractors in your market?
We have decades of experience working on high-volume commercial projects where there is literally almost no room for error, and that also pays off in our design work. For example, many tile companies don’t realize most quarries use different blocks of stone to cut tile and countertops, leading to subtle differences in the stone that mar the overall design.
If one of our clients wants a Calacutta gold countertop and flooring, on the other hand, we insist each job uses stone cut from the same block so there are no inconsistencies. That’s just one example.
What emerging trends in residential construction are you most excited about, and how are you incorporating them?
I’m incredibly excited about Dekton, a high-quality sintered material with 0% silica content, is made with over 20 recycled minerals and manufactured in a factory that uses its own solar energy and recycles over 90% of its water – scoring it high marks more than even the most sustainable stone.
The material is not only heat and chip resistant but also available in a wide range of colors, textures and thicknesses, making it extraordinarily versatile from a design perspective. I’ve also been happy to see many of our private clients push boundaries and become more adventurous, opting for onyx and quartzite installations that can be illuminated from within and using stone in more unusual ways, such as cladding cabinetry and staircases.
How do you approach collaboration with architects, designers and other professionals during your projects?
There’s nothing more energizing than collaborating with architects, interior designers and homeowners to realize their vision. We approach these partnerships with both confidence and humility.
I’m not shy about asserting my expertise when a client request isn’t feasible, but my team has decades of experience bringing seemingly impossible designs to fruition. On the other hand, there’s always something new to learn, which keeps things fresh and interesting year after year.
What values drive your day-to-day operations?
How do these translate into the final homes you deliver?
We prioritize people above all else. I pair new employees with seasoned team members like our project director, Sai Uppalapati, for the first year to ensure their success. I also believe strongly in lowering barriers for people from underserved backgrounds, regardless of race, gender, or sexual orientation.
While DEI (Diversity, Equity and Inclusion) has been a topic of debate in some CRE firms, I believe having a diverse workforce brings fresh ideas and innovative ways of doing things. Our differences make us a more creative and effective team. Our drive for excellence, combined with humility and openness to new ideas, results in the stunning projects we deliver.
What are your goals for your company’s growth and impact on the residential construction industry?
I’ve been extraordinarily pleased with the success of GI Stone’s luxury residential division. I am confident that our approach and commitment to excellence will inspire our partners—and possibly even our competitors—to meet the same high standards.
Can you tell us more about your safety initiatives?
Safety is my top priority. I am continually evaluating new technologies to protect our team. For example, to guard against silicosis—a deadly lung disease caused by inhaling silica dust during cutting or sanding—I invested in an air monitoring system that activates exhaust when silica levels become too high. Masks should be a last resort. We also invested in a vacuum system that allows a single worker to move and lift heavy slabs, minimizing the risk of back injuries. Last year, OSHA sent a team to inspect our workshop at our invitation and gave us high marks for our safety efforts.
How do you balance client design preferences with structural integrity and building code requirements?
After 30 years working with CRE companies, we’ve learned how to bring seemingly impossible designs to life—ensuring they are both structurally sound and code-compliant. Often, it just takes creativity and vision. Our commercial experience plays a big role here: everything on a commercial site involves a rigorous submittal process, and all our installers are union-trained and highly skilled.
Our project managers are often engineers or architects. For example, we once redid the Ritz Carlton lobby. The designer wanted large stone slabs for the floor, but the building couldn’t support the weight or thickness. We adapted by fabricating the same material into 1/16th-inch-thick sheets and installing them on 1/8-inch porcelain layers, making the floor lighter and more
cost-effective. The result is still flawless and the floor remains perfect after eight years.
Talk about opening an office in Nashville. What are your goals for U.S. expansion?
We recently completed the Aspire Midtown multifamily project and a sales center for a high-end hotel and condominium development in Nashville. We’re also bidding on several other projects there. Nashville has been very welcoming and we plan to open an office there—though cautiously.
We’ve seen a significant demand, not only for our services but also for Chicago subcontractors, who are viewed very favorably in other markets. We know how to build in Chicago and we intend to expand carefully where demand exists. Currently, we’re expanding in a measured way, focusing on opportunities where our expertise is needed.
One on One
with
GI Stone’s Sandya
Describe a typical day.
What has been your most challenging project to date, and how did overcoming those challenges shape your approach to construction?
With decades in business, our experience reflects the challenges we’ve faced. For example, during the Northwestern Parking Garage project, we endured a 40-day snowstorm, which reduced our efficiency by 40%. Simultaneously, the limestone quarry we relied on filed for Chapter 11.
Another challenge involved a hospital lobby where the specified stone began developing haze on the corners—a result of poor inspection by the vendor. Most difficult projects tend to involve uncooperative vendors or poorly specified materials. We have learned to be very cautious: I always tour vendor facilities and send inspectors before working with them, as many dislike this scrutiny—they see it as us trying to
Dandamudi
My day usually begins early, around 5 or 6 in the morning. While I’m not working from the beach, I often start my day working from bed (WFB) checking emails, responding to messages, and making a detailed to-do list for the day ahead. I have a real love-hate relationship with my phone; it keeps me connected and organized, but sometimes I wish I could just throw it out the window.
Despite the digital distractions, I find that starting the day with a few quiet hours helps me set a focused tone. As the morning progresses, I shift to more active tasks—reviewing ongoing projects, coordinating with my team, and strategizing for upcoming initiatives. I also set aside time for reflection, ensuring that I stay aligned with our company’s goals and ambitions.
While I try to minimize attending too many “networking” events—our industry does have many events that focus on new trends and panels with industry experts—always learn something from my peers and colleagues.
take over their supply chain. In any business, there’s a darker side, but transparency and diligence help us navigate these issues.
What trends are you seeing in the residential construction market today? How are they shaping the industry?
Currently I see the return to very high end natural stone—the industry has evolved and there are now new ways of cutting and protecting natural stone that we could not do before.
Simultaneously, we are also seeing more innovative manmade materials in the market. But one very welcome trend is now that clients are very interested in creating a home that not only addresses their need for more aesthetic spaces, given the rise of remote working but also a home that will create their memories and not just resale value. CCR
What’s the biggest item on your to-do list?
My biggest items on my to-do list tend to be to keep up a communication flow—I am fortunate to have a great team, so I do not have to be micromanaging—but I want everyone—clients, vendors and my team to know that I am present.
What’s the most rewarding part of your job?
The most rewarding part of my job is still the same from when I started—seeing a completed project and knowing we played a significant role in someone’s personal space
What was the best advice you ever received?
The best advice I have ever received that directly pertains to my job is that no matter what the start date is, the end date never changes!
What’s the best thing a client ever said to you?
A client’s child once told me that she loves her bathroom and it was “awesome.” Fifteen years later she is now my client. And she still uses the word “awesome.”
Commercial Construction Data
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The Cost of Skipping Maintenance
Maintenance is critical—whether it’s your health, your tools, your vehicle or even your boat. Take care of what you own, and with the right attention, it can last a lifetime.
But as many of us know, maintenance isn’t always straightforward.
After wrapping up our home build and finally settling in, I turned my attention to something that had been idle since we winterized it back in November 2024—our boat. It was time to give her a good cleaning and get back on the water.
But, as the old saying goes, boat ownership can mean “bust out another thousand” at any moment.
It started with the batteries. I tried to charge them, but they wouldn’t hold enough voltage. Out on the water, a reliable battery isn’t optional—it’s your lifeline to getting back to the dock. So we replaced them.
The next evening, we took her out for a quick spin to get ready for a mid-July family celebration for my wife and son’s birthdays. After docking and raising her out on the lift, I spotted water in the engine compartment. Not good.
A closer inspection revealed a leaking hose. I called in a tech, and sure enough, the bilge pump hose needed replacing. But that wasn’t the main culprit. The real issue was a cracked bellows—the flexible rubber boot near the stern drive that keeps water out of the engine and internal systems. When that fails, water can—and will—get in.
The tech told me I’d need to get the boat to the public ramp for haul-out. The problem was that the crack was big enough to potentially sink the boat. Time wasn’t on my side.
So, early the next morning, I made a tense dash from our dock to the ramp. The challenge? At slower speeds, water was pouring in through the damaged bellows. Let’s just say I had zero interest in ending up on the “Boat Failures” web page.
Maintenance is critical—whether it’s your health, your tools, your vehicle or even your boat. Take care of what you own, and with the right attention, it can last a lifetime.
It was dicey. But I made it—got her on the trailer on the first try and pulled her out. When we popped open the engine compartment, it was clear we were cutting it close. Another few minutes, and I might’ve been going for an unexpected morning swim.
We replaced the bellows, serviced the engine and gave her a full once-over. She’s a 2008 model, with a solid hull, and now I’m
committed to keeping her on a strict maintenance schedule. Because when it comes to boats—or business—it’s better to be safe than sorry (and soaked).
As we head into the second half of 2025, let’s stay focused—on health, momentum and taking care of the things that keep us moving forward.
And as always, “Keep the Faith.”
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