CCR Issue 10

HOW CONSTRUCTION FIRMS ARE MAINTAINING SUCCESS THROUGH THE PANDEMIC

Issue 10, 2021 • www.ccr-mag.com

Riding the wave How Mammoth Holdings continues to change the car wash game

Chris Donner, VP of Development, for Mammoth Holdings

Official magazine of

Also inside:

Exclusive Inside: Inside the Landmark Hospitality brand 5 trends to watch in 2022 See our HVAC firms report

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Vol. 20, Issue 10, 2021

28 FEATURES 28 Riding the wave

How Mammoth Holdings continues to change the car wash game

46

46 Top shelf

Centennial Ice Arena scores new rink in renovation efforts 50 Future forward

5 trends to watch for in 2022

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Vol. 20, Issue 10, 2021 INDUSTRY SEGMENTS 40 HVAC/Energy

DEPARTMENTS 4 Editor’s Note 12 Industry News 86 Women in Construction 101 Commercial Construction & Renovation Data 102 Ad Index 104 Publisher’s Note

SPECIAL SECTIONS

Hospitality in Commercial Construction 56 The Memorymakers

Inside the dynamic powerhouse that is the Landmark Hospitality brand

56

Federal Construction 67 Fit to fly

Inside the new Air Force fitness center Commercial Kitchens 75 Connect. Serve. Repeat.

How Everbowl is creating the super bowl of super bowl healthy food choices Craft Brand and Marketing 91 Giving back

How My Yard Live is changing the way people view craft beer

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91 4

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

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EDITOR’S NOTE

by Michael J. Pallerino

A way through the chaos E ven before the pandemic hit, Arby's was revving up its third-party delivery process.

The strategy was just one of a series of strategies the fast-casual chain was eyeing on its way to trying to secure 10 straight years of same-store sales growth.

It hit its mark by the way—and then some. Heading into 2022, Arby's is already on track to hit its 11-year mark. Thanks to innovative forecasting, fast-thinking, menu innovations and creative marketing, Arby's continues to blaze a trail in the highly competitive, ever-evolving fast-casual game.

When COVID hit at full force, the chain quickly initiated the use of plexiglass on its inside menu boards, which meant customers did not have to see barriers at the drive-thru. And thanks to a series of new

menu options, complemented by creatively fun marketing, Arby's continued to push customers through its doors, so to speak.

Being able to see a way through the chaos is why some of today's leading brands are leading brands. Take Shake Shack, which has just started experimenting with ways to shave time off its made-to-order process–a welcome sign for customers at its walk-up restaurants.

Its first Shake Shack drive-thru opened in Maple Grove, Minnesota, serving up

ShackBurgers and crinkle-cut fries to people on the go. Like Arby's, Shake Shack has eyed a drive-thru service pre-pandemic.

To make it happen, especially during such trying times, the chain had to rethink its entire workflow process.

Typically, Shake Shack workers assemble, and sometimes cook, orders after they are placed, leading to wait times.

Add a pandemic and drive-thru orders and you have longer wait times. In Maple Grove, drive-thru orders are fulfilled in a separate kitchen from the walk up or sit down orders. For now, Shake Shack, which has around 220 US locations and 100 in other countries, plans to add as many as 10 more drive-thrus in 2022.

What has your company done to adapt to the way we are forced to work today? What changes have you made to your processes? Your workflow? Your employee protocols?

As content leaders, sharing these stories is where we shine. During the pandemic, we changed the way our publication operates–going strictly digital, delivering more email newsletters and social media presence.

That, as they say, which does not (we'll say, divert your attention), only makes you stronger. You are. We are.

Our industry is.

Shoot us a note and tell us what you did, how it worked and why you will continue to innovate. Your stories are our stories.

Stay safe.

Michael

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

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

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

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

CIRCLE NO. 7

CCR EDITORIAL BOARD RETAILERS AARON ANCELLO TD Bank VP Regional Facilities Manager AVP New England DAVE CRAWFORD Vice President of Design & Construction Belk Inc. STEVE KOWAL VP Construction & Property Management Hibbett Sporting Goods BOB MEZA Senior Construction Project Manager Target JOHN MIOLOGOS Director, Store Standards Store Design and Planning Walgreens Company JERRY SMITH Head of Construction Bluemercury LAURA GROSS Retail Facilities Manager American Signature Furniture ERRAN THOMAS ZINZER Senior Manager Real Estate Services, Construction & Design RON VOLSKE Construction Project Manager Orscheln Farm & Home DEDRICK KIRKEM Director of Facilities Reopen Diagnostics

RESTAURANTS RON BIDINOST Vice President of Construction at Bubbakoo’s Burritos GREGG LOLLIS Sr. Director, Design Development Chick-fil-A

ISYOL E. CABRERA Director Development and Construction Focus Brands LLC DEMETRIA PETERSON Project Director, Design and Construction at HMSHost DAVID THOMPSON Construction Manager The Honey Baked Ham Company, LLC ROB ADKINS, LEED AP CDP Project Development Manager- Licensed Stores- National Accounts Starbucks Coffee Company

HOSPITALITY JOHN COOPER Principal Executive Vice President at Stormont Hospitality Group LLC GARY RALL Vice President of Design and Development, Holiday Inn Club Vacations ROBERT RAUCH CEO RAR Hospitality Faculty Assoc., Arizona State University JOE THOMAS Vice President Engineering Loews Hotels RICK TAKACH Chairman Vesta Hospitality SAMUEL D. BUCKINGHAM, RS CMCA AMS President & Co-Founder Evergreen Financial Partners LLC PUNIT R. SHAH Chief Executive Officer of Liberty Group+ Part-Owner of Miami Marlins LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality ANDY BRIGGS, CHA Managing Principal, A14 Capital Management

DAVID SHOTWELL Construction Manager Atticus Franchise Group

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

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

DEVELOPMENT/PROJECT MANAGEMENT

CONSULTANT GINA MARIE ROMEO Founder Connect Source Consulting Group, LLC.

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

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

TOMMY LINSTROTH CEO at Green Badger, LLC

CLINTON “BROOKS” HERMAN, PMP Construction Project Manager Hill International, Inc.

JEFF ROARK Principal/Partner Little

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

JEFFREY D. MAHLER Vice President L2M

MEGAN HAGGERTY Founder Legacy Capital Investment

JIM STAPELTON Vice President Nelson

MIKE KRAUS Principal Kraus-Manning

FRED MARGULIES Director of Retail Architecture Onyx Creative

JOHN LAPINS Project Management Consultant, Greystar JIM SHEUCHENKO President Property Management Advisors LLC CHRIS VARNEY Principal, Executive Vice President EMG STEPHEN HEKMAN Executive VP Kingsmen Retail Services US KEN DEMSKE Vice President Jones Lang LaSalle BOB WITKEN Chief Operating Officer KCA Development MIKE KLEIN, AIA, NCARB Senior Architect Core States Group

STEVEN MCKAY Managing Principal, Global Design Leader at DLR Group STEVE TURNER Director, GPD Group STEVEN R. OLSON, AIA President CESO, Inc.

ADA BRAD GASKINS Principal The McIntosh Group

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INDUSTRY NEWS

NEWS, NOTES & TRENDS...

AroundtheIndustry RETAIL Primark Primark is on track to grow from 398 to 530 stores by 2026, with much of the growth coming in the US, France, Italy, Portugal and

Walmart Walmart is testing a fully self-checkout location in Plano, Texas, the first of its kind in the Dallas-Fort Worth area. The Supercenter has 32 checkout stands, all of which remain open, and has shifted cashiers to the role of “customer hosts” to help shoppers find available registers or assist in the checkout process.

Spain. The fast-fashion retailer does not plan an entry into e-commerce, but said it will upgrade its website to inform shoppers about

RESTAURANT

their products and what’s available in local stores.

Papa Johns Papa Johns unveiled a brand refresh with a new logo from Su Mathews Hale Design that drops the apostrophe in its name and includes new restaurant interior design by Big Red Rooster, an updated visual identity by Forpeople featuring an ingredients-inspired color palette and custom font created with support from Colophon Foundry. The refresh retains the brand’s “Better Ingredients. Better Pizza” tagline.

The Avenue/American Mall New Jersey’s American Dream mall opened the long-awaited luxury retail section called The Avenue, with upscale brands including Dolce & Gabbana, Hermes and Mulberry. The Avenue features a 110,000-square-foot, two-story Saks Fifth Avenue store that will host in-store shops from Gucci and Louis Vuitton, as well as beauty, styling and personal shopping services.

Mall at Stonecrest A SeaQuest aquarium debuted recently at the Mall at Stonecrest in Georgia. The more than 25,000-square-foot aquarium has indoor and outdoor interactive exhibits housing 1,200 animal species from five continents.

IKEA IKEA will expand its small-format planning studio concept to the West Coast next spring with the opening of two locations in Southern California. The stores will offer homeowners free consulting services on DIY remodeling and design projects, and shoppers will be able to order all the items needed for their projects and have them delivered.

Prada Luxury retailer Prada is planning to open more stores across the US in order to grow its overall sales by 50% from pre-pandemic levels during the next three-to-five years. The brand expects to put stores in places such as Atlanta, Austin and the Baltimore-Washington, DC region.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

Freshii Freshii aims to grow its presence in Canada as it signs new franchisees and existing operators add more units. The chain currently has 270 units in Canada and could support 270 more.

Firehouse Subs Firehouse Subs already was in growth mode before it was acquired

by Burger King parent Restaurant Brands International. The chain is expected to speed up worldwide growth.

Starbucks Starbucks will open a new store in Shanghai that will follow the “Greener Store” format it debuted in 2018 in collaboration with the World Wildlife Fund. The program has created 2,300 of the locations in the US and Canada, which are designed to use 30% less water and energy, use digital receipts and reusable cups, and serve a menu that’s more than 50% plant-based.

Brooklyn Dumpling Shop Brooklyn Dumpling Shop opened its first location this year with 50 signed franchise agreements in hand and plans to grow to 125 restaurants over the next two years. The automated concept means units can open quickly with low overhead and fewer employees than a traditional restaurant.

Dunkin’

Accor/Emblems Collection

A Dunkin’ Digital location has opened in Boston, with ordering

Accor has introduced a line of boutique hotels and luxury resorts

kiosks and a pink mobile pickup station. The concept stream-

called the Emblems Collection, with the first scheduled to open in

lines ordering but employs a similar number of people as a

China in December 2022. The French company plans to develop 60

traditional unit.

properties by 2030 under the new flag.

Texas Roadhouse

Blossom Hotel/Houston Med Center

Texas Roadhouse is stepping on the gas of its fast-casual offshoot,

The 16-story Blossom Hotel Houston has added its lavish ac-

Jaggers. The casual-dining stalwart has partnered with operator The

commodations to the city’s vibrant Medical Center, featuring 267

Saxton Group to open 10 locations, in east and central Texas and

luxury units, a rooftop bar and pool and an aerospace-themed

Tulsa, under a multiyear franchise agreement.

design. Fine dining with two Michelin-recognized chefs is on the menu for next year.

HOSPITALITY Extended Stay America Extended Stay America, fresh from its acquisition by Blackstone Group and Starwood Capital, has added an upgraded line to its 650-plus-hotel portfolio. Extended Stay America Premier Suites features 25 newly built or renovated properties, while the rest of ESA’s core hotels will be rebranded as Extended Stay America Suites.

Tachi Palace Casino Resort Tachi Palace Casino Resort in Lemoore, California, is in the process of refurbishing its 255 hotel rooms, with upgrades to include privacy glass in the bathrooms, flatscreen TVs and Native American-influenced decor, with Tachi-Yokut Tribe basket weave designs adorning the headboards. In addition, the casino-resort is working on a 30,000-square-foot events venue.

Six Senses

Sensei Porcupine Creek

Six Senses is planning to open a hotel and spa in Kyoto, Japan, in

Sensei Porcupine Creek, the brand’s second retreat, will open next

2024, the brand’s first property in the country. The spa will combine

year in California. The sister resort to Hawaii’s Sensei Lana’i, the

“traditional healing and Japanese Zen culture” and include a lounge

retreat will incorporate spa treatments, nutrition and activities such

and shopping venue for skin care and wellness products.

as yoga and hiking.

Wyndham/Meetings Collection

Elite Casino Resorts

As its name implies, The Meetings Collection from Wyndham Hotels

Elite Casino Resorts has been approved to build a $100 million

& Resort aims to host streamlined gatherings through the chain’s

facility at the Fonner Park horse-racing complex in Grand Island,

Wyndham Business arm. Eight US properties offering 900,000

Nebraska. The new casino-resort will feature a casino with a

square feet of meeting space and more than 4,400 guestrooms will

sportsbook, entertainment area and VIP lounge, along with a

take part initially.

116-room boutique hotel.

ISSUE 10, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION

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INDUSTRY NEWS

NEWS, NOTES & TRENDS...

A 3D affair Auburn University researchers part of interdisciplinary team making strides in future manufacturing, including homes

A

n interdisciplinary project connecting several Auburn University faculty and fellow scientists will address the hard-hitting reality that affordable housing is out of reach for many Americans living in rural areas. But the path of this research may lead to viable solutions that would have seemed futuristic not so long ago: Planning advanced manufacturing that helps utilize waste biomaterials, which can then be produced through additive manufacturing—more commonly known as 3D printing—to create housing or building components.

(L-R) Auburn’s lead scientists, Maria Auad of the Samuel Ginn College of Engineering; Sushil Adhikari of the College of Agriculture; and Brian Via and Maria Soledad Peresin of the School of Forestry and Wildlife Sciences.

The study—which spans the disciplines of engineering, chemistry, forest resources and architecture—also draws strongly upon the expertise of scientists at its partner institution, the University of Idaho, with Michael Maughan, an assistant professor of mechanical engineering, at the helm.

The Auburn-led portion of this interdisciplinary project will focus on bio-resin development as a feedstock for 3D printing, which will be done at Idaho. This process will include conversion of biomass into chemicals and nanomaterials to help improve the sustainability of the resin.

Available housing is a reality for only one-half of households, said Brian Via, the Regions Bank Professor in Auburn’s School of Forestry of Wildlife Sciences and director

14

of the school’s Forest Products Development Center. Via is a principal investigator for the new research project funded at approximately $3.9 million from the National Science Foundation’s Research Infrastructure Improvement Program. “The problem of lack of affordable housing is further compounded for minority groups, which experience poverty at twice the rate of other populations,” he said.

While seeking solutions for this dire societal issue, the project also will investigate the environmental impact of conventional concrete and steel used in the construction of traditional buildings in comparison with tall timber buildings, which emit one-third to one-half of the greenhouse gasses of those traditional materials.

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

By Teri Greene

“Recently, the U.S. is trending toward mass timber buildings as a first-generation material to reduce our carbon footprint,” Via says. “However, advanced manufacturing can help to utilize more biomaterial waste from forest resources that can then be 3D printed into housing or building components.”

The proposed interdisciplinary project—“Developing a Circular Bio-Based Framework For Architecture, Engineering and Construction Through Additive Manufacturing”—targets what is called the Advanced Manufacturing Industry of the Future. “We will manufacture 3D-printed wall panels that can be used in housing and building construction,” Via says. “This will allow for precise construction in a manufacturing environment using sustainable materials that can be shipped to the construction site. Through bio-based polymers and fibers, we can 3D print building components that allow for end-of-life recycling.”

Research team member Maria Auad, the W. Allen and Martha Reed Professor in Auburn's Samuel Ginn College of Engineering and director of the Center Polymer and Advance Composites at Auburn, says the project relies in large part on developing sustainable adhesives derived from renewable forest biomass and other waste resources, typically disposed of in landfills.

“The thematic basis of our proposal is to develop innovative materials that will be environment-friendly, less dependent on depleting petroleum resources and will use natural sources or waste products with the realization of the impact on the environment that the current generation of composite materials have at the end of their life,” Auad says.

Team member Sushil Adhikari, professor in the College of Agriculture and director of Auburn’s Bioenergy and Bioproducts Center, says it is crucial to find ways to utilize forest biomass and other agricultural residues to produce resilient buildings with a low carbon footprint. “In this project, we are developing

resins and adhesive from waste materials while minimizing the energy input.”

His role is to find ways to produce chemicals using a fast process of pyrolysis—the thermal degradation of plastic waste at high temperatures in the absence of oxygen—for resin synthesis. He will also train graduate students and postdoctoral students who will contribute to circular-based bio-economy research.

In this research, Maria Soledad Peresin, associate professor of forest biomaterials in the School of Forestry and Wildlife Sciences, is focused on nanocellulose production, characterization and chemical modification to be included in bio-resin formulations to improve the mechanical performance of the composites for 3D printing of housing and building components.

As with Adhikari, she is enthusiastic about this venture’s effect on the next generation of scientists. “The project offers a unique opportunity to both undergraduate and graduate students to be involved in cutting-edge technologies and sustainable development,” Peresin says.

Via says that educational impact is a key component, as one endeavor of the research is to train a new STEM-based workforce and scientists for this future industry.

Janaki Alavalapati, dean of the School of Forestry and Wildlife Sciences, congratulated the team on its efforts. “This team of researchers from diverse specialties throughout the Auburn campus is creating a template for the future of sustainable manufacturing, including workable approaches to the lack of affordable housing and so much

more. Their inclusion of undergraduate and graduate students, as well as those in postdoctoral study, ensures that these innovations continue and build upon one another.”

Via emphasized that stakeholders across the supply chain will also feel the impact. “Alabama is third nationally in timberland production, while Idaho—our Pacific Northwest partner—also contributes significantly to the forest products industry. However, forest landowners often have lower-value trees that don’t meet the needs of local sawmills for traditional lumber or mass timber materials such as cross-laminated timber, or CLT. Therefore, we are hoping to expand a new product line for these wood species so they can be utilized more effectively for the benefit of the landowner.” CCR

Teri Greene is a writer based in Auburn, Alabama, who contributes feature stories to Auburn University's School of Forestry and Wildlife Science and the Harbert College of Business. She is an Auburn University alum. Before coming back to Auburn, she worked for 15 years as a writer/reporter for The Montgomery Advertiser, a daily newspaper in Montgomery, Alabama. She can be reached at tag0036@auburn.edu.

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Motor City Comeback T

arget is opening a small-format store in Midtown Detroit, marking the retailer’s return to a city it left with the closure of its Eight Mile store in August 2003. The new 32,000-square-foot location will be part of a mixed-use apartment and hotel project called City Club Apartments.

The numbers game

131 17 11 6 16

The number of units that Sun Holdings Inc., one of the nation’s largest franchise operators, has acquired from Applebee’s, adding the casual-dining concept to its family of brands, Dine Brands Global Inc. The number of Reasor’s stores in Oklahoma that Brookshire Grocery acquired. The grocer, which will continue to operate the locations under the Reasor’s name, operates 200 stores under four banners in Arkansas, Louisiana and Texas, 17 Reasor’s stores in Oklahoma.

The number of new resorts St. Regis Hotels & Resorts is projected to open over the next five years in popular locations across the world. The company has 29 additions planned for its 49-property portfolio, with sites in North America, the Caribbean, North Africa, the Middle East and the Asia Pacific.

The number of Kmart stores remaining in continental US locations after the retailer closed its last store in Michigan (where the retail concept launched 122 years ago). Overall, Kmart is down from 1,400 since Sears acquired the company in 2005.

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

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INDUSTRY NEWS

NEWS, NOTES & TRENDS...

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INDUSTRY NEWS

NEWS, NOTES & TRENDS...

Joining forces T wo of the country’s largest hospitality organizations—the American Hotel & Lodging Association and the Asian American Hotel Owners Association—have joined forces to promote the industry’s recovery and lobby the government. The American Hospitality Alliance will advocate on such issues as tax reform, COVID-19 liability and illegal hotels acting as short-term rentals.

Expanding its wares C

VS Health‘s next move in its mission to continually expand its health care service offerings and cut costs for patient care involves hiring physicians to staff primary care practices. The move follows the retailer’s plan of becoming a significant player in health care after its 2018 acquisition of insurance company Aetna.

They said it “I am passionate about the franchising system and feel that it is a great way to work with a proven system.”

— Tori Jones Bermond, manager of franchise development of PJ’s Coffee, on growing the ranks of female entrepreneurs and leaders

18

“The pandemic has boosted awareness about indoor air quality overall, so we are sure the new system will help to drive consumer confidence and more business to our property.”

— Sascha Kunze, GM of dusitD2 Hua Hin in Thailand, on the efforts of hoteliers to go high-tech on air quality

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

“In the end, we were guided by the need to express what Apple’s core values were about. That’s where all the different design elements of the retail space eventually developed.”

— Design firm Eight Inc.’s CEO Tim Kobe on the story behind the design of the Apple Store

CIRCLE NO. 11

INDUSTRY NEWS

PERSPECTIVE

Keeping to the playlist How construction firms are maintaining success through the pandemic

C

onstruction is an essential soundtrack for cities across the nation, as it often represents growth and new economic opportunities. That’s why in the heat of the

pandemic, when there were so many work stoppages, the silence was deafening. Thanks to the vaccine rollout, that soundtrack is coming back to life, injecting vibrancy back into cities.

By Scott DeLano

While the desire to put this past year behind us is understandable, it is important for construction industry leaders to take stock of the strategies and solutions that helped (and didn’t) throughout this tumultuous time. Disruptions are nothing new for construction managers, but the broad and long-term impacts of COVID-19 have delivered unprecedented challenges—from severely tightened budgets to new safety regulations and unforeseen supply chain issues causing delays and cancellations.

There is no “one-solution-fits-all” approach to running a successful construction firm through the pandemic, but constantly reworking business processes, evolving strategies, and developing a resilient mindset will help firms thrive in the face of this difficult time and during future challenges to come.

A chain reaction

Throughout this last year and a half, the construction industry has dealt with obstacles it has never faced before. Many industries that construction firms are reliant upon came to a standstill at the beginning of the pandemic. Because construction is so dependent on the proper sequencing of tasks, the unpredictability of supply-chain issues coupled with workers suddenly getting sick presented numerous challenges.

For example, if tile work in a bathroom had to be shut down because of supply-chain issues after it was only half-completed, contractors had to think on their feet about how to continue work on the project since the traditional order of operations became suddenly out of sync. During times when employees were out, leaders had to think of new ways to develop schedules and quickly respond to staffing changes.

While we consider ourselves lucky to have only had a few cases of COVID on our job sites, it still is crucial to prioritize health and safety for the benefit of the project, and more importantly, our construction crews.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

CIRCLE NO. 12

INDUSTRY NEWS

PERSPECTIVE Pre-vaccine, we relied on open-air and social distancing to keep us safe on site.

While many industries could work from home, construction workers obviously cannot. At a time when so many became concerned with not catching the virus, it has become more important than ever to remind staff about general construction safety, like tying on when framing to avoid fall injuries.

Of course, construction firms also had to enforce a new level of safety during the pandemic, from enforcing masks to social distancing and frequent hand washing.

While these precautions may not be permanent, the experience of learning how to adapt to new policies has been a crucial lesson for adapting to future crises.

Pricing increases & delivery expectations

Today, as we are repricing projects, we are seeing a nearly 20% increase in projects we priced at the beginning of 2021. This increase stems from skyrocketing material costs, supplier material shortages, subcontractor and vendor labor cost increases and supply chain issues.

In numerous instances, we have had to make material selection changes and even design modifications to select less expensive commodities (such as cabinets, countertops, flooring and appliances) so that we can maintain budgets to the best of our ability and keep schedule commitments.

Expecting the unexpected has become an essential part of the job. To prepare, successful construction firms have added some additional time to project plans. It has always been important to set realistic expectations with clients—during the pandemic being honest and transparent is crucial to maintain and strengthen relationships with stakeholders.

While it can be tempting, cutting corners on construction sites is never a viable option. Constructing projects quickly is always a priority, but quality is always more important than speed.

Material shortages

The pandemic forced the industry to find alternative suppliers for popular items that

often are out of stock. For example, we typically use a framing supplier on all of our jobs; however, about four months ago, we found another retailer that could supply plywood at a considerably lower cost, saving us nearly $200,000.

Ultimately, this experience reinforced that while it is important to maintain strong relationships with suppliers, developing a Plan B for unexpected circumstances is vital for operating a sustainable business.

Pivoting and finding out-of-the-box solutions to pandemic-related issues is the norm now. Just about six months ago, we were working on a project that involved wood framing over a concrete podium.

Given the volatility of the timber market, we consulted with our client and presented an alternative plan––to use concrete slabs and metal framing instead of wood.

Clients generally understand on-the-fly adjustments, but the pandemic has forced us to further communicate with stakeholders about the behind-the-scenes externalities that impact projects.

Operating in a post-pandemic world

As a construction firm, we do not partner with others whose focus is on themselves, their bottom line only, or ego-based groups.

Likewise, we do not focus on those issues or our own egos. There is no room for ego on our team, and the pandemic has been an excellent time to showcase how effective our team is, how supportive and caring our partnerships are, and how there is no room for placing blame or finger pointing. We must always be working together for the good and success of the project, issue by issue.

The pandemic highlighted the fact that we need to think of others first, how to serve others, and how to take care of others through our work. It has been eye opening to see how fast our world can shift, and as business leaders working in a business based on serving others, we must learn from this experience how precious life is, and what a huge positive impact we can make in other’s lives with the work we are fortunate enough to get to do. CCR

Scott DeLano is Principal at Certified Construction Services.

22

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

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INDUSTRY NEWS

PERSPECTIVE

Federal Contracting 101 The legal nuances of bidding for, and complying with, federal contracts.

I

n fiscal year 2020, federal agencies spent more than $680 billion on contracting.

Included in that amount are construction and renovation projects with the Department of Defense (barracks, officer and family housing), the General Services Administration (tenant improvements and refreshes in leased space, new construction), the Department of Veterans Affairs (hospitals and outpatient clinics), and the Department of State (embassies), to name but a few.

In short, the federal government spends a large amount of money on construction every year. Although federal contracting

24

requires adherence to a dense set of rules and regulations, a basic understanding of the process may help your company break into this lucrative market.

Conducting business with the federal government can seem much more rule-bound than commercial efforts, but understanding its basic elements can open the door to an ever-growing marketplace. The Federal Acquisition Regulation (FAR) forms the cornerstone of government contracting regulations, although 30 other agencies also issue agency-specific procurement regulations. For the sake of simplicity, this article will refer only to

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

By Jacob “Jake” Scott

the FAR, so as to provide an outline of what to expect when partnering with the government.

Getting the contract

The solicitation for and evaluation of proposals for government contracts follow well-worn guidelines. Each section of a solicitation requires careful reading and understanding because they will eventually be incorporated into the awarded contract. For basics, though, the Instructions to Offerors (normally Section L in the solicitation) and the Evaluation Factors for Award (normally Section M) deserve special attention.

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INDUSTRY NEWS

PERSPECTIVE The instructions explain exactly what an offeror must submit in order to be eligible for award of a contract. They also describe the required proposal format, such as page limits, submitting price and non-price volumes, and whether the agency requires electronic or paper submissions. The instructions are not optional—many an award has been discarded after a disappointed offeror discovered that the agency or the awardee did not follow the instructions closely enough.

line item prices are unusually low and others unusually high). Depending on the contract type, an agency may simply look for the lowest reasonable price.

Government agencies do this because it is required by the FAR. But, these requirements come with a benefit unique to government contracting: An unsuccessful offeror has the right to challenge an award through a process called a bid protest. Usually filed with the Government Accountability

Solid performance on one contract can help land future contracts. Federal agencies often consider an offeror’s past performance when evaluating proposals.

The evaluation factors in Section M of the solicitation explain how the agency is supposed to evaluate proposals. This section describes the factors to be considered as well as the basis of award; the government awards nearly all contracts on a best value basis. Best value can mean a balance of non-price ratings against price, often called a best value trade-off. This term may also apply to the lowest price that is technically acceptable, known as LPTA. Non-price factors commonly include an offeror’s technical proposal, experience with similar projects and past performance ratings on previous government contracts.

Non-price factors like management plans, key personnel, technical risk, and small business subcontracting also appear regularly. The evaluation section also explains how the agency will rate each factor, such as with adjectival ratings, which range from outstanding to unacceptable, or simply acceptable or unacceptable.

Price and pricing elements can be evaluated for reasonableness (whether the price is too high), realism (whether the price is so low it indicates lack of understanding of the requirements) and unbalance (whether some

that directions, promises or requests from anyone other than the contracting officer will not bind the government. If a contractor takes direction from someone other than the contracting officer, it does so at its own risk, including the risk of imperiling its successful performance.

Document, document, document

Just as with commercial projects, changes and delays during contract performance lead to the vast majority of disputes between contractors and the government. A federal contract will include precise instructions on how to deal with specific scenarios such as changes, changed conditions and weather delays, but the single most useful effort a contractor can make to protect itself is to document everything and keep the government informed of changes and potential disputes in a timely fashion. Verbal agreements have a habit of vanishing into the wind once a dispute arises.

Keep looking ahead

Office (GAO), a bid protest can challenge the award of a contract on innumerable grounds. The 2,300 pages of the FAR provide fertile ground when looking for a flaw in the evaluation and award decision.

Familiarity with and adherence to the solicitation instructions can mean the difference between winning and losing a contract.

Authority to bind the government

The government can only be bound by authorized representatives, usually a contracting officer. In short, this means

Solid performance on one contract can help land future contracts. Federal agencies often consider an offeror’s past performance when evaluating proposals. During and at the conclusion of a federal contract, the government will evaluate the contractor’s performance in the Contractor Performance Assessment Reporting System (CPARS), which is available to all agencies.

When the contractor submits a proposal for a future contract, the procuring agency will review CPARS for evidence of the quality of the contractor’s work, cost management, contract administration, customer satisfaction, data reporting, integrity and business ethics, and concern for the customer’s interests. Good ratings increase the chance of future awards.

These few points barely skim the surface of the nuances of federal contracting. But, annual spending approaching $700 billion just might make it worth your while to learn the process in detail and dive in to the federal marketplace. CCR

Jake Scott is a partner at Smith, Currie & Hancock LLP, in the firm’s Washington, D.C. office. Jake represents clients in protests, certified claims and appeals, suspension and debarment, terminations, and responses to subpoenas and government investigations before numerous administrative bodies and federal courts. For more information, visit smithcurrie.com

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

CIRCLE NO. 15

Riding the wave 28

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

How Mammoth Holdings continues to change the car wash game

M

ammoth Holdings is a pioneer in changing the traditional car wash business model from pay-as-you-go to subscription service.

The Mammoth Holdings vision statement may sound like a plainly stated strategy the company planned on taking when it started in 2002, but a closer look shows just how precise its edict was. With 80-plus express conveyor car washes and four flex-service car washes in 15 states under 15 brands, the company is the sixth-largest operator in the US, according to Commercial Plus’ Top 100 list.

Based in Atlanta, Mammoth Holdings was founded by Gary Dennis and Chip Hackett.

Today, the company operates under Busy Bee Car Wash, Finish Line Car Wash, Lulu’s Car Wash, Marc-1 Car Wash, Ollie’s Car Wash, Pals Car Wash, PitStop Carwash, PureMagic Carwash, Quick Wash Car Wash, Shine On Express, Swifty Car Wash, Ultra Car Wash, Wash Me Fast, Wiggy Wash, and Silverstar.

The Mammoth way is driven by its customer-focused operationally; operator-focus in its approach to acquisitions; and its mission to be the partner-of-choice for car wash operators who desire liquidity, growth capital and a tax-deferred equity opportunity.

ISSUE 10, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION

29

RIDING THE WAVE We sat down with Chris Donner, VP of Development, for Mammoth Holdings, to get an inside look into the Mammoth car wash platform.

Give us a snapshot of the Mammoth Holdings Brand.

Mammoth is the first express conveyor car wash platform formed by industry insiders.

It is now the sixth-largest operator in the US, according to Commercial Plus’ Top 100 list. The company, based in Atlanta, was founded in 2002 by Gary Dennis and Chip Hackett. We have grown to include brands in 15 states.

Mammoth operates more than 80 express conveyor car washes and four flex-service car washes under the brands Busy Bee, Finish Line Car Wash, Lulu’s Car Wash, Marc-1 Car Wash, Ollie’s Car Wash, Pals Car Wash, PitStop Carwash, PureMagic Carwash, Quick Wash Car Wash, Shine On Express, Silverstar, Swifty Car Wash, Ultra Car Wash, Wash Me Fast, Wash Time Express and Wiggy Wash.

Tell us a little about Mammoth Holdings Brand.

Mammoth is customer-focused operationally and operator-focused in its approach to acquisitions. We want to be the partnerof-choice for car wash operators who are looking for liquidity, growth capital, and a tax-deferred equity opportunity.

Big things are happening at Mammoth.

In October, Dave Hoffmann, formerly of Dunkin’ Brands, became Chairman and CEO. He has a long history of working with franchisees, owner operators, and small businesses to drive performance and build value. We are working to leverage the history and experience of our owner operators to develop world class best practices.

What’s the coolest thing customers can expect to see?

Our owner operators are the best in the business. We’re looking to feature anything that will deliver great results and build a strong relationship with customers. That includes offering everything from modern car washing

technology, compressed air and ceramics to free vacuums and unlimited clubs.

What will be the biggest surprise to customers?

Washing your car in a modern, express car wash uses fewer gallons of water than when you take a shower or bath at home.

What are the trends in the car wash sector?

The car wash industry has been fragmented, so we expect to see more consolidation and standardization. That means more regional and national brands. Look for more investments in technology and ongoing efforts to modernize facilities.

How do you pick a location for a new facility?

There can be challenges to identifying real estate whitespace. The goal is to avoid setting up shop across the street from a direct competitor. We look in existing markets or areas adjacent to markets where we already operate.

Then we look where the competition is or is likely to be. We also review the “Coming Soon” locations of all the national and regional players and make sure someone else hasn’t already got a site planned.

Even with all that research, it’s hard to find information on smaller players who don’t have a web presence.

Nobody is assimilating car wash location data well, so that has an impact on site selection. In the end, a whole range of factors come into play—access, visibility, site navigability, signage potential and distance from competition.

How does the overall design cater to what the area needs?

Much like other retailers, we adapt our design based on the shopping center or the community standards. Oftentimes we adjust materials or building colors. Changing a color or adding wainscot materials usually has minimal impact on a project budget, but sometimes shopping centers or cities will have significant design criteria.

If you want to be a part of that community and blend in, you need to conform. That can be challenging when you have brand

30

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

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standards and a look and feel to your brand that you’re trying to maintain and support.

Or, in our case, multiple brands to support.

Do you work with any focus groups on design?

We are going through a prototyping exercise right now and we plan on using some focus groups on the design. Initially, we are using a small group of our internal operators to tell us what they want and need, and we’re designing around their requirements. At an express exterior car wash, the customer is primarily in their car or on the site using our free vacuums. We want our facilities to look great and feel safe for our customers, and assure the design works optimally for our team members.

What are today’s customers looking for?

Our customers are looking for a location that is convenient to how they live their daily lives. With our unlimited club memberships, customers are washing their cars more than

32

Our owner operators are the best in the business. We’re looking to feature anything that will deliver great results and build a strong relationship with customers. ever, and with that frequency of visit increasing, the car wash needs to have great access, a dedicated lane just for unlimited club members, and quick time through the tunnel (that’s why it’s called “express”).

Customers also need a clean facility to get a free vacuum for their cars, use our compressed air guns to blow out their dashes and cup holders, and clean their floor mats with our mat cleaners. Going forward, all new Mammoth car washes will have these features.

What’s the brand’s short-term strategy? Long-term?

Short-term, Mammoth is still seeking out like-minded owner-operators to join

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

the Mammoth Holdings team. We’re also focused on sharing best practices internally (one of the many benefits of our owner-operator makeup) so that our existing washes can operate to the fullest of their capabilities. Lastly, we are rolling out our new Greenfield program with the first sites under construction 4th quarter 2021.

Long-term, we’re ramping up Greenfield growth and hope to triple our new construction capabilities by the end of 2022.

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

I’m still seeing some contractors use COVID supply chain and labor issues to justify

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RIDING THE WAVE delays. As an industry, on the owner’s side, we need to require that contractors work more efficiently and work much harder to troubleshoot and resolve any issues they face in the current business environment.

Talk about the continued importance of sustainability today.

Our water reclamation system captures over 95% of the water used, which then goes through a multi-step filtration system. From there, soaps, soil and oils get filtered out, making the water cleaner and reusable for another car wash. By reclaiming the used water, we can use as little as 20 gallons of water per car wash compared to the 100 gallons that get used when washing a car in your driveway. We never discharge our soaps into storm drains, a drawback with washing cars in driveways, and our soaps are eco-friendly and biodegradable.

34

On the energy side, we use LED lights throughout our facilities—in the tunnel, on the building, under our vacuum canopies and on our site lights. We’re exploring more use of solar and wind energy and have installed solar panels as a test in one facility in Georgia already.

What types of opportunities do you see moving ahead?

I see an opportunity to develop more car wash locations in existing markets. Traditionally, we looked at trade areas as circles (ra-

dii) on a map. Now, with mobile data coming from our cell phones, we’re able to see true trade areas; where customers are coming from and going to, and even how long they stay at certain locations. By analyzing that data, we are able to see gaps in markets that allow us to add new locations where we might not have developed in the past.

What type of challenges have you seen?

One of the biggest challenges has been a negative perception of the car wash

If you want to be a part of that community and blend in, you need to conform. That can be challenging when you have brand standards and a look and feel to your brand that you’re trying to maintain and support.

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

ES T

2010

CIRCLE NO. 18

RIDING THE WAVE industry in general. Many times in planning and zoning or city council meetings, we have to defend our industry because of misperceptions around noise level and ecological impact. In fact, we conserve water and pride ourselves on keeping clean sites that fit into most any neighborhood or commercial setting.

We are very cognizant of our neighbors and take every step possible with our site designs and equipment to keep noise levels and lights contained within our sites. I think

in time that negative perception will change to a positive one.

What changes do you expect to see heading into 2022?

I think we’ll see continued issues with commodity prices. We’re already looking at alternatives to steel construction by using concrete-filled PVC forms for external walls.

It is a panelized system that may also give us some time and labor savings over steel structures or assembling CMU blocks.

We’ll also see more multi-site programs emerging in the car wash industry, not just one or two sites a year as was the norm the last decade for each brand. With private equity backing, many brands will be adding anywhere from dozens to more than one-hundred new sites next year. Mammoth’s plan is to be a leader in the industry. We think the universe of express car washes could be double or even four times the roughly 10,000 there are today. CCR

One-on-One with...

Mammoth Holdings’ Chris Donner

Describe a typical day.

With two kids under 3, I’m an early riser already, but I try to beat them waking up each morning to get a head start on the day around 4 a.m.

At that time, there’s no scheduled meetings or calls to interrupt you so it’s a great time to focus.

I guess I’m “old school.”

I go to a day-planner-ofsorts (https://fullfocusplanner.com/) and think about the three most important tasks I want to accomplish that day.

The reality is there may be 10 things I have to get done by noon, but I make sure the important stuff doesn’t fall through the cracks by having this list prioritized each

36

morning. As things come up, I add them to the list as “other tasks,” but in general, I try to actively track and prioritize tasks throughout the workday.

Like many construction professionals, I have worked from a home office for most of my career, so once the family is fed and off to their daily routine, I go up to my office-above-thegarage and start diving into emails and holding conference calls. Monday is the busiest day, as we go over projects’ statuses and hold leadership and strategy meetings.

On any given day I can be working on real estate strategy, looking at a potential site, evaluating an acquisition prospect, collaborating with our owner-operators on a new equipment design, attending a city council meeting,

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

bidding out a project, doing a punch list, or checking on a GC’s payment application. I love the scope and variety of work that comes with being a construction professional.

What’s the most rewarding part of your job?

Collaborating with and learning from our owner-operators. They have an incredible wealth of knowledge. With such a variety of car wash businesses under the Mammoth umbrella, usually one of our operators has “been there, done that” for any hurdle I’ve come across.

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

Establishing a Mammoth Holdings prototype. Even though we are a group of many brands and owneroperators, there’s no reason the site and building we call

our car washes can’t be consistent. I’m working on establishing an architecture and engineering platform that can support many brands but have one consistent site and building. That’s consistency that’s needed, not just for us in construction, but also our operators.

What was the best advice you have ever heard? “...just listen to your gut, okay? And on your way down to your gut, check in with your heart. Between those two things, they'll let you know what's what....”

— Ted Lasso, (Season 2, Episode 11, Midnight Train to Royston) What's the best thing a client ever said to you?

We love working with Chris. He makes work fun.

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How to Make Your Advertising in CCR…

By Jim Nowakowski, President Accountability Information Management, Inc. We do a lot of advertising research. And today, there’s a lot of confusing information about what advertising is and isn’t.

The Readership Circles chart on the right will help you cut through this confusion. Because today, an “ad” is just part of the equation: readers get information digitally. They go through Google to find you (over 4-billion searches each day), so your ad investment in CCR is just part of the equation. This article explains how to maximize that investment.

Content is the Key Your ad appears in the print and digital version of the media outlet. The publisher of CCR, David Corson, invests most of his time and money building his “overall audience” for your ad (you can see his audience in this auditing tool: http://intrln.com/ccr) But he also has his website to handle the audience he can’t control: the Google audience. Therefore, you can help maximize your investment by sending in your company information for CCR's website. The more content you have on the internet, the more chances you have of being found and purchased. Simple, huh?

Your Product is Really Information No matter what product or service you are selling, your real product is information. Thus, you are in an information war competing for the attention of buyers with not just your competitors, but with everyone on the internet. The more content you have that’s yours, the more opportunities for them to see you and go through the readership circles.

Why We Know This AIM places a tracking code on CCR’s website and each month monitors visitors. Then, because you advertise, you receive 10 “dossiers” seen on the right on companies who have consumed data – companies that represent high-valued ACCOUNTABILITY WEBSITE AUDIT targets because their need is NOW for what you are selling.

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

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

IMPORTANT. This audit covers the above website for the period of September, 2020. It was conducted by allowing Accountability Information Management, Inc. (AIM) by placing a proprietary Code on the website to provide deeper analytics from the thousands of monthly visitors to the website to the publisher (i.e., the companies utilizing the website). AIM is in the business of auditing and verifying data. For information, contact: AIM, 553 N. North Court, Suite 160, Palatine, Illinois 60067.

PUBLISHER’S STATEMENT. Commercial Construction & Renovation, CCR-MAG.COM, is a community of leading commercial construction professionals within the retail, restaurant, hospitality, health care, federal, multifamily and other commercial sectors. The website content spans the design, construction and facilities operations of major commercial construction segments to meet the information needs of today’s high level executives. Visitors will find information relevant to the collaborative management process required to complete projects on time and on budget, and to efficiently manage these facilities.

PRIVACY. F&J Publications, LLC discloses the information we collect on this website and how it is used. This report is based on visitors to CCR-MAG.COM. Specifically, the information in this report is aggregated to provide our advertisers information on website usage. F&J Publications always reserves the right to release information about visitors, including non-personal information.

NUMBER OF COMPANIES

XXX

This is the number of companies that the Code identifies.

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

NUMBER OF TIMES THESE

X,XXX

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

PAGE VIEWS BY

X,XXX

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

SEARCH TERMS USED BY

XX

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

INDUSTRIES

XX

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

FIRST PAGE VIEWED

X,XXX

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

SEPTEMBER 2020

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

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

UNDERSTANDING THE DATA This report is provided to you from the publisher to help you understand the creation, distribution and consumption of information on the digital highways.

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

CCR7002.1

...Pay Dividends.

The magazine or newsletter or website has a specific number of possibilities - the overall audience.

You must factor that into ROI.

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

Some convert into readers of your message.

Not all people will "see" what you are selling.

You must know some of these basics.

Some also raise the hand and ask for information.

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

ACCOUNTABILITY WEBSITE AUDIT Each month advertisers receive powerful information to help them market their products and services.

Here is a taste. 98,819 pages were consumed by over 2,000 companies. Among them: • • • • • •

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

And thousands more like CBRE, Texas Instruments, Goodyear, St. Lukes Episcopal Hospital. All these companies have projects going on – projects you can access to sell your products and services.

Call the publisher, David Corson for a complete details. 678.765.6550.

Or email him at: davidc@ccr-mag.com.

CIRCLE NO. 20

SPECIAL REPORT

HVAC/ENERGY

HVAC/Energy Controls firms

W

ant to find the industry’s leading HVAC/energy controls manufacturers, check out our annual listing.

The report features the commercial construction industry’s leading firms in the retail, restaurant, hospitality, health care, and other sectors, including the contact information and contact person at each company.

If you did not make the list, contact Publisher David Corson at davidc@ccr-mag.com.

Accurex

Lisa Bosio, Sr. Manager, Brand Marketing and Communications P.O. Box 410 Schofield, WI 54476 (800) 333-1400, Fax: (715) 241-6191 www.accurex.com sales@accurex.com Product Type: VAV Systems, Air Handlers, Packaged Roof Top Units, Controls/Monitoring, Filters, Ductwork/Accessories, Make-up Air, Dedicated Outdoor Air Systems, Hoods, Pollution Control Units

Aircuity, Inc.

Sarah Callahan, Director of Marketing 55 Chapel St. Newton, MA 02458 (617) 641-8800 www.aircuity.com info@aircuity.com Product Type: Controls/Monitoring

Armstrong Fluid Technology

Steven Lane, Communications Manager 23 Bertrand Ave. Toronto, ON M1L 2P3 Canada (416) 755-2291, Fax: (416) 759-9101 www.armstrongfluidtechnology.com info@armstrongfluidtechnology.com Product Type: HVAC pumps, Heat exchangers, Circulators, Balancing valves, Water pressure booster systems, Fire pumps, Fire pump systems, Packaged chilled-water systems, Packaged boiler systems, HVAC optimization services, HVAC system automation, HVAC system optimization, Installation and Start-up services, Maintenance services

ASHRAE

180 Technology Pkwy.

Peachtree Corners, GA 30092 (404) 646-8400, Fax: (404) 321-5478 www.ashrae.org www.ashrae.org/about/contact-us/contact-us-form Product Type: Professional Membership Society

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

CertainTeed

Whitney West, Communications/PR Manager 20 Moores Rd. Malvern, PA 19355 (800) 233-8990 www.certainteed.com Product Type: Insulation

Computrols Inc

Scott Holstein, Director of Business Development and Marketing 2520 Belle Chasse Hwy. New Orleans, LA 70053 (504) 529-1413, Fax: (504) 529-1463 www.computrols.com info@computrols.com Product Type: VAV Systems, Controls/Monitoring

Cortec Corporation

Jeni Duddeck, Marketing Coordinator 4119 White Bear Pkwy.

St. Paul, MN 55110 (651) 429-1100, Fax: (651) 429-1122 www.cortecvci.com jduddeck@cortecvci.com Product Type: Corrosion Prevention and Solutions, Coatings, Scale Removal, Water Treatment

Danfoss

Lisa Tryson, Director, Corporate Communications & Public Relations 11655 Crossroads Cir. Baltimore, MD 21220 (888) DANFOSS (326-3677), Fax: (410) 931-8256 www.danfoss.us baltimore@danfoss.com Product Type: Condensing Units, Controls/Monitoring, Refrigeration Equipment, Compressors, Drives, Filter Driers, Heat Exchangers, Hydronic Floor Heating, Radiator and Room Thermostats, Variable Speed

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SPECIAL REPORT

HVAC/ENERGY Dexwet

Rogier F van Vlissingen, Independent Sales Partner 1177 Avenue of the Americas, 5th Floor New York, NY 10036 (917) 549-0959 www.dexwetholdings.com info@dexwetholdings.com Product Type: Sustainable air filtration technology

DriSteem

Valerie Bradt, Marketing Communications Manager 19494 Technology Dr. Eden Prairie, MN 55344 (952) 906-4064 www.dristeem.com Valerie.bradt@dristeem.com Product Type: Humidification Systems

Dynamic Air Quality Solutions

Robert Goodfellow, VP Marketing P.O. Box 1258 Princeton, NJ 08542 (800) 578-7873, Fax: (609) 924-8524 www.dynamicaqs.com info@dynamicaqs.com Product Type: Filters, IAQ

ENTOUCH

Melissa Parsons, Director of Marketing 1755 N Collins Blvd., Suite 350 Richardson, TX 75080 (800) 820-3511 www.entouchcontrols.com info@entouchcontrols.com Product Type: Controls/Monitoring, Refrigeration Equipment

D

BUILDING AUTOMATION

ICD Building Automation

Michael Flath, Director 1020 Forsyth Ave. Indian Trail, NC 28079 (704) 516-7109 www.industrialcontrolsonline.com mflath@icdmail.com Product Type: Controls/Monitoring

Integrated Facility Services

Abby Weidner, Marketing Specialist 1055 Cassens Industrial Ct. Fenton, Missouri, 63026 (314) 208-7970 www.intfs.com aweidner@intfs.com Product Type: VAV Systems, Air Handlers, Furnaces/Duct Furnaces, Packaged Roof Top Units, Condensing Units, Controls/Monitoring, Heat Pumps, Refrigeration Equipment, Filters, Ductwork /Accessories, Chillers, Boilers, Tank Water Heaters, Tankless Water Heaters

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

Intellihot

Amy Turner, Marketing Director 2900 W Main St. Galesburg, IL 61401 (877) 835-1705 www.intellihot.com sales@intellihot.com Product Type: Tankless Water Heaters

Kinetics Noise Control

Becca Barth, Content Marketing Specialist 6300 Irelan Pl. Dublin, OH 43017 (614) 889-0480 www.kineticsnoise.com marketing@kineticsnoise.com Product Type: Vibration Isolation

Kingspan Insulation LLC

Alec Minne, Marketing Manager 2100 Riveredge Pkwy., Suite 150 Atlanta, GA 30341 (800) 241-4402, Fax: (678) 589-7325 www.kingspaninsulation.us info@kingspaninsulation.us Product Type: Ductwork/Accessories

LG Electronics USA Inc. Air Conditioning Technologies

Kasie Le-Nguyen 4300 North Point Pkwy., Suite 200 Alpharetta, GA 30022 (678) 328-6473 www.lghvac.com kasie.lenguyen@lg-one.com Product Type: Air Handlers, Packaged Roof Top Units, Heat Pumps, Chillers

Mitsubishi Electric Trane HVAC US (METUS)

Mike Smith, Senior Manager, Marketing Communications 1340 Satellite Blvd.

Suwanee, GA 30024 (800) 433-4822 www.metahvac.com msmith@hvac.mea.com Product Type: Air Handlers, Packaged Roof Top Units, Controls/ Monitoring, Heat Pumps, Refrigeration Equipment

National Air Filtration Association

Emily Bardach, CAE, Executive Director 1818 Parmenter St., Suite 300 Middleton, WI 53562 (608) 310-7542 www.nafahq.org nafa@nafahq.org Product Type: Trade Association

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HVAC/ENERGY Navien, Inc.

Brett Butler, Brand Supervisor 20 Goodyear Irvine, CA 92618 (800) 519-8794, Fax: (949) 420-0430 www.navieninc.com marketing@navien.com Product Type: Boilers, Tankless Water Heaters, Water Treatment

Noritz America

Andrew Tran, Marketing Manager 11160 Grace Ave. Fountain Valley, CA 92708 (714) 433-7831, Fax: (714) 422-8120 www.noritz.com atran@noritz.com Product Type: Boilers, Tankless Water Heaters

Ruskin

Charlie Black, Director of Air Control Solutions, Sales & Marketing 3900 Dr. Greaves Rd. Grandview, MO 64030 (816) 761-7476, Fax: (816) 765-8955 www.ruskin.com emma.barnhart@ruskin.com Product Type: Controls/Monitoring, Ductwork/Accessories, Dampers, Louvers, Fire/Life Safety, Energy Recovery Ventilators, Air Measurement Devices, Sound Control

Samsung HVAC

Tammika Stocker, Marketing and Communications Manager 776 Henrietta Creek Road, Suite 100 Roanoke, Texas 76262 (888) 699-6067 www.samsunghvac.com customersupport@samsunghvac.com Product Type: Air Handlers, Condensing Units, Controls/Monitoring, Heat Pumps, Chillers,

Trinity Warranty Solutions

Michelle Johnson, Business Development Manager 1919 S Highland Ave., Suite 250 Lombard, IL 60148 (833) 565-0333 www.trinitywarranty.com johnsom@trinitywarranty.com Product Type: Air Handlers, Furnaces/ Duct Furnaces, Packaged Roof Top Units, Condensing Units, Controls/Monitoring, Heat Pumps, Refrigeration Equipment, Filters, Accessories, Chillers, Boilers, Tank Water Heaters, Tankless Water Heaters, Geo Thermal Products

44

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

Uponor

Aaron Stotko, Director, Segment Marketing 5925 148th St. W Apple Valley, MN 55124 (800) 321-4739, Fax: (952) 891-2008 www.uponorpro.com aaron.stotko@uponor.com Product Type: PEX Pipe, Radiant Heating & Cooling, Hydronic Distribution Piping

Usines Giant Inc.

Sebastien Courchesne, Director of Sales 11021 Notre-Dame-Est Montreal-Est, QC Canada H1B 2V5 (514) 645-8893, Fax: (514) 640-0969 www.giantinc.com c.courchesne@giantinc.com Product Type: Tank Water Heaters

UV Resources

Daniel Jones, President P.O. Box 800370 Santa Clarita, CA 91380 (877) 884-4822 www.uvresources.com UVR.info@UVResources.com Product Type: UVGI Air Disinfection Systems

WarmlyYours Radiant Heating Cameron Witbeck, Marketing Communications Manager 590 Telser Rd., Suite B Lake Zurich, IL 60047 (800) 875-5285, Fax: (800)408-1100 www.warmlyyours.com info@warmlyyours.com Product Type: Electric Floor Heating

Weil-McLain

Amela Smajlovic, Marketing Communications – Senior Specialist 999 Mc Clinlock Dr., Suite 200 Burr Ridge, IL 60527 (630) 560-3700, Fax: (630) 560-3769 www.weil-mclain.com wmtechnicalservices@weil-mclain.com Product Type: Controls/Monitoring, Boilers, Tank Water Heaters

Wiegmann Associates

Chad Wiegmann, President 750 Fountain Lakes Blvd.

St. Charles, MO 63301-4353 (636) 940-1056, Fax: (636) 940-8808 www.wiegmannassoc.com info@waidb.com Product Type: HVAC Services (Mechanical Engineering, Building Controls)

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CIRCLE NO. 23 UVR-AD20-Destroy-Pathogens_8'25x11_v2.indd 1

10/28/20 7:08 PM

Top shelf Centennial Ice Arena scores new rink in renovation efforts

I

n Highland Park, Illinois, a suburb of Chicago, Centennial Ice Arena serves as a hub for ice skaters, hockey players and gymnastics enthusiasts. The single-sheet indoor ice rink

facility affiliated with four local hockey organizations, serving as a hub for highly qualified staff and progressive programming.

The facility, which features an indoor ice rink and a fully-equipped gymnastics studio, offers Learn to Skate, hockey, freestyle and gymnastics lessons for all skill levels. In addition, Centennial is a member of AAU Gymnastics, US Figure Skating and follows the Learn to Skate USA program.

But early in 2020, as the pandemic was taking hold, the ice rink floor was in need of a renovation. Due to the pandemic, the design, bidding and negotiations were all completed over virtual meetings with Stellar, specializing in designing, engineering and maintaining industrial refrigeration systems. It would be the Jacksonville, Florida-based firm's first recreational ice rink floor renovation.

46

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

By Jose Mergulhao

The $1.8 million project included the installation of a new ice sheet floor system, as well as the demolition and replacement of the old refrigeration room.

The new state-of-the-art refrigeration system utilizes the Chemours Opteon™ solution, the official refrigerant of the National Hockey League (NHL). Stellar officially partnered with The Chemours Company in 2019, with the goal of developing and promoting the Opteon™ product in recreational and industrial refrigeration projects, including retrofits.

Today’s industrial and recreational facility owners are seeking refrigeration solutions that are safer and more environmentally sustainable, while still balancing performance and cost.

Serving as the general contractor and construction manager for the Centennial Ice

CIRCLE NO. 24

TOP SHELF Arena project, Stellar strategically limited the number of team members it sent to the job site during the project in order to mitigate the inherent risks involved with travelling and possibly exposing onsite crew members to coronavirus.

To minimize business interruption, Centennial wanted the renovation completed in three months—an ambitious timeline for any ice rink remediation.

A cost-effective ice mat floor system

The ice sheet floor system was designed in collaboration with I.B. Storey, the preferred ice rink consultant of the NHL. The floor system itself was already designed when Stellar bid on the project to complete the demolition and renovation.

The new floor is an ice mat system, which uses tubing that is rolled out on

top of the concrete rink floor, submerged in water and pumped with Opteon™ refrigerant solution to freeze the ice. The use of the ice mat meant the concrete floor would not have to be demolished and replaced—a half-million-dollar venture alone. It also allowed for a faster installation and reduced floor remediation costs by about $400,000.

“We designed Centennial’s plant and floor system to provide the best quality ice in compliance with Sustainable Ice Rink Principles for long-term viability of the ice rink while minimizing the center’s project schedule,” says Ian Storey, President of I.B. Storey. “In doing so, we also saved the Park District of Highland Park—which owns the facility—a considerable amount of money—both now and in future operating costs—that can be potentially put towards other projects benefiting the local community.”

By nature, ice rinks are energy-intensive facilities, but the new ice rink and Opteon™ refrigeration system are more efficient and environmentally friendly than their predecessors. The non-ozone depleting, non-flammable, low global warming potential refrigerants also require less of an upfront investment than legacy refrigerants, which are more toxic and subject to stringent environmental regulations which can lead to unreliable supply and volatile prices.

Chris Maliszewski, Assistant Director of Recreation and Facilities of the Park District of Highland Park, says the collaboration between the Park District, Stellar and I.B. Storey was invaluable throughout the renovation. And while completing a project of this nature during a pandemic was challenging, the entire process was managed professionally and efficiently by Stellar and I.B. Storey.

Says Maliszewski, “The positive impact of having a brand new refrigeration system for Centennial Ice Arena not only ensures we will be able to meet the needs of the skating and hockey community in Highland Park for many years to come, but also showcases the Park District of Highland Park’s commitment to environmental stewardship.” CCR

Jose Mergulhao is the Director of Business Development at Stellar.

48

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

We don’t strive to be bigger.

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

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

We offer a multitude of services nationwide ranging from tenant improvements, buildouts, 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.

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Retail Construction • Restaurants • Hospitality • Office Spaces • Medical

Future forward 5 trends to watch for in 2022 • By Will Pender

F

or most people working in the construction industry, 2021 was a blur. As pandemic-postponed projects kicked off, ongoing supply chain disruptions and price increases for materials added pressure to an industry already struggling with a tight labor market. Many of the challenges the industry faced in 2021 will continue into 2022, and some new challenges are bubbling to the surface.

Below are five trends to watch in the coming year.

Trend No. 1: Smoother Supply Chains

Over the past 18-plus months or so, supply chain disruptions have created a lot of headaches for the construction industry. According to global real estate firm Cushman & Wakefield, capacity utilization plummeted in 2020. Mills, processing plants and manufacturing operations slowed or stopped due to health concerns, supply chain freezes, and lack of demand.

50

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

Due to the lack of production, supply shortages and lengthy delivery times plagued GCs and projects across the country. Everyone in the industry had to fight for materials, pay more for them, and adjust their budgets.

But the supply chain should be in much better shape by mid-summer. Everyone is now focused on fixing the supply chain, and US ports are working 24/7 to unload container ships and route them to their final destination.

As the supply chain settles, bottlenecks will improve and pricing for construction materials will level out. And construction schedules, particularly the schedule for buying materials, will slowly start to return to pre-pandemic levels. In the future, supply chain disruptions will likely be mitigated by nearshoring efforts—the production of materials and products made in the USA.

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FUTURE FORWARD Trend No. 2: Inflationary Environment

The buzzword right now is inflation. From milk and meat to cabinets and faucets, prices are going up. The construction industry has been able to absorb the inflation-related increases because interest rates are so low, and money is fairly cheap. But if interest rates tick up and inflation continues to increase, money will no longer be as cheap, and construction activity will slow significantly.

In the 12 months through September, the core personal consumption expenditure (PCE) price index—the Fed’s preferred inflation measure—rose 3.6% for a fourth straight month, remaining at the highest level since May 1991, according to the Commerce Department. The Federal Reserve said in early November that the central bank will use tools to “preserve price stability” if the rate of inflation or longer-term inflation expectations move materially and persistently beyond levels consistent with the central bank’s goal.

Moreover, a Bloomberg survey released in early November showed that economists are closely divided on whether US interest rates will begin increasing in 2022 or early 2023. A slim majority estimates the latter timing.

More general contractors will encourage their customers to add a 5% to 7% inflation contingency fund to project budgets to accommodate inflationary increases in materials or labor. Likewise, GCs will need to monitor material prices in real time to adjust the budget as necessary and make immediate purchasing decisions.

Trend No. 3: Continued Labor Shortage

Like all industries, construction is suffering from a labor shortage. It is not new— it is something that has been going on for years. From 2015 to 2019, the number of open and unfilled jobs in construction across the country doubled from 150,000 to 300,000 openings, according to JLL’s construction outlook for the second half of 2021. Eight out of 10 construction firms

have ranked labor availability and the cost of labor as a top concern for the past several years.

The pandemic exacerbated the industry’s labor shortage. About 7.45 million Americans work in the construction industry, according to the Bureau of Labor Statistics. In 2021, the lack of available labor led to more project delays than a lack of materials. Construction-related businesses needed to hire 430,000 workers in 2021 to keep pace with demand, according to Associated Builders and Contractors.

They will need to hire an additional one million over the next two years.

Unfortunately, the situation likely will not improve for several years. The ongoing labor shortage is driving up construction wages. JLL forecasts wages will increase 3% to 6% in 2022.

Forward-thinking GCs are working hard to cultivate a younger generation of talent.

They’ve implemented training and mentoring programs to introduce young adults to the construction industry and the career opportunities it offers. GCs also are looking to prefabricated/modular construction to help alleviate labor shortages.

Trend No. 4: Increased Popularity of Prefabricated/Modular Construction

Prefabrication and modularization have been buzzwords for the past 10 to 15 years. Now more than ever before, people are serious about using this construction method for new projects. Given the labor and materials shortages, plus a push toward sustainability, building in a controlled environment with fewer people makes sense.

With modular construction, less work is conducted on site. This will ease some of the difficulties related to labor and material shortages and create operational efficiencies that reduce time, cost, and waste. The modular construction market is expected to witness significant growth over the next several years. In 2019, modular construction was a $129 billion industry, and a report

from Global Market Insights projected it would expand at a compounded annual rate of 7.1% from 2020 to 2026.

Previously, design firms and developers avoided modular construction because it seemed to stymie creativity, constraining architects and interior designers and forcing them to do their work within the confines of a box. Fortunately, the industry has figured out ways to create beautiful buildings with modular construction, nonetheless.

Trend No. 5: Emphasis on Sustainability

While it is everyone’s responsibility to take care of the environment, construction-related businesses must be environmental stewards.

GCs, in particular, are uniquely positioned to make a difference by being sustainability advocates. They can share the message about sustainability with their clients and guide them toward materials and processes that are friendlier to the environment.

For example, AP’s five-year goal is to emerge as an industry leader in environmental stewardship. The firm is evaluating its environmental impact through a carbon footprint study and has created a dedicated task force and initiatives to be more environmentally friendly.

As more organizations build and broaden their Environmental, Social and Governance (ESG) initiatives, the construction industry will need to find ways to implement and execute these initiatives. Firms that don’t demonstrate their commitment to sustainability will lose business.

Thinking about the future

The start of a new year always generates excitement, and 2022 is no different. In fact, some would argue that people are even more excited about the new year because they are hopeful that the difficulties of the past two years are coming to an end.

Even if some of the challenges persist, the construction industry will find a way to overcome them. Construction professionals have always been problem-solvers, and that is one thing that will not change. CCR

Will Pender is president of the Gulf States region for Adolfson & Peterson Construction (AP). Based in Dallas, Pender has more than 15 years of construction experience. For more information, visit www.a-p.com.

52

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

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Issue 10, 2021

The Memorymakers

Inside the dynamic powerhouse that is the Landmark Hospitality brand

Landmark Hospitality co-founder and President Jeanne Cretella, and her daughter, Director of Engagement + Marketing, Maddy Cretella.

Hospitality in Commercial Construction

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

The Memorymakers Inside the dynamic powerhouse that is the Landmark Hospitality brand

T

he Cretella family opened their first Jersey City waterfront property, Liberty House, in 2001. The opening reconfirmed the family’s status as a dynamic powerhouse in the world of hospitality.

Prior to New Jersey, Jeanne and Frank Cretella, who built Landmark Hospitality from the ground up, owned and operated properties in New York City, Brooklyn and Battery Park.

Today, Landmark owns and operates 11 distinctive venues, boutique hotels and restaurants throughout New York, New Jersey and Pennsylvania. Their “Memorymakers” team, the name they give those who create memories for their patrons, specialize in fine dining, weddings, corporate events, on-site catering and destination events.

To get an inside look at the Landmark Hospitality brand (and where it is heading), we sat down with Frank Cretella, co-founder and principal of the Landmark Companies.

Give us a snapshot of the Landmark brand?

Founded in 2001, Landmark Hospitality is a multi-faceted, familyowned company specializing in adaptive restoration, primarily with landmarked or historical properties. Dedicated to preserving history while optimizing the guest experience, Landmark is known as memorymakers––the team sees a project through inception and construction to design and daily operations. Landmark does it all––restaurants, weddings, catering, hotels and spas—and has plans to expand further into distilleries and entertainment within the next few years.

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Hospitality in Commercial Construction

The Memorymakers

What type of consumer are you targeting?

As an event-driven hospitality company, we target young couples for their weddings.

We take that initial major event as a way for them to bond with the brand and everything else we have to offer. The key component to our consumer base is that they are active and love new experiences, giving us a wide target demographic of the late 20s to 60s.

How does the design cater to what today’s consumers want?

Consumers want to experience destinations and venues, and our designs create dynamic environments for people to come together and enjoy each other’s company. We use our restaurants, lobbies, and rooftops as integral pieces of our hotel brand.

In hotels, our design is meant to spark interest to explore details and entice repeat business. For example, the Logan Inn was originally built in 1727 (it is one of the oldest operating inns in America), and it is connected to a new building through a hyphen on all four floors. We intentionally show the infrastructure where the two buildings connect to spark curiosity.

Customers want authenticity and craftsmanship. That’s why we make most of the furniture for our projects in-house, and what we don’t create, we source from luxury purveyors and estate sales. We are always on the lookout for iconic design pieces.

Hotels are no longer designed exclusively for the traveler, but are designed and programmed to be a community hub and gathering place.

Walk us through your design process.

Hotels are no longer designed exclusively for the traveler, but are designed and programmed to be a community hub and gathering place. Today’s travelers want to experience the local vibe, and what better way to experience that than hanging out with the locals themselves.

Take us through your construction and design strategy.

We like to open things up throughout the property––exposing parts of the building that

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

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Hospitality in Commercial Construction

The Memorymakers

are typically not shown in your average establishments like wine cellars, waiter stations, food pantries and kitchens. We utilize open floor plans between the lobby, restaurant, bars and retail. We set scenes or zones, so people feel comfortable once seated, but intrigued by the design details of the property as a whole, making many people repeat guests. We accomplish the zones predominantly through different ceilings and lighting.

panels to generate 10% of the establishment’s electricity usage. We are fanatics for reclaimed products and repurposing materials like old doors to bars, wrought iron fencing to tables, and beams into floorboards. On the operation side we utilize local farmers within 50 miles of the site, we have organic chef gardens at many of our locations and even have beehives for our own honey.

What’s the biggest issue today related to construction?

What are some of your biggest opportunities moving ahead?

Similar to the rest of the industry, we see our material costs skyrocket and lead times for materials extend. To overcome this challenge, we’ve been going to our shop where we have a decade of reclaimed lumber (we built up inventory here from the various demolition projects we’ve done in the past) to look for pieces we can reuse. We’ve added equipment to process this material to meet our material demand to no longer rely solely on outside sources.

Talk about sustainability.

We are putting electric car chargers in our parking lots and we have been using solar

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I see pockets of real opportunities as municipalities want to divest themselves of historic properties that are expensive to maintain. They can bring these properties back on the tax rolls and, with us revitalizing these sites and turning them into successful hospitality businesses, spur further redevelopment in an area.

Are you optimistic about what you see out there?

I’m mostly optimistic for the markets we have always focused on. We’ve already begun to see the surge in event and hotel inquiries and bookings ever since the vaccine took hold. As an event-driven hospitality

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

company, we discover and bring back to life unique venues and destination towns just outside of major cities. I can also foresee corporate travel emerging quicker than I initially expected, which is a good sign for many operators and an added bonus for us.

What are some of the adjustments you’ve made recently?

We instinctively have always followed three principles in our business. Automate the mundane but necessary, and personalize everything else. Compete with unique quality over price. And focus on revenue over costs.

The pandemic was almost a blessing in that it gave us the time to look at and analyze everything we did as a company while we still adhered to those three core principles. For example, we’ve outsourced bookkeeping so our accounting team is focused on analytics and communication to the venues. We incorporated technology to allow for keyless check-in, online group booking and centralized reservations that allows the front desk staff to become a parlour (Landmark’s type of lobby space) hosts.

This way, they have the time to enjoy the guests and improve their stay. We are a company that views itself as support to the people who run each venue. We’ve based our growth on having the best management teams at the venue level. We then support them so the emphasis is on how we can improve our support and free them up so that they can work closer with their team and the guests. This was our amplified mission during the pandemic.

Why did you pick the locations you did for your hotels?

We are not typical in that we don’t want that heavily traveled intersection or to be next to an airport or a pharmaceutical company. We pick locations that we can make a destination. Our average sized property is ten acres and the main structure is set back from the road and usually not visible.

Our main criteria is that the property is unique and prefer it be adaptive reuse of a

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Hospitality in Commercial Construction

The Memorymakers

historic structure or warehouse. The other type of hotel location we look for is in those destination towns and iconic existing hotels that we can expand and update to become current and regain or expand their title as the center of their community.

What’s your growth plan?

We’re targeting adaptive reuse of historic structures, warehouses and estates into thriving hospitality venues. We also are targeting those iconic inns in destination towns that have the land to expand. The further we move from our base of operation the larger the project needs to be to support the depth of management we rely on.

What trends are you seeing?

Smaller hotels are known for giving personalized services and are more in-demand from luxury travelers. Common areas of a hotel that can serve as an extension of a person’s living room where they feel comfortable using the space to entertain, conduct business, or read the newspaper in the morning. Hotels have become live, work, play spaces for the locals.

What’s the secret to creating a “must visit” property today?

You have to layer in authentic experiences with design, materials, music and local culture. We engage guests with our programming such as cooking and cocktail classes, special vintage dinners, farm-to-table dinners and our upcoming festival series. A new program is our 4:00 o’clock tea party, where guests are invited to our hotel or a local spot in the neighborhood to participate as a group in things like “Sushi & Sake,” where guests will learn how to roll sushi from a chef.

Another program is “fondue and champagne” at the bar where a community of hotel guests can get together and talk about their day. We have also had guests work with our chefs to make family meals or boozy ice cream sundaes. We like to invite guests to have fun and participate in unique activities!

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Hospitality in Commercial Construction

What is today’s consumer looking for?

Authentic experiences, design, craftsmanship, surprises and delightful moments.

Everything else is expected and only noticed when it’s not there or not done well.

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

One of the items that is always on my list is to further perfect and optimize our process for organically designing and building hotels.

Completion of the Logan Inn, Village Hall Restaurant and Beer Garden, Hudson House, Elkins Estate Phase 1, as well as all the renovations at existing properties need to be complete in 2021.

Describe a typical day.

I’m up at 5:30 a.m. and review all the previous day’s construction reports over coffee.

I prepare for the day with my target “to-do

The Memorymakers

list.” Bring my email box to zero and send out emails to my key team. By 7 a.m. I’m ready for my six-mile walk. I usually listen to “GaryVee Audio Experience” or a “Masters of Scale” podcast, while other times I make calls to people I want to stay in touch with.

By 10 a.m. I’m usually driving to an area where I can visit several of our venues that are either established or under construction. This usually takes about three hours. For lunch, I always eat with at least four people from the location that I am visiting. Usually it is the foreman, finish craftsman or masons. Other times I will have lunch with local community leaders, business owners and venue managers.

By 2:30 p.m., I’m headed to my office which these days can mean office, home, or boat. To finish my day, dinner is usually around 7 p.m. at my local neighborhood restaurant or when I have the energy to start a fire in the pizza oven and cook.

What makes the Landmark brand so unique?

We are unique in many ways as we handle all aspects of a project. Underwriting, acquisition, entitlement, branding, design, construction, and operations. We are truly bespoke as we build everything we have with our own team of artisans, many who have been with our company for 20+ years. What sets us apart the most is how we make people feel through our brand of hospitality.

We are a family business and work very hard at developing personal relationships with our teams, which translates into how they treat each other and our guests. We are a chef-driven company with every property, including our hotels having the chef run the facility on par with the general manager. We have a full-time team that creates and executes the experiences we offer, from cooking classes to bocce tournaments.

One-on-One with Landmark Hospitality’s Frank Cretella What’s the most rewarding part of your job?

Seeing people making lifelong memories in the spaces we create.

Whether it’s a wedding couple or a family dining in the restaurant, we truly have a passion for creating/making memories for our guests. We even call our team members “Memorymakers” for this very reason. (Memorymaker: One who practices the art of creating moments into memories) I also feel rewarded when I see long-standing team members advance in their careers with us.

Three strongest traits a leader should have.

Best advice you ever received?

Always strive to learn. This includes listening to your team. Have the ability and discipline to think strategically long-term while making an incremental difference every day. And have empathy.

To me, that’s the ability to view everything you want to do from the side that will be affected.

Enjoy the process of making your dreams a reality, not just the accomplishment itself.

What is the true key to success for any manager?

Best thing a client ever said to you?

I have two quotes. The first was that someone said their favorite restaurant is one of ours and that they know the owner personally

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(it's one of our managers). It shows our whole mission behind this company is working. Another one is, “I don’t know where I want my wedding yet, but I know I want a Landmark wedding.”

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

There are many components that are important and necessary as a baseline. Of course, you must have integrity, empathy and communication skills, but also passion. I think that is the single component that amplifies everything else into results.

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

Fit to fly Inside the new Air Force fitness center

By JoAnne Castagna, Ed.D.

Exterior of the new fitness center at the Niagara Falls Air Reserve Station. Credit: James D’Ambrosio, Public Affairs.

Fit to fly Inside the new Air Force fitness center “You need to be mentally and physically fit to do the mission we do every day.”

C

ol. Christopher Witter, mission support group commander, 914th Air Refueling Wing, Niagara Falls Air Reserve Station in Upstate New York said this two years ago during a groundbreaking ceremony for a new fitness center at the Reserve Station. This year, the center is being completed by the US Army Corps of Engineers, New York District.

The $14 million, 22,000-square-foot center will help keep Airmen in top physical and mental shape so they can continue to fulfil their important mission for the nation.

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The Niagara Falls Air Reserve Station is a US Air Force Reserve Command military installation located near the Canada-New York State border. Presently, there are more than 1,700 personnel assigned to the station, which include Active Guard Reserve, Active Reserve Technician, Traditional Reserve, DoD Civilian and contracted 914th Air Refueling Wing personnel. “All Airman have the core mission, which is to train, perfect and provide full-spectrum rapid global mobility to the joint force, whenever, wherever,” says Second Lt. Lucas Morrow, 914th ARW public affairs officer.

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

The new state of the art fitness facility incorporates all the latest in the fitness world—a move that was a must, as the direction of fitness in the military today is Functional Strength Training. A delegation from the base visited 25 to 30 fitness facilities in the western half of New York State, ranging from military sites to high schools and YMCAs, to gather ideas to submit to the architects chosen by the Air Force.

The new center will be the first fitness in the Air Force Reserve Command to have an area totally dedicated to this training.

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“This facility will allow our Airman to be ready to perform their mission whenever called upon,” says Michael W. Williams, 914th ARW Sustainment Chief, who has been working on getting a new gym built at the Reserve Station for 25 years, so this is a huge achievement for him.

The station has a physical fitness center that was built in the 1950s that is undersized and in poor condition. Jeremy Pagoada, Project Engineer, New York District, U.S. Army Corps of Engineers says there are significant deficiencies with the facility due to the aging and inefficient construction materials used, maintenance costs, and utility costs that will continue to be high and worsen with time.

This old facility is being replaced with a modern one that will meet the physical and mental needs of today’s Airmen. The new fitness center will be approximately 22,000 square feet in size and the one-story building will be 40 feet tall and will accommodate approximately 250 persons daily.

Open all day, every day, the center features a large asphalt parking lot to

“ All Airman have the core mission, which is to train, perfect and provide full-spectrum rapid global mobility to the joint force, whenever, wherever.”

New York District Commander, Mathew Luzzatto and project team look at the progress being made on the new fitness center at the Niagara Falls Air Reserve Station. Credit: James D’Ambrosio, Public Affairs.

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accommodate the times of the year when there is more Airman at the station, such as during training weekends. It also includes a lobby, administration area, locker room and showers and a fully trained staff that will help the military personnel meet their fitness needs.

“The new fitness center will have an open concept that will allow plenty of space

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

— Second Lt. Lucas Morrow, 914th ARW public affairs officer.

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New York District Commander, Mathew Luzzatto and project team look at the progress being made on the new fitness center at the Niagara Falls Air Reserve Station. Credit: James D’Ambrosio, Public Affairs.

for strength and cardio fitness, group classes, a Functional Strength Training Room, and fitness equipment, including weight machines, free weights, dumbbells, cages and racks,” Pagoada says. “There will be plenty of space for basketball, racquetball and volleyball courts.”

Pagoada says there also will be greater flexibility for future reconfiguration. For example, the basketball court will have six retractable basketball goals and additional court lines that will allow the main court to be divided into two smaller courts and a retractable divider curtain will be planned for between the two smaller basketball courts.

That little something extra

In addition, the fitness center will include something that makes it even more state of the art. Not only does it meet the latest antiterrorism and force protection requirements

The $14 million, 22,000-square-foot center will help keep Airmen in top physical and mental shape so they can continue to fulfil their important mission for the nation. for buildings, but it also will be fully accessible for wounded vets and senior retirees. The reserve knows that physical well-being goes hand in hand with mental well-being and the new fitness center will recognize this.

“We are reshaping the role of our exercise physiologist who will be working at the new fitness center,” Williams says. “In this new role, the exercise physiologist will be working on the total well-being of all our military members. The new fitness center will provide a great opportunity to incorporate health and wellness into the day to day life of our Airmen.”

The Niagara Falls Air Reserve Station, which will provide employment for thousands of military and civilian personnel, is an integral part of the Niagara County community and surrounding communities in Western New York. “The mission readiness of the 914th Air Refueling Wing is largely dependent on the health, fitness, and morale of assigned Reserve and civilian employees,” Pagoada says. “A properly sized and efficiently configured physical fitness center is essential to improve all of these attributes.”

JoAnne Castagna, Ed.D. is a Public Affairs Specialist and Writer for the U.S. Army Corps of Engineers, New York District.

She can be reached at joanne.castagna@usace.army.mil

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How everbowl is creating the Super Bowl of Super Bowl healthy food choices

A special supplement to: Jeff Fenster, founder and CEO, Everbowl

Connect.

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How Everbowl is creating the Super Bowl of Super Bowl healthy food choices “Living actively, and eating stuff that’s been around forever.”

T

he tagline is the one Jeff Fenster staked the future of his company on. Everbowl, the San Diego-based restaurant he opened as

an homage to superfood bowls and smoothies, is primed for bigger and more elaborate growth.

The former digital marketing agency owner decided to take direct aim at all those who have not embraced the healthy lifestyle eating thing.

It is why the everbowl menu focuses on things like customize bowls, where customers can choose from one of eight superfood bases—acai, pitaya, blue majic, coco love, vanilla, cacao wow, matcha and chewy.

Next, they can select something like almond milk or coconut water and top it off an array of fruits. Everbowl is currently developing a new smoothie product line slated to launch in spring 2022.

We sat down with founder and CEO Jeff Fenster to get an inside look at the everbowl brand.

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Give us a snapshot of your brand?

Everbowl is a craft food chain that specializes in exotic and delicious superfoods like açaí bowls, smoothies and coffee to fuel happier, healthier lives. Started in San Diego, the company now operates 50-plus franchise locations across the country. We use the term “UnevolveTM,” which means living an active lifestyle and eating stuff that’s been around forever—hence the name “everbowl.”

What was the inspiration behind that concept?

Eating healthy is a personal passion of mine. I’m also a bit of a hypochondriac. So when I got access to the internet in the early 2000s, I was able to start researching disease and prevention and cures. It’s easier to prevent illness than cure it. When you look at America as a whole, 80% of heart disease, stroke, obesity, cancer, diabetes, hypertension and other diseases are preventable through lifestyle changes—i.e., move your body and eat real food.

We know eating bad is bad for us, but why do we do it? As a businessman with this passion, I was able to bridge the two and identify a key problem in America that can be solved through a company that I could create and enjoy.

What type of consumer are you targeting?

We target everybody. It doesn’t matter whether you’re a fitness instructor and nutritionist, or if the healthiest thing you’ve eaten this week is the pickle on your cheeseburger. Everyone is on their own health journey, so we try to speak to all.

We can’t be pretentious and alienate customers who don’t know anything about healthy eating or the latest buzzwords.

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

COVID impacted everybody, and I think all businesses had to take a minute and reflect on the situation and decide what kind of pivot, if any, they needed to make to not only survive the storm, but thrive

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in it. Because we operate restaurants, we shut everything down when the pandemic struck. We closed down the corporate stores we had at the time and temporarily laid off around 400 people. We had to figure out how and when it was safe and appropriate to reopen.

And then we had to decide what we were going to look like in a post-COVID world. So we looked digital. When we reopened our stores in May we knew it was time to franchise. I think we have a stronger foundation having weathered the storm.

Our goal from the looks side was to maintain the feeling of nature and use products that are grown in nature. Scalability also is a key factor.

What kind of conversations are you having with your customers?

We are always looking for ways to better serve and connect with our communities.

When the pandemic happened, we realized our customers were stuck at home. So we launched a product called LaterBowls. We sold those online and then went on QVC to begin selling nationally direct to consumers on televisions.

How does your design cater to what today’s consumers want?

We’re very natural in our restaurant design. Our everbowls are made from stuff that has been around forever. So we’re trying to use more wood and natural products in the stores. The flow inside and the decor is meant to feel like you’re in nature. The fruit is the color. That’s the star of the show.

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

One of your favorites?

I love all my children. All our stores try to be part of the community. We like to hire from inside the community, from high schools and colleges, and we donate and give back to schools, sports teams, and local events.

At our college campus locations, they are

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

100% school-driven with all the staff and patrons going to that school.

Take us through your construction and design strategy.

Our goal from the looks side was to maintain the feeling of nature and use products that are grown in nature. Scalability also is a key factor. We really try to build our

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stores in a very thoughtful manner to understand that we are going to have to create different layouts and floor plans and designs in the future.

Give us a rundown of the market’s layout.

At everbowl, you can help create your own “Whatever Bowl” by choosing from a base of fresh fruit and then adding unlimited, fun toppings. Team members are available to assist from the counter and help collaborate on building a beautiful bowl.

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

The supply chain and the fact that it’s harder to get certain things.

For example, some of our wood for building comes from Oregon, but the glue comes from China. So we can get wood, but not glue.

It has been slow and arduous to get materials. That’s been the biggest challenge so far.

Talk about sustainability. What are you doing?

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I am morally connected to sustainability. We all need to do our part and take care of this Earth. Sustainability is key for businesses, too.

If you just take and take, you are going to run out. It’s just a matter of when. We do use plastic in our stores. It’s one of the knocks that we get, and unfortunately, there’s no good solution yet to it. What we try to do is get things made with renewable resources. We’re told the plastics that we’re using are being made by already recycled plastics. That’s how we are trying to bridge that gap until a better solution comes.

It even goes back to our factories. We work with the local people in Brazil, where we source our açaí berries. Because açaí seeds usually go to waste, a handful of locals use the açaí byproducts to

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make our Everseed jewelry that we turn around and buy from them so we can sell it to Americans in the stores. We want to give back in many ways instead of just taking.

What is today’s consumer looking for?

Many Americans are used to eating traditional fast food throughout the week instead of a healthier alternative. Why? Because they think eating healthy: > Costs too much > Doesn’t taste good > Won’t leave them satisfied > Is hard to find Today’s consumers want food that’s affordable, filling, delicious, and accessible.

That’s why we created everbowl. Instead of killing consumers with unhealthy food, let’s make them better.

What is your growth plan?

We’re not targeting a specific area for franchising. We are targeting specific people who are the right people to join our family.

We want to find good partners who embody what we stand for. That has kind of been our growth strategy. It’s why we are pretty scattered all over. We’re not as concentrated in just one region. We look for operators and partners who are a good fit to join the everbowl family and we will grow together.

So we’re targeting good people to work with and from there we will find good locations.

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

The biggest item is to continue to push the everbowl message every day in many different ways. The most important thing I can do is drive the brand forward on all fronts as best as I can each day.

Describe a typical day.

I wake up really early, sometime between 4 a.m. and 5 a.m. I take care of emails and busy work. Then I have breakfast with my kids and exercise before I hit the day. I wear a different hat many days, from investor relations on the corporate side, to traveling to meet with a franchisee, to checking out construction fabrication, to podcasting and media. It’s one of those things pretty much every day.

Tell us what makes your brand so unique?

At everbowl, we believe the key to life is motion—and the key to motion is food.

We craft Super Food so we can “Unevolve,” which is our way of saying: to live and eat the way we were meant to do— living actively and eating stuff that’s been around forever. CK

One-on-One with… Everbowl’s Jeff Fenster What’s the most rewarding part of your job?

Serving customers. It’s incredible when I get to spend a day behind the counter at one of our locations and connect with the customer base. There’s a smile; there’s a sign of what we’re trying to do. At the end of the day, why eating good is so important is because when you eat good, you feel good. And when you feel good, you perform better and are happier with life.

Best advice you ever received?

It’s as simple as doing your best every day. Working hard is not your best. Too many times people confuse productivity with activity. You can do a lot of activity that is just a waste of time. Doing your best is improving your craft on all fronts and learning what to focus on to get better.

Best thing a client ever said to you?

We had a customer who came in every day. He was a pretty heavy set gentleman. He started incorporating everbowl because he liked that it satisfied his big sweet tooth and he could eat a large one and it would fill him up. As part of his routine, he’d eat a salad in the afternoon and then a light dinner. He ended up losing around 140 pounds in a year and a half.

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

He said that having an everbowl was such an important part of his journey because it was an outlet for him to eat healthy and not feel like he was deprived. The customer saying that makes you realize that we are impacting lives.

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

The first is accountability. If you’re not accountable to yourself and hold everyone else accountable, then you can’t lead. You also need strategic thought. Leaders can’t paint by numbers. You’re a leader because you’re expected to develop a successful plan with the information in front of you. Finally, you must be able to make friends and have fun. You have to be able to find a happy medium between rigid and loose to inspire and lead others.

How do you like to spend your down time?

Either hanging out with my family, or playing a sport like tennis, football or basketball.

What’s your favorite quote?

“Hard work beats talent when talent doesn’t work hard.”

CIRCLE NO. 42

INDUSTRY

WOMEN IN CONSTRUCTION

No limits How Cindy McCree-Bodine is helping push the family business to new heights

McCree Owners.

Y

our story is their story. That is the foundation of which McCree General Contractors & Architects has been building on since its founding. Over the years and through four generations of family ownership, the McCree vision is still rooted in its commitment to the customers it serves.

Today, the conversations surrounding those visions start with people like Cindy McCree-Bodine, who as a VP with the Orlando-based company, she helps move the McCree vision forward. After joining the family business following her stint as a teacher for 10 years, Cindy continues to push the rock forward as a highly successful woman in a male-dominated industry.

We sat down with her to get her thoughts about where the industry is headed—and how she will continue to make a difference.

Give us a snapshot of the construction market today?

It varies across geographical areas and markets. Currently, the Florida commercial construction market is seeing steady projections. Some markets are decreasing in activity. These include office and retail

86

spaces. Additionally, material prices continue to increase and lead times for materials are longer than anticipated. Planning for cost increases and material delays are imperative to a successful project.

How did you get started in the industry?

Construction was not what I had planned at a young age. It has proven to be a stroke of luck and brought purpose to my life I never dreamed of. I am fortunate, more so than most. My family owns McCree General Contractors & Architects. It is one of the oldest privately held in-house design-build firms in Florida.

In my teens and early 20s, I worked part time as an HR assistant, receptionist, accounting assistant, inventory and document specialist, and assisted various

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021

departments when needed. My degree is in education and I taught after college until I was asked to join the firm during the economic boom in 2005. The company was rapidly growing and needed a better training program to help on board all the staff being hired. My education was not in line with construction but fit perfectly with what the company needed.

Over the years, I have been asked to take on new roles and oversee different departments. Since 2005, I have overseen human resources, marketing, business development, office administration and project coordination/pre-construction management. Every role in my career in construction required a voracious approach to learning, implementation, achievement and growth. I learned early on you will be scrutinized harder, there is more required of you, the stress is greater, and the reward is profound if you are a family member working in a family-owned business.

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

There are many in the construction industry. Here are four providing a positive impact. The first is that technological changes in the construction industry have elevated the level of service to the customers. From communications, BIM modeling, document and project portals, ease of virtual and digital mediums, there continues to be great improvements to how contractors interact with vendors, suppliers, owners, governmental agencies and the public.

The second is that prototype and prefabrication construction has decreased timeframes to build. For example, utilizing a prefabricated bathroom pod prototype design for hotels or when there is mass duplication will save a great deal of time during construction. Third, energy efficient construction and design is being seen more regularly. A net zero facility used to be uncommon and now they are

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Known as tubular daylighting devices (TDDs), our products are a compact and leak proof alternative to traditional skylights, eliminating glare and minimizing solar heat gain. Solatube daylighting systems use advanced optics to capture, transfer and deliver high quality daylight to all types of buildings. TDDs can be installed in hard-to-reach spaces where skylights and windows simply can’t reach.

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CIRCLE NO. 43

Solatube Commercial of Southern California

INDUSTRY

WOMEN IN CONSTRUCTION being constructed more regularly. Energy efficient buildings are still expensive to build for short term investments but reap benefits for long term investments such as public facilities.

The fourth is that women are more prevalent in managerial roles in the construction industry. We have come a long way and are now sought after for project management, pre-construction, design, accounting, marketing, c-level suite roles and,

most importantly, as owners of a general contracting or subcontracting firm.

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

Today, everywhere you look women are working in trades, managing projects and owning construction businesses. There is no limitation to women in construction. We face the same challenges as our male peers in

McCree team volunteer day for Ronald McDonald House.

terms of qualifications, education, physical requirements, and experience. For those seeking a career in construction, the biggest demand are project managers, superintendents and skilled trade positions.

What challenges remain?

There will always be challenges. To me, the biggest challenge is finding a firm you feel comfortable in and provides you with an opportunity to be part of its success. Once you find it, the rest will fall into place if you put your best foot forward each day, make each day purposeful, always do what you say you will do, and maintain integrity. Women are tough and emotional at the same time.

Finding a balance and staying productive will keep you moving in a positive direction.

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

Never make assumptions. A wrong one will always cause you strife and a right assumption is rare.

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

Know your strengths and weaknesses. Always keep your strengths strong and never stop working to improve your weaknesses.

CIndy and Taylor Bodine attend West Orange Junior Service Leagues annual fundraiser 2021.

What’s the biggest lesson the past 18 months has taught you?

Maintaining productivity while working from home is plausible but presents its own new set of challenges. For example, when many staff who normally only work in the office needed to work from home, the company needed to provide the right equipment and software.

Additionally, adjusting job responsibilities and expectations based on availability meant everyone needed to be more flexible.

Lastly, creating new parameters for accountability of work for those working from home.

Both the company and staff were affected by these circumstances and rallied together to be successful.

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

Win the next big project for McCree and celebrate with my family. CCR

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 9, 2021

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info.chicagofaucets.com/mini-pre-rinse

CIRCLE NO. 44

IS YOUR SUPERINTENDENT CERTIFIED?

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

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

RCA’s Retail Superintendent Training Program addresses this need.

Certified Retail Superintendents have:

Ask your GC if

• At least three years of experience in retail construction

they have a

• Completed OSHA 30-hour certification

Certified Retail Superintendent

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

on your project.

• Passed the Certified Retail Superintendent exam

CIRCLE NO. 45

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

VOL 10 • ISSUE 9, 2021

The Voice of Craft Brands

Giving back How My Yard Live is changing the way people view craft beer

Jamie Minotti, founder and COO, My Yard Live

The Voice of Craft Brands

Giving back How My Yard Live is changing the way people view craft beer

Ask Jamie Minotti to talk about all of the wonderful things that are going on at My Yard Live, the craft beer brand he started in San Marcos, California, and you might expect to hear about the amazing beer, good food and great atmosphere. While that is all spot on, it is the legacy that Minotti and his team set out to create that drives their mission every day.

With a lifetime of giving back instilled into him by his parents, Minotti set out to create a brand larger than just beer, food and community. That’s why My Yard Live is something that every person who embraces the craft beer brand can get behind.

From a brick and mortar standpoint, My Yard Live brings together all the elements of a community center, park, upscale beer garden/brewery, diverse eatery, and a one of a kind live entertainment and event venue.

Combining that “backyard” feel, My Yard is the kind of brewery and restaurant where customers are like family.

We sat down with founder and COO Jamie Minotti to get his thoughts on the ever-growing craft/restaurant market.

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CRAFT BRAND AND MARKETING

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My Yard Live

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

Our perspective might be a bit different than some. We view the craft beer market much more than just good beer and marketing. For us, craft beer represents experiences and connectedness, not simply a product. There are a ton of breweries out there that make great beer.

We like to think we make great beer too, but there is so much more to the market as it relates to its involvement with the customer and community. While beer type and variety may trend, one thing has stayed consistent, beer brings people together.

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CRAFT BRAND AND MARKETING

What’s likely to happen next?

From a broader perspective, I think we will begin to see even more breweries investing in causes and community efforts that go beyond making, marketing and selling beer. We will continue to see more diversity in the industry of who is making the beer and owning breweries to the consumers. I see more attention being spent on classic, lighter styles with lower ABVs. You are already seeing an uptrend in non-alcoholic beers as well and I believe that will continue to grow as well.

What trends are defining the space?

You are seeing more breweries open with causes and community efforts as

ISSUE 10, 2021

CBAM-MAG.COM

well as more diversity within the brewing and brewery space. There are breweries opening in areas that have not traditionally been viewed as craft brew communities and serving demographics that have not been viewed as craft beer drinkers in the past. Like many popular markets, craft beer has gone (and will continue to go through) a variety of trends, whether it is the variety in styles, packaging or even types of breweries with visions that go beyond simply making good beer.

What’s your story from a brand perspective?

My background and education is actually in teaching and working with

community-based organizations that serve people that have traditionally been underrepresented. Straight out of college, I enrolled in a program called Americorps VISTA—a yearlong volunteer program similar to the Peace Corps, where I found myself in California.

All along, I continued to follow my passion in events and entertainment, and eventually started an artist management company. The Madero Group—loosely named after my grandfather’s favorite word, “moderation” in Italian—managed a variety of national and international bands and DJs. In 2005, I met Mark McLarry, my partner in My Yard Live, at a music festival on a Carnival Cruise Ship called Xingolati, which we produced.

It was a music festival at sea blending a variety of music genres and worlds that featured everyone from The Flaming Lips and G Love to Slightly Stooped and beyond.

This was before festivals blended genres so it was a bit before its time.

From that event, we dove into event production and ultimately started Alternative Power Productions (APP), which specialized in solar powered staging, sound, lighting and event production services. We worked with everyone from ESPN and Disney, to Vans Warped Tour.

We found that younger families were looking for things to do together and beginning to integrate into the event space. As the larger event production industry transitioned, we realized there was an opportunity for a project that encompassed all the things we love and care about most—family, community, live entertainment, food and, of course, beer.

My Yard Live has given me the ability to blend my professional interests that had seemed to live in isolation in the past.

Walk us through your branding strategy.

We set out to create an experiential, family friendly, community-based concept that would change the way people had known breweries and restaurants previously. We

CRAFT BRAND AND MARKETING

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My Yard Live

wanted to provide an option for people who were looking for a different type of restaurant, brewery and entertainment experience.

My Yard Live brings together all the elements of a community center, dream backyard, park, brewery and beer garden, eatery, and live entertainment and event venue. We want to help create memories and connections.

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

Craft beer, by nature, is generally a pretty hyper-local effort that has typically focused on a pretty small and targeted demographic. While the industry has grown and many brands have gone national and international, it is only a small percentage of brands that break on that level for a sustained

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period of time. Ultimately, widely distributing is the end game for most breweries, but that growth has proven to be very delicate, especially if it has been built on a fragile foundation.

What’s the one thing every craft beer brand should do in the way of marketing?

I believe it is making beer and breweries more accessible to more and more diverse people, as well as creating different ways to experience breweries and beer.

For the most part, our industry has traditionally focused on a specific demographic and delivered a very similar experience surrounding the product. And, to some extent, I think the market needs to be viewed from a different perspective with fresh new takes on what craft beer really means to people.

ISSUE 10, 2021

CBAM-MAG.COM

Connect with My Yard Live

My Yard Live 288 Rancheros Drive San Marcos, CA 92069 760- 798-0779 Website: myayrdlive.com Instagram: myyardlive Facebook: myyardlive

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

I don’t think it is a secret. You need an intriguing, relatable and authentic message that’s solving a “problem” your potential customer has endured.

What are some of your biggest opportunities moving ahead?

Our biggest opportunity as a company and brand is to continue to invest

CIRCLE NO. 46

My Yard Live

in our people and community. That has shown not only to be the two most effective ways to build our business, but the two most rewarding.

Albeit, the devastation the pandemic has had on lives, the economy and our business has allowed me to really focus on what matters both at home and in business.

While these have been some of the most challenging times in my life, they also have in many ways been the most affirming.

Having the opportunity to utilize the vehicles of beer, food and entertainment to build relationships and community is something I will cherish many years from now.

While we were unable to hit all the marks when we first opened, we continually worked toward that goal and find new ways to integrate all aspects of the venue with the delivery of experiences, products and services.

Whether it is integrating beer into our food program, beer names and graphics or creating give back beers for various causes in the community —that is beer, the food from our scratch kitchen or the daily events.

Our venue and live experiences exist throughout the brand and this includes the beer.

How does your taproom space integrate into your branding/marketing strategies?

The pandemic forced us to look at ourselves and every aspect of our company—from our purpose and mission to our products and service delivery methods. It gave us the opportunity to experiment and improve. We are a more focused

I think that’s what makes us unique.

From the first conceptualization of My Yard Live, we sought to integrate all aspects of the brand with the venue.

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

and efficient company coming out of the pandemic.

We went from in-house only beer sales to working with a distributor and developing an off-premise program, which prior to March 2020 had been intentionally not pursued. We adjusted our in house service delivery model from a fast-casual concept to full service to hybrid and now experimenting with a consumer based “order at the table” system. We realigned our marketing strategy and messaging focusing even more on our mission and community-based efforts. We reinvested in our people even more than we had previously.

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

In a “post-pandemic” world, we are addressing labor shortages, increased labor costs, supply chain issues and the rising cost of food and raw goods.

Talking with My Yard Live’s Jamie Minotti What’s the most rewarding part of your job?

Everything said, ultimately it’s my ability to give back to the community.

At a very young age, through volunteering, my parents instilled the importance of giving back. No matter what I’ve done in my career, I’ve always tried to incorporate that value. Sometimes I am able to do it better than others, but when it really comes together it’s by far my most favorite part of what I do.

What was the best advice you ever received?

My grandfather used to say, “Everything in moderation.” My first company was named after his advice. Finding balance has been a bit of a mantra for me both

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CRAFT BRAND AND MARKETING

personally and professionally. As a small business owner, it really has to be so his words continue to resonate with me to this day.

What’s your favorite brand story?

We are very fortunate to have some amazing supporters in the short time we’ve been open, but it’s ultimately the generosity of some customers during the pandemic that helped us remain open and optimistic when things were uncertain. That was the biggest compliment to the brand and our team.

We have a couple who have two children. They are regulars who approached us and offered to invest in the middle of the pandemic. They said My Yard Live was their family’s go-to spot and they never wanted

ISSUE 10, 2021

CBAM-MAG.COM

to see it go away. As much as I tried to convince them that investing in a brewpub during the pandemic was not a good idea fiscally, they did anyway. It saved the business, and more than just financially.

What’s the best thing a customer ever said to you?

A mother of one of our employees said that My Yard Live has changed her son’s life and created more meaning and connection for him.

James is an employee who has been with us since the very first training day we had in 2019. He has intellectual and developmental disabilities, but that’s not what defines him. He’s funny, caring and brings a spirit to My Yard Live that would have been lost otherwise.

CIRCLE NO. 47

PROJECTS

PROJECTS • CCD

Commercial Construction Data

F

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

PROJECT NAME

CITY

PROJECT VALUE

SQ. FT.

CONSTRUCTION TYPE

START DATE

Chuck E. Cheese #548

Virginia Beach, VA

$2,208,960

14,160

Remodel

Q1 2022

Dunkin / Baskin Robbins

Aldie, VA

$700,000

2,400

New Construction

Q2 2022

7-Eleven #41994

Newport News, VA

$200,000

4,042

Remodel

Q1 2022

Food Lion #2257

Inwood, WV

$12,000,000

44,990

New Construction

Q1 2022

Giant #6574

Bellefonte, PA

$2,000,000

56,986

New Construction

Q2 2022

Braddock Road

Fairfax, VA

$30,000,000

80,733

New Construction

Q1 2022

Fedder Lofts

Buffalo, NY

$21,500,000

130,000

Remodel

Q2 2022

JBAS Parodi Lofts Apartments

Scranton, PA

$2,000,000

50,800

Remodel

Q1 2022

Atlantic Avenue Hotel

New York, NY

$9,300,000

30,557

New Construction

Q1 2022

Empire Boulevard Hotel

New York, NY

$6,000,000

34,595

New Construction

Q1 2022

Renovations and Addition for the Lancaster Middle School

Kilmarnock, VA

$8,500,000

73,700

New Construction

Q1 2022

Northern Lebanon New Field House and Athletic Improvements

Fredericksburg, PA

$5,020,000

10,200

New Construction

Q1 2022

Randall Hall Bathroom Renovation

Cortland, NY

$1,030,000

38,232

Renovation

Q2 2022

Town of Middleburg - New Town Hall

Middleburg, VA

$8,000,000

11,725

New Construction

Q2 2022

Jackson County Animal Shelter

Cottageville, WV

$2,000,000

6,670

New Construction

Q1 2022

Shady Grove Medical Center Expansion

Rockville, MD

$103,300,000

150,352

New Construction

Q1 2022

Nyamekye Health Care Center and Apartments

Buffalo, NY

$17,000,000

57,052

New Construction

Q1 2022

RETAIL/RESTAURANTS/QUICK SERVE:

RETAIL/STORES/MALLS:

RESIDENTIAL/MIXED USE:

HOSPITALITY:

EDUCATION:

MUNICIPAL/COUNTY:

MEDICAL:

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COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

CIRCLE NO. 48

AD INDEX

Advertiser Page Reader Service No.

Advertiser Page Reader Service No.

ADART/Gensis Lighting Solutions

McNichols

3 2

Mike Levin

8

5

MRP Design Group

53

27

NAC

33

17

National Sign Team

83

41

National Terrazzo & Mosaic Assocation

59

29

Navien

5 3

Permit.com

54 28

Poma Retail Development, Inc

35

18

Project Management Consortium (PMC)

79

38

Retail Contractors Association

90

45

Rockerz, Inc

7

4

aim

65

32

38-39 20

ANP Lighting

11

8

AO Smith

69

34

Beam Team

27

15

21, 37

12, 19

Bostik CDO

19 11

Chicago Faucets / Geberit Group

89

Commercial Construction & Renovation 2022 Summit

CVR2-1

44

1

Construct Connect

101

48

Construction One

25

14

Controlled Power Company

15

9

D/13 Group

17

10

Dynamic Air Quality Solutions

39

21

SAR Floors

73

36

FloorMax USA

63

31

Schimenti

8, CVR4

6, 50

Garland

85 42

Solatube Commercial

87

43

Georgia Printco

99

47

Trinity Warranty

40

22

Goodwin Commercial

74

37

The Blue Book Network

66

33

Hunter Building Corp

49

25 UV Resources

43

23

CVR3

49 Visual EFX Group

97

46

Integrated Facility Services

61

30

Jones Sign

47

24

Window Film Depot

23

13

Lakeview Construction, Inc

9

7

Wolverine Building Group

81

39

Laticrete

31 16

World Dryer

71

35

Metropolitan Ceramics

82

ZipWall

51 26

Impact Security

102

40

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

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ISSUE 10, 2021 — COMMERCIAL CONSTRUCTION & RENOVATION

103

PUBLISHER

PUBLISHER’S PAGE

by David Corson

Getting ‘down and dirty’ in 2022

A

s we go to close out 2021, we can reflect on what a year it has been. One business concern item that consistently comes up in conversation, especially with people in construction, is labor. Will you be able to find who you need to get your projects done?

It does not matter if your firm is large or small, in any sector of the overall business economy, workers are hard to come by these days.

Recently, we went to dinner at a local establishment, where upon entering I saw a note from management saying they were understaffed. So, if you are dining out where businesses are trying to keep their doors open, please, please, please do not yell at your servers. They are working their tails off.

The problem is young people today.

They think working with their hands is a step

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back and earning a four-year college degree is the only way to succeed. I beg to differ.

There are tons of blue-collar jobs all over this country. In general, people do not want to work. More so, the younger generation is not trained, nor do they want to do these jobs, which is a shame.

Being a plumber, electrician, contractor, welder, maintenance, etc., are professions you can make a lot of money in. You just have to work smart and hard.

Mike Rowe from his hit TV show “Dirty Jobs” was right on target about

COMMERCIAL CONSTRUCTION & RENOVATION — ISSUE 10, 2021

today’s labor shortage. If we had trained individuals to do the dirty jobs he does every episode—the really dirty jobs— people would see they could earn a good living from the less dirty ones. There is a lot of pride that comes with constructionand facilities-related jobs.

Too many kids go to college to earn a degree that will not get them a job to pay for their education, which means their parents must pay it off. And they do not want to think about going to a tech school to learn a trade. That is taboo. Why not go get trained, paid why you learn, and then either keep working and moving up the corporate ladder.

Or go out and start your own company. Be an entrepreneur.

We can have all the green jobs and products we want in the future, but with no one willing to work to build them, we may be in big trouble. Robots cannot do it all.

So, I am inviting you to join us for our keynote speaker from “Rock the Trades” at our January 20th, 2022, Virtual Summit on Zoom. Learn how the skills gap we are experiencing may leave an estimated 2.4 million skilled manufacturing positions unfilled between 2018 to 2028. These are jobs we need filled if we are going to keep the US economy moving.

How can we help convince the youngsters to take the blue-collar path to make money with a respected career? Remember, the sum is bigger than the whole. Join us online and have a listen. We are all in this labor fiasco together.

So, as we close the books on 2021 and open the first chapter of 2022, I hope each of you have an enjoyable holiday season with family and friends. Enjoy your time off to recharge your batteries and stay positive.

And, as always, keep the faith. CCR

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