CCR Issue 4-2024

J. Mike Drew, Founding Principal, Structured Development and Walter Burnett Jr., Chicago Alderman

Vol. 23, Issue 4, 2024

FEATURES

68 Shifting the narrative Product design experts discuss today’s educational design trends

42 Building the Missing Middle Redefining affordable for-sale housing in one of Chicago’s priciest neighborhoods

78 Strengthening the bond Six ways you can inject AI into your project management process

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The project stands as one of the most iconic representations of what professionals in the commercial industry are capable of. Since 1883, historian David McCullough once famously called the Brooklyn Bridge "America’s Eiffel Tower," a marvel of magnificent gothic stone towers and a mesh of crisscrossing cables.

Standing over New York City’s East River connecting the two boroughs of Manhattan and Brooklyn, the bridge caters to more than 150,000 vehicles and pedestrians daily.

What happened recently was a marvel of industry renovation. The Brooklyn Bridge makeover was jaw dropping. Awe-inspiring. Crazy cool. If you haven't heard about it, I have to say, it was a treat.

First, the numbers. We're talking about nearly $425 million poured into the project. The job was spearheaded by Maryland-based concrete repair specialist Pullman, which worked with groups like the International Union of Bricklayers and Allied Craftworkers (BAC).

The plan included using non-traditional counterweighted outriggers to significantly reduced the amount of labor needed for setup and the amount of loading applied to the towers. Initially, each tower was to be serviced one at a time, but the design allowed for an inexpensive solution to service both at the same time to meet deadlines.

The photos documenting the renovation work are something out of a movie. Look, and you have to look closely, and you will see workers perched on scaffolding tackling some of the most intricate aspects of the project with skill and precision.

But it's not just about the money or the manpower. It's about what this project represents for our industry as a whole. The Brooklyn Bridge isn't just a bridge; it's a symbol of innovation, resilience, and the power of human ingenuity.

The renovation wasn't just a facelift; it was about preserving history, honoring tradition and ensuring that future generations can continue to marvel at this iconic structure for years to come.

But the renovation work is more than just renovating iconic structures; it's about building connections, both literal and metaphorical. It's about bringing people together, uniting communities and forging a path toward a brighter future.

To all the commercial construction professionals out there, remember: the sky's the limit. As long as we keep dreaming big and working hard, these types of projects, which are happening more and more around the country thanks to the commitment recent infrastructure funding has made possible.

CCR EDITORIAL BOARD

ACADEMIA

DR. MARK LEE LEVINE

Professor Burns School/ Daniels College University of Denver

ADA

BRAD GASKINS Principal The McIntosh Group

ARCHITECTS/ENGINEERS

MICHAEL MAGEE

Studio Leader Retail, Store Design Senior Associate Little

FRED MARGULIES Director of Retail Architecture Onyx Creative

STEVEN MCKAY

Managing Principal, Global Design Leader DLR Group

STEVEN R. OLSON, AIA President CESO, Inc.

CONSULTANT

GINA MARIE ROMEO Chief Heart Officer & Principal Consultant, Allied RDI

DEVELOPMENT/PROJECT MANAGEMENT

KAY BARRETT

NCIDQ, CDP Senior Vice President Cushman & Wakefield

JIM SHEUCHENKO President Property Management Advisors LLC

CHRIS VARNEY Principal, Executive Vice President Bureau Veritas

STEPHEN HEKMAN Executive VP Kingsmen Retail Services US

KEN DEMSKE Vice President Jones Lang LaSalle

GENERAL CONTRACTOR

DAVID THOMPSON Vice President TCB Construction Group LLC.

MATT SCHIMENTI President Schimenti Construction

JOHN STALLMAN Marketing Manager Lakeview Construction

JEFFREY D. MAHLER RCA Advisory Board Member

HEALTHCARE

CLINTON “BROOKS” HERMAN, PMP Principal Facilities Project Manager, MD Anderson Cancer Center

HOSPITALITY

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

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

ROBERT RAUCH Chairman Brick Hospitality

JOE THOMAS Vice President Engineering Loews Hotels

LU SACHARSKI Vice President of Operations and Project Management Interserv Hospitality

ANDY BRIGGS, CHA Managing Principal A14 Capital Management

INFORMATION TECHNOLOGY

CRAIG WEBER Director of Business Prime Retail Services, US Prime 3 Retail Canada, Inc.

REAL ESTATE

ROB ADKINS, LEED AP CDP Senior Tenant Coordinator, Retail Peterson Companies

MEGAN HAGGERTY Founder Legacy Capital Investment

RESTAURANTS

RON BIDINOST Vice President of Construction Bubbakoo’s Burritos

DAVID SHOTWELL The Wills Group Sr. Construction Manager

RON VOLSKE Development Director Focus Brands

BOB WITKEN Senior Project Manager Fox Restaurant Concepts

RETAILERS

AARON ANCELLO Facilities Asset Management Public Storage

DEDRICK KIRKEM Facilities Manager Alice + Olivia

BOB MEZA Senior Construction Project Manager Target

DAVID D. DILLON Director, Facility Standards Store Planning & Design Development Walgreens Company

JOHN COOPER Principal Executive Vice President Stormont Hospitality Group LLC

SAMUEL D. BUCKINGHAM, RS AMS CMCA President of Construction Devco Development

MARIE ANTONETTE G. WAITE Founder and CEO Finest Women in Real Estate

LAURA GROSS Retail Facilities Manager American Signature Furniture

KELLY RADFORD VP Retail Construction and Development Ascend Wellness Holdings

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AroundtheIndustry

RETAIL

Macy’s

Macy’s is focusing on growing its outperforming Bloomingdale’s and Bluemercury banners by opening smaller versions of these higher-end stores by 2026—30 for Bluemercury and 15 for Bloomingdale’s—and remodeling 30 existing Bluemercury locations. The department store retailer will also build 30 smaller stores away from malls, reduce its namesake department store count to 350, slim down its offerings and focus on developing a robust online presence.

Dick’s Sporting Goods

Dick’s Sporting Goods plans to open 16 new next-generation “50,000” Dick’s stores in 2024 after opening 11 of these largeformat locations in 2023. These stores, which build on the chain’s classic 50,000 square foot store model, will consist of four new locations and 12 relocations and remodels.

Veldskoen Shoes

Veldskoen Shoes continues to manufacture its iconic handmade leather footwear at home in South Africa rather than opting to outsource, and last year, it reacquired the 50% stake it had sold to Ashton Kutcher, Mark Cuban and Fun Brands five years earlier. The company continues its online growth efforts in the US, focusing on direct-to-consumer channels and wholesale partnership plans.

Ulta Beauty

Ulta Beauty will work with global brands operator Axo to launch an Ulta store in Mexico next year, in what would be the retailer’s first international location. The retailer’s fourth-quarter net sales grew 10.2% year-over-year, fueled by strong demand for skin care and fragrances, and Ulta plans to open up to 65 new stores in fiscal 2024.

H&M

H&M is among the growing group of fashion retailers that have been opening more stores and expanding both product assortments and their focus on experiential retail. A store opened last month in New York City’s SoHo neighborhood spans 10,000 square feet and includes a secondhand section, vintage design pieces curated by designer James Veloria, smart mirrors in fitting rooms and selfservice order pickup lockers.

BJ’s Wholesale Club

BJ’s Wholesale Club plans to open a dozen locations across the US this year, including four locations in the Southeast and one in the Midwest, giving BJ’s a presence in 21 states as it seeks to further expand beyond the East Coast. BJ’s also plans to open 10 to 12 clubs each year and differentiate itself from bigger members-only retailers Costco and Sam’s Club with a focus on fresh foods and smaller-sized grocery items.

Walmart

Walmart is backing solar projects in nearly two dozen communities and has three long-term purchase agreements that will generate almost 1 gigawatt of zero-carbon energy, as part of the retailer’s goal to generate 10 gigawatts of clean energy worldwide by the decade’s end. The new installations will be in Arkansas, Louisiana, Mississippi, California, Colorado, Illinois, Maryland and Delaware, with construction on some projects expected to begin this year.

Lidl US/Lidl Garden Center

Lidl US is expanding its outdoor Garden Center concept to 76 stores across its footprint. Lidl Garden Centers offer a range of flowers, plants, soil, hanging baskets, planters and other gardening accessories.

La Vie en Rose

Canadian lingerie retailer La Vie en Rose will open its first three US stores later this year, starting in the northeastern part of the country, with ambitions to eventually grow to about 400 US locations, CEO Francois Roberge says. The family-owned business began expanding outside of Canada with the 2004 opening of a shop in Saudi Arabia, and today, it has a presence in 20 countries through franchise agreements.

HOSPITALITY

Everhome Suites

Work is underway in Southern California on three extended-stay Everhome Suites properties in San Bernardino, Ontario and Temecula, with openings planned between the second half of 2024 and early 2025. Six additional Everhome Suites are also under development in the region.

Aman Group

Aman Group has unveiled a new luxury brand called Janu, which has a pipeline of 12 hotels around the world. The first property will open in March 2024 in Tokyo and feature 122 guestrooms, two boutiques, a wellness center and eight food and beverage outlets.

Preferred Hotels & Resorts

Preferred Hotels & Resorts will grow its portfolio by the end of next year with the debut of 14 luxury properties around the world, including hotels in Finland, Brazil, Colorado, Arizona and Nevada set to open this month. Coming in 2024 are hotels in New Jersey, Florida, Mexico, Spain, Italy, France, Sweden and Kenya.

Minor Hotels

By the end of 2026, Minor Hotels plans to open more than 200 new hotels, boosting its global footprint by approximately 40% and bringing its total room count to about 110,000. Half of the new properties will be in Asia, and the Middle East and Europe will each add more than 50 hotels.

AVA Hotel/AIC Hotel Group

The first AVA hotel from AIC Hotel Group’s new all-inclusive luxury brand is slated to open this summer in Mexico and will feature oceanfront guestrooms, villas and suites. AVA Resort Cancan will also offer 17 dining venues, wellness facilities, cocktail lounges, a hightech NFT Bar and clubs for children and teens.

AC by Marriott

Construction is expected to start in December on a 170-room AC by Marriott in Garden City, New York, with the hotel to include a 3,000-square-foot meeting area and a restaurant and lobby bar. The $75.6 million project will be the first in the AC brand to be built on Long Island and should be open to guests in fall 2026.

Extended Stay America

Extended Stay America, a mid-price extended-stay brand with more than 700 US hotels, grew 20% across its franchise portfolio in 2023, while the number of franchise owners more than doubled.

Everhome Suites

Construction has started on six hotels being developed by HighSide Companies for Choice Hotels International’s Everhome Suites brand. One of the new extended-stay properties will be located in Yuma, Ariz., while the remainder will be built in Texas in the cities of Waco, Bastrop, Amarillo, El Paso and Brownsville.

Residence Inn by Marriott

A new $58 million Residence Inn by Marriott is planned for downtown San Antonio, with construction to begin in the third quarter. Merritt Development Group and Peachtree Group have proposed building a 10-story structure offering 171 rooms, subject to design approval by the city’s Historic and Design Review Commission.

RESTAURANTS

Papa Johns

Papa Johns’ store count has returned to pre-pandemic levels, and plans call for up to 2,000 new locations to open over the next couple years. The goal is to ultimately become the third-biggest pizza chain in the US.

Wonder

Food hall concept Wonder has opened its newest location in a Walmart store in Pennsylvania, with plans for two more Walmart locations in New Jersey. Eight of Wonder’s restaurant brands are featured in the newest location, which offers dine-in, delivery and takeout options.

Sambazon

Sambazon is taking its Acai Bowl to a broader audience through franchising the small-footprint concept, which can operate with just three employees at a time using a focused menu. Founder Ryan Black said the company supplies about 90% of the Brazilian superfood in the US and is the top supplier worldwide.

KFC

The KFC division of Yum Brands will acquire 218 KFC franchise locations in the UK and Ireland from operator EG Group for an undisclosed amount, with plans to open 500 more companyoperated restaurants over the next seven years. KFC currently has 1,040 locations in the market.

Jack in the Box

Jack in the Box has been in growth mode since jumping back into franchise development in 2021, and the chain now has agreements to add 389 new units, some of which will be in new markets such as Florida, Montana and Mexico. The brand entered Salt Lake City and Louisville, Kentucky this year with four units showing off a new technology-centric format.

Xperience Restaurant Group/Cal Mex Cantina

Xperience Restaurant Group, which has 73 restaurants under banners including Chevy’s Fresh Mex and El Torito, has created a fusion gastropub concept called Cal Mex Cantina. The 3,600-squarefoot restaurant in Redondo Beach, California, melds the flavors of Mexico and California and offers a large cocktail selection.

AroundtheIndustry

Golden Corral

Golden Corral has unveiled a fast-casual concept called Homeward Kitchen that features a drive-thru, mobile ordering capabilities and other aspects focused largely on off-premises customers. The company’s decades of experience in controlling food waste and other key skills will inform the operations at Homeward Kitchen, and the chain made an effort to recruit employees with the fast-casual and quickservice experience that will be needed.

Qdoba

Qdoba is the second-largest fast-casual Mexican chain in the country, with 750 units in the US, Canada and Puerto Rico, and demand from prospective franchisees to enter the industry segment could give the chain an advantage over first-place Chipotle Mexican Grill, which doesn’t franchise.

First Watch

First Watch has been in growth mode since raising more than $170 million in a 2021 initial public stock offering, and the company now has 525 units in 29 states and a goal of reaching 2,200 locations, all with a business model that aims for uniqueness rather than uniformity.

Salad and Go

Salad and Go has grown to more than 100 units since launching in 2013, and with former Wingstop CEO Charlie Morrison at the helm, the health-focused fast-casual aims to eventually operate thousands of US locations. The chain prepares its ingredients in central

They said it...

“This is an iconic district and while the food hall has just opened, for us the work is just beginning. We are looking at more locations around North America, but each destination may have different components depending on what the site requires.”

— Cindy Andersen, Managing Director of Ingka Centers, on whether the food hall’s foray into San Francisco will inspire more locations

commissary kitchens and delivers them to the restaurants, allowing for simpler kitchens and greater efficiency in each unit.

GROCERS

Whole Foods

Whole Foods is launching Market Daily Shops as small-format stores between 7,000 and 14,000 square feet designed to provide essentials for shoppers in urban markets. The first location will open in New York City’s Upper East Side later this year and will offer a Juice & Java bar, tea and sandwiches and be equipped with Amazon One palm payment service and the retailer plans to expand the concept to additional cities.

Publix Stores

Publix is opening six new locations in Florida this month along with another store in Alabama, with stores ranging in size from 25,740 square feet to 54,964 square feet. Earlier this year the grocer also expanded into Kentucky as its eighth state of operations, and the company has opened nine stores in Florida, Georgia and Tennessee since the beginning of February.

Trader Joe’s

Trader Joe’s plans to open 16 new stores in Nevada, Arizona, Oregon, Utah and Idaho. The grocer’s footprint currently includes more than 500 US stores.

“The Walmart grocery value proposition—like everything we do—is rooted in our purpose, which is to help people save money and live better. To deliver that purpose, we have a customer value proposition based on having a quality assortment that we offer customers at everyday low prices.”

— Walmart’s Chief Merchant and EVP Latriece Watkins on the retailer’s plans to continue to leverage its momentum in grocery “by working to understand customers’ evolving needs and innovating

“Travelers are continuing to prioritize spending on experiences, and peoples’ travel decisions are increasingly affected by values such as commitments to environmental sustainability.”

— Chris Davidson, EVP at MMGY Travel Intelligence, on why 76% of Americans are planning trips in next year

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Show me the coffee

Starbucks takes the restaurant chain unit count lead

With 3,000 new locations in 2021, Starbucks' coffee shop count is up to 38,587 around the world, making it the world's second-largest restaurant chain by unit count, according to Technomic. McDonald's leads with 41,822 restaurants, while former No. 2 Subway has 36,516 units.

While unit count generally is an imperfect method for measuring restaurant chains, the numbers are in the volume. For example, while Subway's seemingly are everywhere, Starbucks generated $28.1 billion in sales in 2022. Subway generated $15.6 billion, while McDonald’s posted nearly $120 billion.

Bolstered by an extensive licensing strategy, Starbucks operates traditional coffee shops, a select number of specialized “Reserve” stores, takeout-only locations and delivery-only units, based on the state of individual markets.

Hotel U

ESLA, Niagara University partner on bolstering higher education opportunities

The Extended Stay Lodging Association (ESLA) is collaborating with Niagara University's College of Hospitality, Sport and Tourism Management in New York with the aim of improving hospitality students' education and providing them with resources and networking opportunities within the extended-stay sector. This is ESLA's first affiliation with a hospitality school. Hotel Management online here

One for the Colonel

KFC hits 30,000 locations around the world

Here's some math for you:

KFC opens a new restaurant somewhere in the world every 3.5 hours on average. So, when the ribbon hit the floor on its newest restaurant in Rome, Italy, the fast-casual icon hit the 30,000 restaurant number.

Last year, KFC opened nearly 2,7000 restaurants across 96 countries, setting a brand development record. More than 80% of the unit growth came from 15 publicly traded franchisees. KFC accounts for nearly 50% of parent company Yum Brands’ divisional operating growth.

The new Rome location was opened by master franchisee COB

S.R.L., which plans to open 25-plus KFCs across Italy, pulling over the 100-unit mark later this year.

The numbers game

6.8

The percentage increase of hotel rates year over year in 2024, according to BCD Travel. The data shows that hotels are shifting their focus from pushing occupancy to raising revenue per available room and average daily rate.

2.3

The percentage of visits to shopping centers were below 2019 levels, according to Placer.ai. Driving the resurgence is open-air centers, with the category being helped by limited new supply and a push by retailers to get closer to their customers.

7

The number of years it took Walmart’s Project Gigaton to remove 1 billion metric tons of greenhouse-gas emissions from its supply chain. The original goal was 13 years. The program, which doesn’t charge suppliers to participate, found the top use case was emissions reduction, followed by avoidance and sequestration, which includes carbon storage.

HANDWASHING

The emperor has no patches

Calling out the ‘bluff’ of enterprise software patching vulnerabilities

The emperor has no patches

Calling out the ‘bluff’ of enterprise software patching vulnerabilities

By Jon Armour

Vulnerability: “A weakness in the computational logic (e.g., code) found in software and hardware components that, when exploited, results in a negative impact to confidentiality, integrity or availability. Mitigation of the vulnerabilities in this context typically involves coding changes but could also include specification changes or even specification deprecations (e.g., removal of affected protocols or functionality in their entirety).”

According to the National Vulnerability Database (NVD/NIST), relative to computing technology, the above definition is applicable to any computing device that is interconnected to a wide or local area network (WAN/LAN) and is subject to human interface.

In previous articles, I described “humans” as the weakest point at which a network computing system is most vulnerable. It is no different with enterprise software that is tailored to a specific business environment. Coding and computer protocols are subject to human error or in leaving customized applications open for an intruder to needle their way into sensitive data.

It is widely thought that frequent “patching” can fix these “bugs,” but that is not an entirely true statement. It is often what manufacturers claim and offer as part of license agreements and warranty protocol but in effect, “the emperor has no patches.” Meaning your enterprise software is proudly parading around your network with the guise of patched bugs and weaknesses, but actually it is limited and not proactive patching at all. You can only hope that the intruders will not see it naked.

In this article, I will be focusing on the “aftermarket” cybersecurity solutions sector to enhance threat detection and mitigate security risks that are specific to a single case business environment. Take for example Rimini Street, an enterprise software solutions and support company that provides managed services and maintenance for Oracle, Microsoft, Salesforce and IBM. Rimini Street GVP & GM Gabe Dimeglio, for Rimini ProtectTM, a service product they perform, states that “Almost every software vendor has no legal requirement to address vulnerabilities—thanks to their End-User License Agreement.”

So, in effect, periodic patches you receive to your enterprise software might not be proactive enough to manage the weaknesses or catch them before they are exploited.

Rimini Street states that the bottom line is — “Read your EULA! Almost every major software vendor will ensure that they have no liability. If they don’t, they’re probably a small or inexperienced company.”

In fact, once a vulnerability has been found, it takes a lot of time to get patches in que to address the threat. The Gartner report states that it takes on average 7.5 days to exploit a vulnerability once it is known. That’s not enough time to get a patch out, much less mobilize a productive effort to address the threat and any residual or up/ down stream effects.

Rimini Street imbeds its ProtectTM product into the software and applies best practices of discovering weaknesses and vulnerabilities before they can be exploited. By managing a proactive approach to early discovery and mitigation, they can beat the threats and circumvent ineffective patching schemes protecting the customers and their data.

A lot of companies fail to implement any kind of enterprise patching or aftermarket solutions to address threat detection. This is due to a number of reasons. Bad security protocols or security hygiene, inability to find windows of opportunities to impact systems on a large scale, reduced system availability to customers or internal users, and the list goes on. Gabe Dimeglio with Rimini Street says, “Play stupid games; get stupid prizes.”

While developer patching is not one-hundred percent effective, subscribing to the idea that there may be some effectiveness is at least commonsensical and prudent. It might be a game of Russian roulette, but doing nothing is a certainty that your software and your company are exposed like an emperor with no clothes or, patches in this case.

Attackers take every opportunity to exploit unpatched systems and known vulnerabilities. Similar to a car thief perusing a parking lot checking doors for the easy “unlocked” target, hackers are busy checking for unlocked software.

It is not as much that you want to minimize the impact of threats or prevent “some” events; companies need to have a program of full and zero incident protection. It is not smart to say, “I’m good with four out of five attacks being stopped.” That is not a logical solution to cybersecurity. That is insanity.

If you don’t think the hacker game is alive and growing, then you’ve probably not committed any funding to stopping it. According to the National Institute for Standards and Technology (NIST), there were 29,000 new vulnerabilities reported in 2023. Rimini Street states that “if we’re protecting against categories of weaknesses, we can provide proactive protection because a large percentage of the vulnerabilities for enterprise software and databases come from known weakness categories.”

One case study Rimini Street uses as an example of their program’s effectiveness is a global flow control products manufacturer and leading distributor in plumbing flow devices. This company has a worldwide global clientele and a top-of-line presence in the industry. Protecting their critical data is forefront in continuing a heritage of generations of family leadership and employee ownership and critical to performing at a high level of trust and continuing leadership in the industry.

Much like many companies, the integrity of their business relies on the backbone of cybersecurity these days.

One security vulnerability could lead to a disastrous outcome of damaging trust, exposing proprietary data, and shifting leadership into a defense position having to allocate funds to secure and restore critical

Given that statement from the global client above, I can only think about how long they had been exposed to those vulnerabilities and how lucky they are to have not been exploited by them. It turns out that most of these bugs are there from the “get-go”, from the time the product was installed. Wow, that’s scary. The emperor has been walking around without clothes for quite a while. And the patches only cover a few parts.

The bottom line, patches are like a shotgun approach to fixing reported bugs and vulnerabilities. To be effective in protecting enterprise software, companies should have a comprehensive security program in place that takes a detailed look at vulnerability issues. You will not get that from the developer.

It is not as much that you want to minimize the impact of threats or prevent “some” events; companies need to have a program of full and zero incident protection.

Third party security providers like Rimini Street are well versed in embedding their products into existing enterprise software environments. Their focus is on the reported issues but also in deep dives into residual vulnerabilities, applying current and ever-changing industry best practices to finding and fixing problems. Not just patching sensitive parts.

By engaging with a customer in this way, they can help companies understand the effectiveness of their threat detection and patching policies, perform forensics analysis and high-level security assessments, identify what they are doing and what their controls are.

Rimini Street references the OWASP Foundation which tracks the Top 10 most critical security risks to web applications. The site reports on weak categories that aid security experts in tightening and eliminating threats to their client’s enterprise software environments before criminals can exploit them.

systems. It could even possibly mean paying ransom to regain control, or having to fund huge restoration efforts of systems, alliances, partnerships, customer relations and other trickle-down events. It is not simply fixing the breach but mitigating a myriad of downstream effects, including mitigating legal challenges, and launching marketing campaigns to restore a company image.

Officers with the global firm case state, “Within the first month of deploying Rimini ProtectTM for SAP, we found several vulnerabilities which were quickly corrected. We never would have discovered all of these issues by just applying security patches.”

Not only is this smart on behalf of the enterprise client but it is prudent for the whole of the industry in defeating threats, sharing vulnerability information and being proactive in staying a step or two ahead of the cybercrime enterprise. With that said, the emperor can now be fully dressed in high style with no worry of any exposure or concern that there is something sticking out of a patch.

If your business enterprise software is still subject to the developer patching protocols and you have been running naked through the digital forest, consider engaging a third-party security company or expert to advise and make recommendations on further securing your cyber environment. Don’t be the “gambler.” The cost of losing a hand is not worth the investment to proactively protect your digital assets in the first place.

Contributing author Jon Armour has 35 years of combined experience across the construction, real estate, and IT Infrastructure industry. He is a Certified Project Management Professional (PMP), Certified Construction Manager, IT Infrastructure Program Manager, and a published author of a popular Western genre book. He resides in Magnolia, Texas

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Student Insider

Dear Skills Trade Student

While construction and technical skills are your primary focus, ConstructEDU Student Insider (CEDU) is designed to supplement your education by providing content that dives into the business of the commercial construction and renovation industry. The bi-monthly newsletter covers areas such as emerging technologies, regulatory issues and other factors shaping the diverse industry’s future. CEDU also features insights and profiles from industry thought leaders on the trends and challenges affecting the marketplace.

Delivered at no charge, we not only encourage you to make CEDU a part of your educational consumption, but also to share it with your peers.

Awards & Recognition

Architecture, design students vie for cash prizes in Dunn-Edwards competition Grand Prize winner ($3,000). First runner up ($800). That’s what is at stake in the fourth annual “Dunn-Edwards 2024 Emerging Professionals Design Competition” for architecture and design students. Current architecture and design students enrolled in school can submit entries online now through Aug. 18, 2024. There is no fee to enter. Winners will be announced by Sept. 30, 2024.

Internship Program

Dewitt Tilton internship program opening doors to aspiring construction leaders

Dewitt Tilton Group is launching a new internship program for aspiring commercial and industrial construction professionals. The program unlocks a unique pathway into the construction industry. The internship program is open to students and individuals seeking to enter the construction field.

Anniversary

Tulsa Welding School celebrates 75 years of training skilled workers

Tulsa Welding School (TWS) is celebrating its 75th anniversary as a leading educator providing training for those pursuing a career in the skilled trades.

Nearly 40,000 students who are now employed across all 50 states have graduated from TWS over the past seven decades. What began as a singular welding school opened by two ambitious pipeline welders, is now a multi-campus, multi-program institution offering training in multiple skilled trades.

Read More HERE

Competition

Griffin Electric hosts 2024 Apprentice Competition

Skills. Knowledge. Teamwork. Those were the tenets of Wayne J. Griffin Electric’s Apprentice Competition at its Holliston, Massachusetts’ headquarters and each of its regional office locations in Alabama, Georgia and North Carolina. Hundreds of students enrolled in the company’s in-house Apprenticeship Training Program took part in this friendly competition consisting of a series of events designed to test skills, knowledge and build teamwork.

Read More HERE

VROOM, VROOM

RCA Networking event roars into Charlotte

What trip to Charlotte is complete without a stop by the NASCAR Hall of Fame? Okay, next question. What networking event is complete without a stop... You get the picture.

Attendees of RCA’s April networking stop received a real treat, as the sights and sounds of the history of NASCAR were on display, hosted by The Home Depot Pro. The facility has anything and everything race car fans crave, including ever-evolving exhibits and interactive experiences.

After rolling through the Hall of Fame, attendees spent the next couple of hours networking, which was hosted by RDI Charlotte City Center, Little Diversified Architectural Consulting and SEGD.

For more information, visit www.retailcontractors.org. View video from the event here.

Sponsors:

7.

8.

9.

4.

10.

1. From left to right: Madelyn Cichy, Chloe Blakemore, Erin Daniels, Brianna Moretti, John Quinn, Haley Ventura, Daniel Montaño Leon, Shannon Rydell, Stephanie Lewis, Robert Burke, Kelly Gordon, Jason Richardson, Little Diversified Architectural Consulting

2. Furkan Yuce, Adan Trejo, Elevation Flooring

3. Jordano Hernandez, Joellen Rogers, Katie Sedor, Little Diversified Architectural Consulting

Justin Elder, Elder Jones; David O’Brien, Primax Properties LLC

5. Jason Richardson, Little Diversified Architectural Consulting; Lauren Stern, SEGD; Lise Hataway, Environmental Graphic Designer

6. Stephanie Lewis, Michael Spencer, Erin Daniels, Little Diversified Architectural Consulting

Shannon Rydell, Little Diversified Architectural Consulting, Jeff Lomber, Acme Enterprises Inc.

Huong Nguyen, Sofia Flores, Little Diversified Architectural Consulting

Doug Williamson, Boys Scouts of America/RDI; Daniel Montaño, Little Diversified Architectural Consulting; Jason Storey, The Home Depot

Hunter Weekes, Weekes Construction; Hector Ray, RayWest DesignBuild; Chandler Weekes, Weekes Construction; Robert Burke, Little Diversified Architectural Consulting

Renewing the Dream

The mobility revolution and the future of Los Angeles

Edited by James Saunders

As we approach the quarter mark of the 21st century, the world is continuing to face the challenge of addressing the monumental shift of population away from rural roots towards cities. This global phenomenon is being felt in every facet of our daily lives, and so much more profoundly in how we move and connect. In the US, except for New York City, which boasts the country's lowest car ownership rate, most cities are structured with a heavy reliance on cars. Nowhere is this more evident than in Los Angeles.

LA is renowned as the birthplace of the first freeway, the inaugural drive-thru, and the pioneering drive-in. In recent history, perhaps no other city embodied the ‘American Dream’ more by its legitimacy of owning your own car. But the city is changing. Recent years, fueled by the upcoming 2028 Olympics, has seen

LA beginning to embrace new ways to address its mobility challenge.

Initiatives such as the Twenty-eight by '28 are bold infrastructure projects that range from LA Metro and Busway extensions to bike path improvements.

In 2018, a year after the launch of the Twenty-eight by '28 initiative, Woods

Bagot participated as a leading partner in LA CoMotion, a conference that explored new forms of mobility and its impact on LA's urban environment. This event was the genesis of Renewing the Dream.

The conference inspired Woods Bagot together with ERA-co, its placemaking partner, to bring together an international

and interdisciplinary group of urbanists, academic experts, and practitioners to discuss the long-term future of mobility and the connections between urban form (housing, transportation, infrastructure, public space, etc.) and urban society (social, economic, and political processes) of LA.

"Renewing the Dream" features more than 10 articles and two case studies, curates’ LA’s urban history and explores urban data and design responses to envisage the city’s future mobility and growth. The book is organized across three sections: Part 1 Battle of Los Angeles, explores how LA’s mobility story informed its regional development. This theme then is further expanded across Park 2 (From Parking to Places) and Part 3 (ReCharge LA).

Parts 2 and Part 3 unpack how the changing needs of parking together with the uptake of electric cars could together shape LA’s urban future.

The book shares some rich insights and findings, of those that are notable: Part 1 Battle of Los Angeles charts how the car and LA’s residential typologies created the sprawling, low density urban form we know today. In this piece Frances Anderton explores how LA’s neighborhoods gave way to wide expansive freeways which fragmented and segregated existing communities.

At first, the Freeway was emblematic of the fluidity of the Californian Dream, after a few decades became associated with pollution and congestion. The rise of car ownership shaped the infrastructural shae of cities, more arking, less space for walking. Donald Shoup writes across his Reclaim the Curb! Piece that the disproportionate use of the curb by private vehicles is coming to an end.

Citing one recent study, he shows that along high demand corridors services such as Uber and Lyft double park 41%

of the time. With increased space for bike and scooter parking, delivery and Hail & Ride spaces, cities such as LA need to think differently about how to use their curb-side spaces.

Part 2 Parking to Places looks at the role of surface parking in LA. The battle of demand for parking versus space, led to ill-conceived policies such as Mandatory Parking Requirements. These policies over decades have allocated a large proportion of LA built surface area to parking. Through detailed urban and data analytics More LA: Transforming Parking to Places in Southern California is a piece that explores the transformative power that new mobility behaviors and modes could bring to LA’s future.

clean energy, created an online symposium called Pump-to-Plug. Woods Bagot and ERA-co alongside several other leading design firms were asked to focus on a gas free future. Among a few offered themes Woods Bagot and ERA-co chose to reimagine the gas station. As electric cars become the future reality, what becomes of the 500-plus gas stations. Informed by the contextual analysis of socio-economic patterns the study identified prototypes of gas stations. Each prototype presented a unique opportunity to respond to its surroundings, offering an array of design-led responses that ranged from residential dwellings with urban parks to public spaces where films could be screened. As well as providing EV charging

“Renewing the Dream” features more than 10 articles and two case studies, curates’ LA’s urban history and explores urban data and design responses to envisage the city’s future mobility and growth.

The research estimates that LA has around 25.5 square miles of surface parking, which is bigger than Manhattan. Asking important questions around density, the study offers different scenarios of taking surface parking areas of LA neighborhoods and transferring them to green space and residential dwellings. The increased density of course required new architectural typologies for a typical downtown, boulevard or a Courtyard (neighborhood) building.

The final section, Part 3 ReCharge LA, casts an eye to the future of electric vehicles. In 2020 LA’s chief design officer, with aspirations of making LA the first city to be 100 percent

docks each transformed gas station offered amenities that were unique to its location. One doesn’t need to live in LA to know its challenges of long commutes and congestion. In popular culture through music and especially film the car and the freeway has an iconic presence in the city’s identity. Renewing the Dream is an important collection of thoughts and ideas that is asking us to start thinking differently about LA.

As it was back in the 1940s to 1960s where fluidity and movement drove its form and identity, the mobility revolution of today is inviting us to dream differently for its future.

CCR

Atakan Guven is Director of Urban Analytics at ERA-co, where he works across multi-disciplinary teams on projects varying from pedestrian circulation and public realm strategies to concept master plans. As part of the Urban Strategy and Planning team, he identifies and implements evidence-based design insights to make better places, spaces and systems.

Nicolas Palominos is a Senior Spatial Data Scientist at ERA-co with expertise in urban data science, city design, planning, architecture, strategy and innovation. He specializes in using computational, quantitative, visual, and design methods to address complex urban challenges. His primary focus is on understanding how the different systems of cities are interconnected to create functional entities and leveraging geospatial data to drive innovative, sustainable urban design solutions.

Sidestepping

5 mistakes construction workers make—and how to avoid them

WBy Omar Kaywan

hile making a mistake in any job is bad, making a mistake in construction has an entirely different meaning. Whether this be related to safety, scheduling, supplies or other important areas, construction mistakes can have a huge impact on the company and the client. But it is time to avoid a few specific, recurring mistakes.

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Here are a few mistakes construction workers need to avoid in the new year:

Rejecting change

Whether you’re someone who likes a triedand-true method or you’re just afraid of failing at something new, it is important in the construction industry to continue to evolve and change—just as the industry is itself. Be adaptable and stay flexible. You may find that new methods, tools, and equipment can actually make things easier or more efficient for you, not to mention safer.

it’s best to remove yourself from a potentially dangerous situation until you feel better.

Keeping things like small snacks, water, Gatorade and other easily transportable items with you that you can ingest to keep your energy levels up as well can help prevent your body from shutting down while on the job.

Also remember that even though you might be getting up before the sun does, and working late, sleep should be a number 1 priority to help your body heal and relax. The average adult needs around seven to

With experience and wisdom often comes ways to save time and still achieve quality work, however sometimes when it comes to safety, shortcuts are dangerous.

Keeping up to date on regulations that are always changing not only keeps everyone safe, but also avoids fines and penalties, and even job loss. Never say “no” without trying something first and keep your business open to suggestions from other workers. Remember that working in the construction industry also means having to adapt and change based on the weather, temperature, sun, etc.

Neglecting signs of fatigue

While workers may think that sleepiness, headaches, and soreness are just common symptoms for someone working in the construction industry, these can actually be important symptoms of fatigue. When your “office” doesn’t have a controlled temperature and you’re constantly pushing your body to its limit with heavy lifting and movement, you’re likely going to need to take a step back from the job multiple times a day.

Whether you need to cool down or warm yourself up, it’s important to stay in top physical condition. You know your body the best, and if you begin to feel slightly off,

nine hours of sleep a night and if you’re getting less than that and notice fatigue, try getting more sleep and prioritizing this simple yet effective way to help your body.

Not preparing for the worst

While we might not want to constantly be remembering that working in the construction industry is dangerous, it is. There are roughly 150,000 construction jobsite injuries each year, and one in five deaths among US workers is in the construction industry. Workers are constantly surrounded by heavy, dangerous machinery and equipment, working outside at risk of severe weather, having a lack of safety requirements, etc., make this a dangerous job with high fatality and injury rates.

AD+D coverage, otherwise known as Accidental Death + Dismemberment insurance is important to protect your family financially if something happens to you. If you’re the sole, or only person working in your household, this is especially important for your family to be able to pay bills, cover medical costs and other expenses. Whether your accident is fatal, or you’re stuck in

bed recovering for months, the right AD+D insurance can give you and your family peace of mind.

Tip: When you go shopping for AD+D coverage, make sure you look at the types of accidents covered because not all policies cover all types of accidents.

Rushing to the next job

While your end goal might be to move on to the next job, rushing can not only mean you do a botched job and end up having to come back later but can also put you at risk. Taking shortcuts can lead to accidents that can put you in a dangerous situation, expose you to hazards, and get you hurt. Take a few extra minutes to be sure the job is done right and safely—you’ll end up thanking yourself later. With experience and wisdom often comes ways to save time and still achieve quality work, however sometimes when it comes to safety, shortcuts are dangerous. Stick to the fundamentals. So, climbing a ladder as you were taught early on, or using a harness when working at higher heights can make a major difference in safety. Following the basics is tried and true.

Skipping your warmups

Many studies have concluded that stretching mainly reduced injuries by increasing flexibility. And despite heading out to the worksite and moving your body every day, it’s important to wake your body up before you begin work. Even clinicians use stretching to prevent injury, decrease soreness, and improve performance. Working in the construction industry is no joke. You’re constantly moving heavy things and working out every muscle group in your body. By taking just a few minutes every day to stretch before your work starts, you’re less likely to pull a crucial muscle that could send you to the hospital or keep you on bed rest for days to weeks and even months. This doesn’t mean you have to do yoga every morning—but be sure to take some time to get your body warmed up before doing the same repetitive motions and your body will likely thank and reward you. CCR

Omar Kaywan is the co-founder and Chief Growth Officer at Goose Insurance.

Building the Missing Middle

Redefining affordable for-sale housing in one of Chicago’s priciest neighborhoods

With nearly 40 years of experience in the real estate development and construction management business, veteran developer J. Michael Drew has seen it all. But despite his wealth of experience serving as founding principal of Chicago-based Structured Development, Drew is still finding ways to break new ground when it comes to providing first-of-its-kind innovative housing solutions that create an attainable path to homeownership.

Structured Development’s latest project, a $250 million undertaking known as Wendelin Park, replaces a long-vacant industrial site once home to the historic Seng furniture company. Oriented around a publicly accessible park, this residential mini-community in Chicago’s Lincoln Park neighborhood is home to three residential buildings, including The Seng, the city’s first all-affordable condominium building of its size, which offers a unique pathway to homeownership.

We sat down with Drew to talk about the opportunities and challenges facing affordable housing and The Seng, the first all-affordable condominium community of its size in Chicago

How

would you describe The Seng brand?

The Seng is the first all-affordable condo project of its size in the city of Chicago. All 34 residences in the building are income-restricted and sold to qualifying homebuyers at

prices significantly lower than what is available at market rate, offering an attainable pathway to homeownership for a broader segment of the population.

The Seng is located in Chicago’s Lincoln Park neighborhood—an area well known for its affluence – and allows working individuals and families an opportunity to live in the community and take advantage of its excellent schools, access to open space, cultural institutions and businesses. Buyers can get a three-bedroom condo for $330,000, whereas a comparable unit in that market would exceed $600,000.

Who is the target market, and how does this project meet their needs?

The residences at The Seng are restricted to buyers earning no more than 120% percent of the Area Median Income (AMI), which, for a household of two, is around $106,000. The Seng’s target market is individuals and

families who are earning too much to qualify for traditional low-income housing but are still struggling to afford a market-rate home in the area. This so-called “missing middle” housing is in high demand, but few developers are offering these types of homes.

Additionally, The Seng is flanked by two other buildings that comprise the larger Wendelin Park development, which offer a broad range of affordability and lifestyles. To the east, a 431-bed co-living community called Post Chicago lets individuals share apartment suites with private bedrooms and common living spaces, which is more affordable than a traditional multifamily rental. To the west of The Seng, there’s a 27-story, 327-unit market-rate tower called Foundry.

Neighborhoods like Lincoln Park have higher housing and living costs, making it difficult for many to plant roots there. By offering a range of affordable options, we aim to promote inclusivity and ensure that the

J. Mike Drew with Chicago Alderman Walter Burnett.

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benefits of the area can be shared by more people while also maintaining the community’s diversity and character.

The residences at The Seng will remain affordable to subsequent home buyers while still allowing resident homeowners to build up significant equity. Although there’s a high demand for this type of attainable for-sale housing, a significant number of individuals and families may qualify for the home buying assistance through the Chicago Housing Trust, but aren’t aware of the program. A key component in The Seng’s success has been getting the word out and educating buyers on the opportunities available to them.

What was your design and construction strategy, and did you encounter any challenges?

The three buildings and park have been constructed in overlapping phases. The Seng and Post Chicago broke ground in late 2021, and construction on Foundry began the following year. The publicly accessible open space at

In affordable housing, we are seeing increasing down payment assistance, grants and other programs designed to assist eligible homebuyers

the heart of Wendelin Park was phased in in such a way that this amenity would be completed when The Seng welcomed its first residents in summer 2023.

The angled placement of the buildings and how they are situated in relation to one another was to create a sort of “urban courtyard” effect with the park and was partly influenced by the atypical site, which is more of a kinked bowtie shape. The northern elevation of The Seng is angled to follow the outline of the site and presents an active-use frontage to Blackhawk Street.

The Seng itself is a five-story structure that utilizes a drilled caisson foundation and concrete structure for the first floor

wrapped in dark modular brick masonry and a glazed storefront system for the entryway and lobby. The upper floors used steel frame construction clad in vertically oriented gray textured metal panels and large window openings designed to fill the homes with natural light.

The windows are surrounded by projecting metal frames in a warm, brownish-orange accent color. The Seng was designed by Chicago-based GREC Architects and is targeting a Green Globes—Two Globes certification, which is a similar level of certification to LEED, as permitted under the city of Chicago’s sustainability development policy.

Like most projects constructed in the last few years, The Seng experienced some of the supply chain challenges and disruptions associated with COVID-19, such as a shortage of structural gauge framing and delays in delivery of the steel studs used to construct the walls. Deliveries of appliances were also delayed.

We worked closely with suppliers and our experienced general contractor, Power Construction Company, to navigate material shortages and related delays. Our construction strategy has always involved staying ahead of potential issues through effective communication, diversified sourcing and contingency planning to minimize the impact on our timelines.

How does The Seng cater to what buyers want, and what feedback have you received from residents so far?

One of the defining features of The Seng that sets it apart from other comparatively

In affordable housing, we are seeing increasing down payment assistance, grants and other programs designed to assist eligible homebuyers—which is encouraging for the future.

attainable for-sale housing options is that it replicates the same kind of floor plans, fixtures and amenities you’d find in a market-rate condo community.

For example, every unit features 9-foot ceilings and modern finishes, including kitchens with stainless steel appliances, quartzite countertops, two-tone cabinetry and in-unit laundry. Residents at The Seng have access to a communal rooftop terrace and grill area, a fully equipped fitness center and secure indoor heated parking.

Another reason why The Seng resonated with first-time homebuyers is

the availability of three- and four-bedroom floor plans, which are practical for families, households looking to grow their families or people needing multiple workfrom-home spaces. Buyers also enjoy the built-in benefits of the development’s adjacent half-acre park, which includes a dedicated kids’ play area and separate dog amenities, adding to the sense of place and community.

Feedback has been positive, with residents appreciating the thoughtful design, extensive amenities and great location at an attainable price.

Lincoln Park is an affluent community, but this site was previously industrial. Tell us more about the location.

While Lincoln Park is a well-known and fully gentrified neighborhood, the parcel where we built Wendelin Park and The Seng was long-vacant industrial land located just east of the North Branch Industrial Corridor.

The Seng gets its name from Wendelin Seng, a German immigrant who founded a namesake furniture manufacturing company on the site in 1874. The lobby of The Seng features wall art and framed original artifacts from the business and family that were recovered from a 1902 time capsule discovered on the site during construction.

This entire area is in the midst of a real estate renaissance made possible by a major rezoning by the city of Chicago several years ago, and, unlike some of the larger megadevelopments planned along the North Branch, Wendelin Park and The Seng prioritize different housing types and price points. As we see more previously industrial land opened to residential development, we feel that part of that new residential land can and should be geared toward providing affordability.

What do you see as the biggest opportunities in real estate development today, and how is your company positioning itself to take advantage of these opportunities?

The demand for affordable housing remains high and the supply is insufficient. This presents a significant opportunity if developers have the tools they need to make new projects pencil out. One of the reasons affordable housing remains scarce is due to high costs and, depending on the market, bureaucratic barriers.

Through The Seng, Structured Development was able to underwrite the affordable-rate condos as a means to fulfill our obligations under the city of Chicago’s Affordable Requirements Ordinance. By delivering 34 affordable homes onsite and another 40 offsite, we were able to construct 430 market-rate units. The Seng stands out among its peers because it is a for-sale product versus rental and because we were able to provide our buyers with much-needed larger, family-friendly floor plans.

Developers should insist on input and collaboration with policymakers rather than confrontation and embrace opportunities to work collaboratively with local officials and affordable housing providers to increase the

supply of homes and open new pathways to ownership. At The Seng, working handin-hand with the local alderperson and city organizations like the Chicago Housing Trust was vital to making the project a success. The development wasn’t created in a vacuum.

What broader trends are you seeing in the affordable housing sector?

In affordable housing, we are seeing increasing down payment assistance, grants and other programs designed to assist eligible homebuyers—which is encouraging for the future. Generally speaking, affordable housing covers a wide range from very low- income subsidized rentals to workforce, for-sale geared toward homeowners.

If there is a lesson that other developers can take away from this project, it is that affordable housing needs are not homogenous and therefore shouldn’t rely on one-size-fits-all projects or solutions. As more people become aware of projects like The Seng, my hope is that more homebuyers realize they qualify for this type of product and seize the opportunity to become owners in an amenitized building in the heart of a desirable neighborhood without breaking the bank. CCR

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IT’S THAT SIMPLE

We’re a company with a fresh approach. We are highly skilled and passionate design and construction experts brought together and bonded by mutual trust and respect.

Every member of the PMC team stands ready to deliver, regardless of location, complexity or challenge. We will bring your projects to market with a focus on quality, performance and speed.

Professional Design and Project Management Services for the Retail, Restaurant, Hospitality, Entertainment and the Commercial Markets.

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Engineering firms survey showcased in annual spotlight

At et he heart of every construction process is its blueprint and strategy. That’s where today’s engineering firms come in. If you’re looking for the leading firm serving the retail, restaurant, hospitality, healthcare (and other) sectors, we have you covered, so to speak. Check out some of the industry’s leading vendors in our monthly survey. If you didn’t make the list, contact Publisher David Corson at davidc@ccr-mag.com.

Top Ten Totals

HEALTHCARE

3MG, PSC

Manuel Ray, Principal PO Box 365052

San Juan, PR 00936 - 5052 (787) 979-9982 • Cell: (787) 375-5770

mray@3mg-pr.com

www.3mg-pr.com

Year established: 2005, Number of employees: 22

Retail: $190,000.00, Hospitality: $650,000.00

Restaurant: N/A, Healthcare: N/A, Multi-Housing: N/A

Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A

Other: $750,000.00, Total Billings from Jan-Dec 2023: $1,590,000.00

Commercial projects from Jan - Dec 2023: 5

Specialize in: Retail, Hotel/Casinos, Shopping Centers, Office, Waterfront-Ports

Leading national clients: Sonesta, Hilton, Marriott, Intercontinental

architects LOFT pllc

Paul Pellicani, CEO Founder 9375 E Shea Blvd., Suite 100 Scottsdale, AZ 85260 (480) 410-4844

Cell: (480) 567-1634 paul@archloft.com www.architectsloft.com

Year established: 2002, Number of employees: 5, Retail: $100,000.00

Hospitality: $200,000.00, Restaurant: $100,000.00

Healthcare: N/A, Multi-Housing: $500,000.00, Federal: N/A

Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: N/A

Total Billings from Jan-Dec 2023: $900,000.00

Commercial projects from Jan - Dec 2023: 4

Specialize in: Retail, Restaurants, Hotel/Casinos, Shopping Centers, Office, Multi-Housing

Leading national clients: JMA Ventures, K. Hovnanian Homes, CVS, Dream Dinners

ArcVision Inc.

Janine Buettner, Dir. of Business Development 1950 Craig Rd., #300 Saint Louis, MO 63146 (309) 255-2863 • Cell: (309) 255-2863

Fax: (314) 415-2300 jbuettner@arcv.com www.arcv.com

Bluestreak Consulting

Richard Knapp, VP, Engineering 25001 Emery Rd #400 Cleveland, OH 44128 (216) 223-3200

rknapp@bluestreak-consulting.com www.bluestreak-consulting.com

Year established: 2005, Number of employees: 43

Retail: N/A, Hospitality: N/A, Restaurant: N/A, Healthcare: N/A

Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A

Cannabis: N/A, Other: N/A,

Total Billings from Jan-Dec 2023: $8,000,000.00

Commercial projects from Jan - Dec 2023: N/A

Specialize in: Retail, Restaurants, Shopping Centers, Cannabis, Office, Multi-Housing, Commercial Interiors

Leading national clients: N/A

Case Engineering, Inc.

Matt Case, PE, LEED AP, Principal, COO 796 Merus Court St. Louis, MI 63026 (636) 349-1600

mcase@caseengineeringinc.com www.caseengineeringinc.com

Year established: 1996, Number of employees: 95

Retail: $1,867,251.00, Hospitality: $25,300.00, Restaurant: $5,504,875.00, Healthcare: $1,019,312.00

Multi-Housing: $256,300.00, Federal: $289,350.00

Craft Brewery/Distillery: N/A, Cannabis: $27,700.00

Other: $5,949,392.00, Total Billings from Jan-Dec 2023: $14,939.00

Commercial projects from Jan - Dec 2023: 2265

Specialize in: Retail, Restaurants, Hotel/Casinos, Shopping Centers, Cannabis, Office, Healthcare, Education, Multi-Housing, Federal Government, Commercial Interiors

Year established: 1995, Number of employees: 95, Retail: N/A

Hospitality: N/A, Restaurant: N/A, Healthcare: N/A

Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A

Cannabis: N/A, Other: N/A, Total Billings from Jan-Dec 2023: N/A

Commercial projects from Jan - Dec 2023: 850

Specialize in: Retail, Restaurants, Shopping Centers, Cannabis, Office, Healthcare, Commercial Interiors

Leading national clients: Boot Barn, Lovisa, Tesla, Panera, Taco Bell, Arby's, Leslie's Swimming Pool Supplies

Leading national clients: Aaron's, AT&T, ATI Physical Therapy, Auntie Ann's, Blaze Pizza, Burger Fi, Christian Bros. Automotive, Cinnabon, Circle K, Dollar General, Domino's, Dutch Bros., Fast Place Urgent Care, Five Guys Burgers & Fries, Game Stop, Habit Burger, Jersey Mike's, Kohl's, McDonald's, MOD Pizza, One Medical, Oportun, Popeye's, Pot Belly Sandwich Works, Psycho Bunny, Sprint, Starbuck's, T-Mobile, Village Medical, Wingstop

CEI Engineering Associates

Debbie Jones

Director of Business Development 2600 NE 11th Street Bentonville, AR 72712 (479) 273-9472

Cell: (918) 704-6782

djones@ceieng.com www.CEIeng.com

Year established: 1973, Number of employees: 170 Retail: $8,752,531.00, Hospitality: N/A, Restaurant: N/A

Healthcare: N/A, Multi-Housing: N/A, Federal: N/A

Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: N/A

Total Billings from Jan-Dec 2023: $20,696,236.00

Commercial projects from Jan - Dec 2023: N/A

Specialize in: Retail, Restaurants, Shopping Centers

Leading national clients: Walmart, Murphy USA, Love's Travel Stops, Chipotle, Starbucks, Turnkey Developers with Multiple Brands

Your Brand Evolution Partner

CESO, Inc.

Jessica Werkowitz, Director, Marketing and Communications

CESO - 3601 Rigby Road, Suite 300 Dayton, OH 45342 (937) 401-3595

werkowitz@cesoinc.com www.cesoinc.com

Year established: 1987, Number of employees: 340

Retail: $30,700,000.00, Hospitality: N/A, Restaurant: N/A

Healthcare: N/A, Multi-Housing: N/A, Federal: N/A

Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: N/A

Total Billings from Jan-Dec 2023: $89,000,000.00

Commercial projects from Jan - Dec 2023: N/A

Specialize in: Retail, Restaurants, Industrial Leading national clients: Casey's, Valvoline, Kohl's, Walmart, Love's Travel Stops

Core States Group

Joanna Arfsten

Corporate Marketing Director 3237 Satellite Boulevard, Suite 465 Duluth, GA 30096 (770) 242-9550

jarfsten@core-states.com www.core-states.com

Year established: 1999, Number of employees: 450

Retail: $21,400,528.24, Hospitality: $85,250.00

Restaurant: $5,004,555.62, Healthcare: $291,785.92

Multi-Housing: $214,608.58, Federal: $949,459.58

Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $15,921,570.91

Total Billings from Jan-Dec 2023: $43,867,758.85

Commercial projects from Jan - Dec 2023: N/A

Specialize in: Retail, Restaurants, Hotel/Casinos, Shopping Centers, Office, Healthcare, Education, Multi-Housing, Federal Government, Commercial Interiors, Craft Brewery, Fueling, EV Charging Infrastructure, Distributed Generation Leading national clients: JPMorgan Chase, McDonald's, Walmart, Circle K, Taco Bell, Chick-fil-A, Electrify America, EVgo, At Home, Lidl, 7-Eleven, Wells Fargo, TD Bank, HEB

Cuhaci Peterson

Kraig Koelsch, Manager, Marketing and Communications

2600 Maitland Center Parkway, Suite 200 Maitland, FL 32751 (407) 643-2365

information@c-p.com www.c-p.com

Year established: 1978, Number of employees: 250

Retail: N/A, Hospitality: N/A, Restaurant: N/A, Healthcare: N/A

Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A

Cannabis: N/A, Other: N/A, Total Billings from Jan-Dec 2023: N/A

Commercial projects from Jan - Dec 2023: N/A

Specialize in: Retail, Restaurants, Shopping Centers, Office, Healthcare, Multi-Housing Leading national clients: N/A

Earth Engineering, Inc.

Moe A. Shihadeh, P.E.

Principal 4877 Langfield Rd

Houston, TX 77040 (713) 681-5311

Cell: (281) 808-8941

moes@eartheng.com www.eartheng.com

Year established: 1996, Number of employees: 25

Retail: N/A, Hospitality: N/A, Restaurant: N/A, Healthcare: N/A

Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A

Cannabis: N/A, Other: N/A,

Total Billings from Jan-Dec 2023: $2,500,000.00

Commercial projects from Jan - Dec 2023: N/A

Specialize in: Healthcare, Education Leading national clients: M.D. Anderson Cancer Center, Toll Brothers

GPD Group

Steve Turner, National LeaderStrategy & Growth, Multisite Programs 1801 Watermark Drive, Suite 210 Columbus, OH 43215 (614) 588-8081

steve.turner@gpdgroup.com www.gpdgroup.com

Year established: 1961, Number of employees: 750+

Retail: $20,000,000.00, Hospitality: $200,000.00

Restaurant: $7,000,000.00, Healthcare: $4,700,000.00

Multi-Housing: $1,000,000.00, Federal: $20,300,000.00

Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $83,800,000.00

Total Billings from Jan-Dec 2023: $137,000,000.00

Commercial projects from Jan - Dec 2023: 2,000+

Specialize in: Retail, Restaurants, Hotel/Casinos, Shopping Centers, Office, Healthcare, Education, Multi-Housing, Federal Government, Commercial Interiors

Leading national clients: RaceTrac, CVS, Starbucks, Taco Bell/ YUM! Brands, PNC Bank, 7-Eleven, The Home Depot, JOANN Stores, Chipotle, Chick-fil-A, Bloomin' Brands, Five Guys, Maverik, Dollar General, Darden/Olive Garden, Heartland Dental, Sheetz, Aramark

GreenbergFarrow

Danielle Barr, Marketing Director 1230 Peachtree Street NE Atlanta, GA 30309

dbarr@greenbergfarrow.com www.greenbergfarrow.com

Year established: 1974, Number of employees: 294

Retail: $24,200,000.00, Hospitality: $350,000.00

Restaurant: $16,700,000.00, Healthcare: $509,000.00

Multi-Housing: $9,200,000.00, Federal: $307,000.00

Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $11,234,000.00

Total Billings from Jan-Dec 2023: $62,500,000.00

Commercial projects from Jan - Dec 2023: 1,970

Specialize in: Retail, Restaurants, Office, Healthcare, Education, MultiHousing, Commercial Interiors, Mixed-Use, Parks & Rec, Warehouses

Leading national clients: Texas Roadhouse, The Home Depot, Murphy Oil , Circle K , IKEA , Bath & Body Works

The real estate development life cycle

The commercial, residential, industrial, and institutional real estate markets value CEC as a trusted advisor for every stage of the project lifecycle: from acquisition and development through construction and maintenance. Our design, construction, LEED® -accredited, and green infrastructure-certified professionals deliver buildable and permittable solutions that promote sustainable, healthy, safe, and functional environments

Henderson Engineers

Mike Achoki

Public Relations & Communications Specialist

1801 Main Street, Suite 300 Kansas City, MO 64108 (913) 742-5145

mike.achoki@hendersonengineers.com www.hendersonengineers.com

Year established: 1970, Number of employees: 880

Retail: $79,993,507, Hospitality: $1,297,012, Restaurant: $393,251

Healthcare: $11,876,589, Multi-Housing: N/A, Federal: $6,328,020

Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $58,638,804

Total Billings from Jan-Dec 2023: $158,527,182

Commercial projects from Jan - Dec 2023: 4,483

Specialize in: Retail, Restaurants, Hotel/Casinos, Shopping Centers, Office, Healthcare, Education, Multi-Housing, Federal Government, Commercial Interiors, Craft Brewery, Other: Data Centers, Warehouses, Cold Storage, Convenience Stores, Distribution Centers, Grocery Stores, Aviation, Convention Centers, Stadiums, Arenas, Science and Technology Facilities

Leading national clients: HCA Healthcare, Walmart, Burberry, Shake Shack

Hixson Architecture, Engineering, Interiors

Mike Tragseiler, Director, Client Development 659 Van Meter Street, Suite 300 Cincinnati, OH 45202 (513) 241-1230

info@hixson-inc.com www.hixson-inc.com

Year established: 1948, Number of employees: 140, Retail: N/A, Hospitality: N/A, Restaurant: N/A, Healthcare: N/A, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: $26,000,000.00

Total Billings from Jan-Dec 2023: $26,000,000.00

Commercial projects from Jan - Dec 2023: 100+

Specialize in: Office, Commercial Interiors, Science & Technology Facilities, Food and Beverage Facilities

Leading national clients: CVS Health, Abbott Nutrition, Tyson Foods, Conagra, Nestle, Molson Coors

Interplan LLC

Rachel Reife, Business Development Manager 220 E Central Parkway, Suite 4000 Altamonte Springs, FL 32701 (407) 645-5008 • Fax: (407) 462-9912 rreife@interplanllc.com www.interplanllc.com

Year established: 1972, Number of employees: 185

Retail: $4,400,007.00, Hospitality: $78,364.00

Restaurant: $16,943,864.00, Healthcare: $142,264.00

Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: $1,328.00, Cannabis: $76,595.00, Other: $6,290,858.00,

Total Billings from Jan-Dec 2023: $27,933,278.00

Commercial projects from Jan - Dec 2023: 1,210

Specialize in: Retail, Restaurants, Shopping Centers, Cannabis, Office, Commercial Interiors, Craft Brewery, Specialty Franchise Leading national clients: N/A

ISTA Engineers

Pedram Amin, COO 6466 W. Long Dr. Littleton, CO 80123 (979) 739-2055

ista.engineers@gmail.com www.istaengineers.com

Year established: 2017, Number of employees: 3, Retail: N/A

Hospitality: N/A, Restaurant: N/A, Healthcare: N/A

Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: N/A,

Total Billings from Jan-Dec 2023: $800,000.00

Commercial projects from Jan - Dec 2023: N/A

Specialize in: Retail, Restaurants, Hotel/Casinos, Shopping Centers, Cannabis, Office, Education, Multi-Housing, Federal Government, Commercial Interiors, Craft Brewery Leading national clients: N/A

Land Dimensions Engineering

Larry DiVietro, President 1 E. High Street Glassboro, NJ 08028 (856) 307-7800

larry@landdimensions.com www.landdimensions.com

Year established: 1979, Number of employees: 15

Retail: N/A, Hospitality: N/A, Restaurant: N/A, Healthcare: N/A

Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A

Cannabis: N/A, Other: N/A,

Total Billings from Jan-Dec 2023: $1,200,000.00

Commercial projects from Jan - Dec 2023: 16

Specialize in: Retail, Shopping Centers, Office, Healthcare, Education, Multi-Housing, Craft Brewery, Recreation

Leading national clients: National Land

Little Diversified

Architectural Consulting, Inc.

Lillian Parker

External Communications Manager 615 S College Street, Suite 1600 Charlotte, NC 28205 (704) 676-3312

Fax: (704) 561-8700

lillian.parker@littleonline.com www.littleonline.com

Year established: 1964, Number of employees: 453

Retail: $2,806,207.00, Hospitality: N/A, Restaurant: $500,690.00

Healthcare: $2,670,321.00, Multi-Housing: N/A, Federal: N/A

Craft Brewery/Distillery: N/A, Cannabis: N/A

Other: $5,777,782.00

Total Billings from Jan-Dec 2023: $11,755,000.00

Commercial projects from Jan - Dec 2023: 375

Specialize in: Retail, Restaurants, Hotel/Casinos, Shopping Centers, Office, Healthcare, Education, Commercial Interiors, Mixed Use

Leading national clients: Bank of America, Truist, Wells Fargo, CVS, Lowes, UnitedHealth Group, Publix, Food Lion, Public Storage, First Citizens Bank, SunTrust, Microsoft, WeWork, Duke Energy, Siemens Energy, Bad Daddy's Burger Bar, Prenuvo, Tesla, Founders Federal Credit Union (FFCU), Petfolk, Humana, Chick-fil-A

For architects, developers, and contactors

Mechanical Engineering

Plumbing Engineering

Electrical Engineering

Structural Engineering

bluestreak-consulting.com

MBI Companies Inc.

Cindy Moore

Marketing Director

299 North Weisgarber Road Knoxville, TN 37919 (865) 584-0999

cindym@Mbicompanies.com

www.mbicompanies.com

Year established: 1990,

Number of employees: 101

Retail: $2,469,567.00, Hospitality: $699,674.00, Restaurant: $800,888.00, Healthcare: $1,352,037.00

Multi-Housing: $1,140,560.00, Federal: N/A

Craft Brewery/Distillery: N/A, Cannabis: N/A

Other: $22,577,160.00, Total Billings from Jan-Dec 2023: $22,546,910.00

Commercial projects from Jan - Dec 2023: 200

Specialize in: Retail, Restaurants, Hotel/Casinos, Shopping Centers, Office, Healthcare, Education, Multi-Housing, Commercial Interiors

Leading national clients: Smith & Wesson, Pilot, Weigels, Honda, UT Medical Center

Meade Engineering

Johnathan Meade, Chief Operating Officer 2123 W Parkside Ln #110 Phoenix, AZ 85027 (623) 581-2323

gianna@serendipitconsulting.com www.meadeengineering.com

Year established: 1990, Number of employees: 27, Retail: N/A

Hospitality: N/A, Restaurant: N/A, Healthcare: N/A, Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A Cannabis: N/A, Other: N/A

Total Billings from Jan-Dec 2023: N/A

Commercial projects from Jan - Dec 2023: 64

Specialize in: Commercial Construction & Data Centers

Leading national clients: Switch, Inc., Wells Fargo & Company, Ryan Companies, Davis Design, DP Air

NOVA Engineering & Environmental, LLC

Audra L Sabin, Marketing Director 3900 Kennesaw 75 Parkway, Suite 100 Kennesaw, GA 30144 (770) 425-0777

asabin@usanova.com www.usanova.com

Year established: 1996, Number of employees: 650

Retail: $5,600,000.00, Hospitality: $3,900,000.00

Restaurant: N/A, Healthcare: $3,100,000.00, Multi-Housing: $15,600,000.00, Federal: N/A

Craft Brewery/Distillery: N/A, Cannabis: N/A, Other: N/A

Total Billings from Jan-Dec 2023: $28,200,000.00

Commercial projects from Jan - Dec 2023: N/A

Specialize in: Retail, Restaurants, Hotel/Casinos, Shopping Centers, Office, Healthcare, Education, Multi-Housing, Federal Government

Leading national clients: N/A

P2S Inc.

Yadany Sanchez Marketing Strategist

5000 E. Spring Street, Suite 800 Long Beach, CA 90815 (562) 497-2999

yadany.sanchez@p2sinc.com www.p2sinc.com

Year established: 1991, Number of employees: 299

Retail: $155,000.00, Hospitality: $20,000.00, Restaurant: N/A

Healthcare: $17,170,000.00, Multi-Housing: $330,000.00

Federal: $12,860,000.00, Craft Brewery/Distillery: N/A

Cannabis: N/A, Other: $29,380,000.00

Total Billings from Jan-Dec 2023: $59,915,000.00

Commercial projects from Jan - Dec 2023: N/A

Specialize in: Office, Healthcare, Education, Federal Government, Commercial Interiors

Leading national clients: Kaiser Permanente, UCLA Medical Center, Los Angeles Unified School District, Port of Long Beach

Stantec

Kurt Karnatz, Vice President, Sector Leader, Commercial 233 South Wacker Drive, 5300 Chicago, IL 60606 (604) 698-8009

mary.jepsen@stantec.com www.stantec.com

Year established: 1954, Number of employees: 30,000

Retail: $37,664,133.00, Hospitality: $6,906,306.00

Restaurant: $1,629,980.00, Healthcare: $50,420,053.00

Multi-Housing: $45,854,869.00, Federal: $38,413,853.00

Craft Brewery/Distillery: We do not collect this data

Cannabis: N/A, Other: $420,565,697.00

Total Billings from Jan-Dec 2023: $563,041,038.00

Commercial projects from Jan - Dec 2023: 9,497

Specialize in: Retail, Restaurants, Hotel/Casinos, Shopping Centers, Office, Healthcare, Education, Multi-Housing, Federal Government, Commercial Interiors, Craft Brewery, Airport, Civic, Industrial, S+T

Leading national clients: 7-Eleven, Inc., Amazon, Apple, BMO

Harris Bank, Chick-Fil-A, Disneyland Resorts, Google LLC, Ivanhoe Cambridge, Jones Lang LaSalle, JP Morgan Chase, Lidl, McDonald's, Microsoft, Oxford Properties, Speedway, LLC, Target, Tesla, Walgreens, Wal-Mart Canada Corporation, Wells Fargo.

Valentino & Associates

Wilfredo Valentin, President P O Box 10418

San Juan,00922-0418, pr 00922 -00000-5197

Cell: (787) 410-4001

Fax: (787) 293-6081 valentinoassoc@hotmail.com

Year established: 1970, Number of employees: 12

Retail: 1.500,000, Hospitality: $100,000.00, Restaurant: $800,000.00, Healthcare: $40,000.00,

Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A,

Cannabis: N/A, Other: $1,500,000.00

Total Billings from Jan-Dec 2023: $4,000,000.00

Commercial projects from Jan - Dec 2023: over 68

Specialize in: Retail, Restaurants, Hotel/Casinos, Shopping Centers, Office, Healthcare, Education, Commercial Interiors

Leading national clients: Thinks BIG , Grumbl Cookies , GF Prutucts, Inc., Dellas States House, Claro Celulars Stores, Quiznos First Baptist Church & Others

Wallace Design Collective, PC

Brad Thurman, PE, FSMPS, CPSM

Principal and CMO

123 N Martin Luther King Jr Blvd Tulsa, OK 74103

(918) 584-5858

Cell: (918) 633-3488

Fax: (918) 584-8689

brad.thurman@wallace.design www.wallace.design

Year established: 1981, Number of employees: 285

Retail: $10,300,000.00, Hospitality: $300,000.00

Restaurant: $2,000,000.00, Healthcare: $2,500,000.00

Multi-Housing: $5,500,000.00, Federal: N/A

Craft Brewery/Distillery: $30,000,000.00

Cannabis: N/A, Other: N/A

Total Billings from Jan-Dec 2023: $50,600,000.00

Commercial projects from Jan - Dec 2023: N/A

Specialize in: Retail, Restaurants, Shopping Centers, Office, Healthcare, Education, Multi-Housing Leading national clients: N/A

WD Partners

Mary Rea, Sr. Administrative Assistant

7007 Discovery Blvd Dublin, OH 43017

(614) 634-7000

Fax: (614) 634-7777

mary.rea@wdpartners.com

www.wdpartners.com

Year established: 1968, Number of employees: 466

Retail: $39,000,000.00, Hospitality: N/A

Restaurant: $17,800,000.00, Healthcare: $2,800,000.00

Multi-Housing: N/A, Federal: N/A, Craft Brewery/Distillery: N/A

Cannabis: N/A, Other: N/A

Total Billings from Jan-Dec 2023: $59,600,000.00

Commercial projects from Jan - Dec 2023: N/A

Specialize in: Retail, Restaurants, Shopping Centers, Healthcare Leading national clients: N/A

Woolpert Inc.

Libby Martin, Technical Writer 4454 Idea Center Blvd. Dayton, OH 45430

(800) 414-1045

Fax: (937) 461-0743

libby.martin@woolpert.com www.woolpert.com

Year established: 1911, Number of employees: 1919

Retail: $10,200,000.00, Hospitality: $4,900,000.00

Restaurant: N/A, Healthcare: N/A, Multi-Housing: $3,200,000.00, Federal: $12,400,000.00

Craft Brewery/Distillery: N/A, Cannabis: N/A

Other: $75,600,000.00

Total Billings from Jan-Dec 2023: $508,900,000.00

Commercial projects from Jan - Dec 2023: N/A

Specialize in: Retail, Restaurants, Hotel/Casinos, Shopping Centers, Office, Education, Multi-Housing, Federal Government, Commercial Interiors

Leading national clients: N/A

Shifting the narrative

Product design experts discuss today’s educational design trends

For the first time in decades, the design of learning spaces is changing. From the pandemic leading to a continuing exodus from public schools to the impact of AI on teaching, these spaces are shifting rapidly, and designers are thinking ahead on how to adapt to new needs.

At the forefront of this shift is an evolution in product design that emphasizes flexibility and functionality while adopting a homier hospitality/residential aesthetic that prioritizes the student experience.

Highlighting furniture, acoustics and textile product developments, product design experts from Carnegie, Kirei, and Allseating take a look at how product innovation can meet the needs of modern education environments.

Energy for happier building owners and more profitable builders

Learn more at propane.com/for-my-business

From commercial tankless water heaters and high-efficiency furnaces to kitchens, fire features, and standby generators, propane provides more profitable options for your next project. It provides reliable heating for bath and kitchen appliances with an energy that’s environmentally friendly and more affordable than electricity or fuel oil. Builders, architects, and remodelers across America count on propane to deliver best-in-class performance.

Designing Multi-Use Spaces in Education

By Ariana DiPierno, Senior Project Coordinator, Carnegie Design Services

The demand for flexibility in educational facilities has never been higher. Functionality in design planning is key, and when budgets are conservative, a creative design approach is a must. Multipurpose spaces allow for flexible use, accommodating a variety of activities and teaching methods, which are crucial in modern education where

teaching styles and student needs may change frequently.

K-12 schools often have limited space and resources, and this design practice allows them to optimize the use of available space by serving multiple functions, acting at different times as classrooms, assembly areas, recreational spaces or even

community centers outside of regular school hours.

To accommodate these multi-use spaces, designers are leaning into more durable, cleanable, and economical surfaces and textiles. This ensures that these flexible learning environments are built to withstand years of rigorous use and support facility needs without degrading in quality.

Carnegie’s Xorel Artform provides superior acoustic control for education spaces with the added benefit of bleach cleanability, easy install, beautiful designs and customization opportunities.

Where Your Vision Meets Our Expertise

Terrazzo is a handcrafted building material; its primary components are assembled on the construction site. For 100-years, the contractor members of the National Terrazzo and Mosaic Association have brought integrity and skill to countless installations. The NTMA has the expertise your project needs. Find specifications, information, color samples, contractor and supplier members at www.ntma.com or call 800-323-9736.

Designing Comfortable Education Spaces with a Hospitality Feel

By Michael DiTullo, Head of Product Innovation, Carnegie Acoustic Solutions

Over the past 20 years, educational facilities have taken on a hospitality flair as cafeterias morphed into high-end cafes and coffee houses, libraries took on lounge vibes, and dorms started feeling like premium hotels.

We will continue to see more of a residential influence in education that translates into smaller spaces that feel safer, more private, and more cozy. The focus on open

group spaces for collaboration may give way to an emphasis on nooks meant for one or two people to concentrate and focus as students desire to feel like they are more at home.

Dampening sound in these smaller, comfortable educational spaces is an important step in K-12 and university design. Students and faculty shouldn’t have to worry about disturbing the classroom next

door. With this in mind, acoustics shouldn’t compromise design. Great products can be high-performance, be made from sustainable materials, and have an iconic look.

Creating high-design education spaces is different from school to school and is dependent on the school’s needs. No matter the school, it’s important to embrace the space’s individuality.

Oregon State University Gladys Marine Building featuring Kirei’s Delta Geometry Tiles.

Increased Flexibility for Collaborative Environments

By Nick Gillissie, Owner/Principal, modus ID; Designer, Allseating’s RES

Student outcomes improve when they spend the majority of their time learning in person. This is the most compelling reason to continue to invest in higher education facilities. To maximize the impact of these investments, schools are creating multipurpose rooms that can easily be converted to the

varying needs of students and instructors. This calls for more mobile and adaptable seating solutions.

To date, there have been few appropriate seating options that meet the needs of education settings. For example, universities traditionally choose between

inappropriate furniture products developed for K-12 spaces or solutions designed for corporate spaces.

In these environments, more flexible and nimble seating options are required to augment the experience of active learning, in which students apply

RES, Allseating’s new modern and adaptable seating solution designed in partnership with Modus ID in a student library.

knowledge and problem-solving in small group settings as opposed to traditional, lecture-based formats.

Overall, the worldwide experiment of remote learning presented in 2020 has confirmed an important lesson. Active learning, not only the acquisition but the application of knowledge, is a delicate

interaction that does not translate as well to remote education formats.

Students desire collaboration, mentorship, and flexibility. As we are trying to bring students back, in a country where homeschooling has increased by 51 percent, it’s important to attract them back. The goal of designers is to encour-

age people to come together in physical spaces through design that draws them in.

As the world has shifted, education facilities will work to keep pace. Students will design the future of education, and designers have to work in tandem to fit their specific needs. CCR

A university classroom.

How do interior designers and architects get information about YOUR products?

Two new free reports answer these important questions.

You can find answers to these and other important questions to help you market your products in construction and renovation from one of the leading B2B research firms in the country. Just spend some time at www.a-i-m.com. Then call 847-358-8558 for a confidential conversation with Jim Nowakowski, President.

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Let AIM help shed some light on what you’re doing.

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Powerful information on the design, construction and facilities operations in major commercial construction for your strategy development

Strengthening the bond

Six ways you can inject AI into your project management process

By Lucas Hayden

Artificial intelligence (AI) has played an important role in the construction industry for years, particularly in the design-build side of the business, where virtual tours, drone-enabled inspections and similar kinds of capabilities can be found in the tech toolbox at many firms.

Lately, however, that role has expanded as the range of AI-driven capabilities grows, as the large language models behind these capabilities learn, and as firms become more knowledgeable and comfortable with using these tools inside their business.

One of the areas where AI shows the most potential for delivering value to a firm is in the intricacies of managing a project throughout its lifecycle, from initial proposal, to preconstruction, right through to final delivery.

With its ability to surface insight to improve decision-making for both projects and pursuits, and to automate manual processes so project teams work more efficiently, freeing them to focus on the higher-value work that produces better outcomes for clients and owners, AI can be a true difference-maker for a construction firm.

AI-driven predictive modeling tools can give PMs an on-demand look at how every aspect of a project is tracking relative to specific timelines, budget line items and other KPIs.

Some AI capabilities your firm may already have in-house, likely as part of an enterprise resource planning (ERP), project management (PM), or customer relationship management (CRM) system. The key to maximizing the value of whatever AI capabilities you may already have or are considering adding to your firm’s tech toolbox is to apply them to use cases that align to your business goals and resolve a business issue for you or your clients.

But first you need to ensure you have a strong foundation in place. And that foundation starts with data. From my experience working with companies across the architecture, engineering, and construction (AEC) industries, the firms that tend to get the most bang for the buck from their AI investments are those whose data is fresh, trusted and readily accessible, not only to people but to the systems that use AI.

Making a Lasting Impact in Healthcare

Project: 40,000 sq ft Emergency Room Expansion

Congratulations to all who contributed to this important healthcare project.

Horton Automatics, a leading manufacturer of innovative pedestrian access solutions for the healthcare market, is proud to partner with so many accomplished professionals on this massive, award-winning renovation.

Thanks go to:

Facility: Lancaster General Hospital, Lancaster PA

Designer: Perkins + Will

Contractor: Benchmark Construction, LF Driscoll (joint venture)

Subcontractors: Zephyr Aluminum, Susquehanna Door Services

Access Solutions: Horton Automatics – provided 125 commercial doors to help accommodate the steady growth of patient, staff and visitor traffic. www.hortondoors.com

Beside a strong handle on your data, it also is important to have a clear plan for piloting AI within specific areas of your business.

Because the models behind AI depend on data to learn and yield insight, the fresher, more reliable your data is, the more value your AI capabilities are likely to produce.

Beside a strong handle on your data, it also is important to have a clear plan for piloting AI within specific areas of your business, with KPIs in place to measure and assess the results of those pilot initiatives. Then use those results to inform decisions about scaling your AI usage more broadly across the business.

With a strong foundation for AI in place, your firm can begin climbing the AI maturity curve, uncovering new business use cases for AI along the way.

Here are six compelling use cases for AI in the context of managing a construction project:

1 An elevated client experience from the outset with a superior, highly tailored proposal

By making a positive first impression with your proposals, you set the tone for a healthy working relationship with your clients and owners. AI helps in that regard, giving firms tools to ensure their bids track precisely to the nuanced requirements of each and every RFP.

Meanwhile, AI also can sharpen and streamline the processes behind proposal creation, with the ability to quickly cull content, and drop it into intelligent proposal templates (hopefully your firm has access to these within its CRM or proposal-generation solution), minimizing manual effort and ensuring consistency and accuracy.

What’s more, by identifying trends, patterns and correlations from past project data, AI can provide proposal teams with predictive insight into costs, resource requirements, expected profitability and other key performance indicators.

2 On-point estimating, minus the manual work

Estimating is another area where firms can put AI to work, with its ability to augment the takeoff process so it’s less manual, faster, and more accurate.

3 Simplified, smart resource management

Who among your labor resources (staff and contracted) are available and have the appropriate skill set for a particular project? How does resource

availability match with projects in the pipeline? What’s the likelihood of a labor squeeze?

AI-driven predictive capabilities not only can alert you to a potential labor shortage, they also can recommend optimal project team makeup based on an analysis of peoples’ skills, certifications, and performance.

Meanwhile, smart AI-driven tools also can automate resource scheduling with percent, frontload, mid-load, or backload logic. If your firm’s ERP system lacks

these tools, it could be worth switching to one that does.

4 Automating accounts receivable functions and other key finance & accounting processes

Using AI capabilities embedded within a modern ERP system, firms can automate AR collection processes to encourage steady cash flow, while also using AI-driven posting and reconciliation to keep close tabs on how projects are tracking financially.

5 Forecasting to give project managers clear, real-time insight into project progress

AI-driven predictive modeling tools can give PMs an on-demand look at how every aspect of a project is tracking relative to specific timelines, budget line items and other KPIs. Based on these forecasts, PMs can make better informed decisions about potential adjustments to resource scheduling, timelines, etc., to keep a project on track in terms of profitability and desired customer outcome.

6 Improved relationship tracking

For PMs and business development teams alike, relationships—and relationship awareness—play a pivotal role in new business pursuits. AI can help ensure that everyone in the company is on the same page by automatically scanning emails and other publicly available sources for up-todate contact information about prospects as well as existing clients, then updating the contact database accordingly.

This gives firms the most current contact information so they don’t miss out on opportunities, and also provides important

context to interactions with prospects. In my work with construction companies, this kind of awareness has literally helped win millions of dollars worth of business.

These handful of use cases for AI in a project management context only hint at AI’s vast potential value to a construction business. Firms that bring an explorer’s mindset to their adoption of AI, with a willingness to push boundaries, test new use cases, build on successes and learn from missteps, put themselves in a great position to consistently deliver projects that surpass expectations from both the firm and customer perspectives. CCR

Lucas Hayden is Senior Director of AEC Strategy for Unanet, a leading provider of project-based ERP and CRM solutions purpose-built for architecture, engineering, and construction firms, and government contractor. For more information, visit unanet.com.

ALSO COVERING LOCAL, STATE & REGIONAL PROJECTS AND FACILITIES

Creating safer futures

How Stellar overcame market challenges when building three Jacksonville fire stations

(Left to right) Scott Wright and Jim Childs, Stellar.

Creating safer futures

How Stellar overcame market challenges when building three Jacksonville fire stations

By Scott Wright

Population growth can signify a range of promising prospects for metropolitan areas, including economic opportunities, cultural diversity, innovation and increased community engagement.

In Florida, the Jacksonville metro area has experienced a substantial population increase—rising 5% from 2019 to 2021, according to a LendingTree analysis of US Census data—and that growth is only projected to continue.

To meet increased demand for fire services, the City of Jacksonville has invested millions of dollars into building and renovating at least nine fire stations over the next couple of years.

Building critical emergency services facilities

Jacksonville-based design-build firm Stellar was selected to provide construction management and design-build services on three of the Jacksonville Fire and Rescue Department (JFRD) projects: Fire Stations 64, 65 and 36. The new stations will help save lives by improving response times in some of the city’s busiest districts and providing relief to existing stations that receive hundreds of emergency and non-emergency calls daily.

Each facility is designed with a 9,700-square-foot footprint and boasts a range of features, including three fire engine bays, bunk rooms for up to 10 firefighters, a kitchen, fitness and locker rooms, and a parking lot for staff and visitors. The new fire stations also will house

Stellar’s project team navigated challenges with material scarcity, price escalation and long lead times as they emerged during the Fire Station 65’s construction, the first of the buildings to be constructed.

dispatch and communications rooms with specialized Fire Station Alerting System electronic equipment.

Given their direct impact on Jacksonville community members, timely completion was a top priority for Stellar on these critical projects. To meet JFRD’s expectations and keep the schedule moving forward in an ever-changing construction market, Stellar took added measures to minimize supply chain disruptions on-site

and ensure the projects were completed as quickly and efficiently as possible without ever sacrificing quality.

Managing a volatile supply chain

Supply chain issues exacerbated by the coronavirus pandemic have rattled the entire construction industry, and the JFRD projects were no exception. What would have typically been a relatively standard commercial

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construction project became a complex scenario, requiring out-of-the-box solutions to ensure the schedule remained on track when key building materials and electrical components were backordered.

Stellar’s project team navigated challenges with material scarcity, price escalation and long lead times as they emerged during the Fire Station 65’s construction, the first of the buildings to be constructed. When it came time to begin work on Fire Station 64, the Stellar team took added measures to mitigate risk of delays.

Stellar released the masonry and electrical gear packages prior to receiving an owner contract, hoping to get ahead of the long lead times that were anticipated for those key components.

Extensive subcontractor vetting

The scarcity of skilled workers in the construction industry is an ongoing concern, making it increasingly challenging to ensure that projects have enough qualified laborers on-site. According to a recent report from the Associated Builders and Contractors, the industry will need to bring in around 590,000 new workers in addition to their regular hiring efforts in 2023 to meet the workforce demands.

This shortage of skilled labor makes it even more important for construction companies to thoroughly vet subcontractors. Stellar’s due diligence in the process helped ensure the highest degree of safety and quality on the JFRD projects.

Stellar has an extensive process for verifying the qualifications, safety records, capabilities and financial strengths of its subcontractors. In addition to looking for compliance with specific certifications, the

design-build firm analyzes each subcontractor candidate’s work process and safety records, requiring a minimum of three years of quantifiable data.

Delivering exceptional results

Stellar’s commitment to delivering the highest quality projects has been central to expanding emergency services for Jacksonville residents. In addition, the eco-friendly design of the three fire

stations have achieved Florida Green Building Coalition certification, a key success in meeting the City of Jacksonville’s sustainability goals.

The new fire stations feature LED lighting, low volatile organic compound (VOC) materials, recycled materials, and

concrete and masonry recycling. “Throughout the entire construction phase, I felt as if the Stellar team had JFRD’s best interest at heart,” says Michael Lesniak, JFRD’s deputy operations chief. “I appreciate the partnership and willingness in bringing our concept from inception to fruition.”

These new facilities position local firefighters to respond to emergency situations faster than ever before, enabling Jacksonville’s population to safely continue on its growth trajectory. Fire station 65 and station 64 are both in operation, and station 63 broke ground in fall 2023. FC

Scott Wright is a project manager at Stellar, a fully integrated design, engineering, construction, refrigeration and mechanical services firm serving commercial, industrial and public sector markets across the U.S. and around the world. Learn more at stellar.net or call 800-488-2900.

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New tenants. New restaurants. A whole new look.

Inside the revitalization of Phoenix’s Park Central multi-use hub

The resurgence is on—and the City of Phoenix is feeling it. Thanks to Plaza Companies and Tucson’s Holualoa Companies, the Park Central revitalization is the talk of Phoenix. What was once the city’s first official large-scale shopping mall is transitioning into an expansive space.

Living. Working. Playing. Lodging. Educating. You name it and Park Central has it. With 500,000 square feet of Class A creative office and retail space available for tenants ranging from 3,500 square feet to more than 100,000 square feet, Park Central is turning heads.

The space includes exclusive tenant patios, on-site restaurants and amenities, a stunning mid-century modern design, 15- to 25-foot ceilings, convenient bike path and light rail access and ample parking.

To get an inside look at the project, we sat down with Sharon Harper, Chairman and CEO of Plaza Companies, one of the partners in Park Central.

Give us a snapshot of the project?

Plaza Companies and Holualoa Companies have teamed up to redevelop Park Central into a vibrant destination, which once was the city’s first official largescale shopping mall. The companies have transitioned the expansive space from a retail center to an over 2 million square-foot bustling community hub ideal for playing, working, congregating and celebrating the arts.

Park Central includes 500,000 square feet of Class A creative office and retail space available for lease with the ability to accommodate tenants ranging from 3,500

square feet to more than 100,000 square feet in size. It features exclusive tenant patios, on-site restaurants and amenities, a stunning mid-century modern design, 15- to 25-foot ceilings, convenient bike path, light rail access and ample parking.

It’s also one of the anchors of the newly designated Phoenix Medical Quarter, a hub of healthcare and innovation in the central city. The designation recognizes the influx of healthcare, bioscience and education into the midtown region in general and Park Central specifically, and along with the city’s other two Bioscience Hubs forming a “healthcare triangle” of research.

What type of consumers is it targeting?

Park Central’s original design as an outdoor regional mall provides a unique opportunity to utilize features that are attractive to today’s “new economy” office users. Large floor plates. High ceilings with a variety of fascinating exposed roof structures. Ground level indoor/outdoor work experiences. Authentic non-traditional office experiences. Exceptional design by local architect Richard Kennedy. A collaborative campus atmosphere. Abundant parking.

And, a life sciences boom is underway in midtown Phoenix, making healthcare

and bioscience among the fastest-growing industries in the greater Phoenix marketplace—and Park Central is at the heart of it.

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

The new Park Central combines its rich mid-century-modern history with a focus on technology, healthcare, innovation and design, including all the most sought-after features in today’s office and retail market.

With a nod toward its past and an eye toward the future, Park Central provides visitors and employees with easy access to ma-

jor nearby freeways—and more importantly, two light rail stations—close proximity to some of Phoenix’s hottest neighborhoods and housing, and all the benefits of being at the heart of Phoenix’s urban core.

Additionally, Park Central has hosted dozens of visual and performing arts events over the past few years as it has emerged as an arts hub in the community. Park Central is home to several major mural installations, including one at the project’s entrance and another on the south side of the Catalina parking structure. It also has a significant sculpture, The Sun Worshipper, on the western portion of the project.

The covered Arts Pavilion on the inside of the project hosts numerous performances and events and interior spaces are frequently used for galleries and exhibitions. And the Creighton University Health Sciences Building at Park Central is home to a significant, curated art collection with a focus on Arizona artists.

Give us a snapshot of today’s live-work-play sector from your perspective. Why have these types of development become so popular?

Mixed-use development is popular due to its efficiency in fostering vibrant

Park Central is writing the next chapter for central Phoenix, making the most of its ideal location in the heart of Phoenix to become a dynamic, revitalized mixed-use project.

communities. Combining residential, commercial and recreational spaces within a single project maximizes land use, promotes walkability, and reduces commute times. This integration addresses modern lifestyle preferences, offering convenience by bringing work, leisure, and living closer together.

What trends are defining the space?

The trend in mixed-use development aligns with sustainability goals, minimizing environmental impact through reduced transportation needs. Additionally, mixeduse developments contribute to economic resilience by diversifying revenue streams

and creating a sense of place that enhances social interaction. Overall, the appeal lies in the holistic approach to urban planning, enhancing both functionality and quality of life.

What’s the most defining part of the project?

Park Central’s redevelopment has been one of the most transformative projects ever seen in the central Phoenix area.

Not only has the Park Central team taken a dying shopping mall and revitalized it into a new economic engine for our community, but it has also had a significantly positive impact on the central city’s overall growth and revitalization especially with the new designation of the Phoenix Medical Quarter.

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

Park Central was designed to promote walkability, be bike-friendly and feature indoor-outdoor work spaces and open-air environments. It is designed to celebrate outdoor spaces, be mass-transit friendly and accessible and serve as a healthy gathering place for the community that embraces the arts as a core part of the property.

Project features include a public splash pad, an outdoor arts pavilion that hosts a variety of special events, and connection with the City of Phoenix’s park system.

Take us through your construction and design strategy.

The Park Central team took the original, 500,000 square feet of mid-century-modern buildings and completely stripped back and renovated them, exposing their original design and maximizing features such as large floor plates, high ceilings with a variety of open and exposed roof structures and the ability to create non-traditional work spaces.

It was a complete rethinking of these buildings—built originally in 1957 as Arizona’s first shopping mall—to convert

them into modern Class A office space along with the retail and restaurants facing Central Avenue. This was accompanied by approximately 1 million square feet of new ground-up development.

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

Construction pricing and the availability of labor are the two biggest current issues. We are working to lessen the burden of some of these challenges by developing a workforce training program in partnership with the City of Phoenix, South Mountain Community College and Layton Construction to provide an onsite work experience opportunity with the construction of our hotels.

Park Central will likely see additional bioscience and education related projects as part of this bioscience hub. And, the project will continue to keep a focus on arts and culture to ensure it is a vital part of the overall community.

What’s

the secret to creating a live-work-play community in today’s competitive landscape?

The key lies in integrated design, fostering a vibrant mix of residential, commercial, and recreational spaces. Prioritize walkability, sustainability, and technology integration while offering diverse housing options. Cultivate community engagement through events, local businesses, and shared spaces. Collaboration with local stakeholders, at-

Park Central was designed to promote walkability, be bike-friendly and feature indoor-outdoor work spaces and open-air environments.

Talk about sustainability. What are you doing?

Park Central features green building practices that include capture of rainwater for reuse in the project in order to reduce overall water use. It also boasts electric car charging, energy efficient design upgrades and efficient use of turf to preserve water. And its proximity to mass transit, walking and biking features lessen its overall environmental footprint.

What type of opportunities do you see moving ahead?

The next phases are to be determined based on market demand. Future development will likely include additional housing, an entertainment venue, a high-rise office building, and a world-class Bioscience Institute as part of Park Central’s designation as part of the Phoenix Medical Quarter.

tention to safety and adaptability to evolving trends ensures a thriving, inclusive and interconnected live-work-play community in the competitive modern landscape.

Tell us what makes your brand so unique?

Park Central is writing the next chapter for central Phoenix, making the most of its ideal location in the heart of Phoenix to become a dynamic, revitalized mixed-use project. We also wanted to preserve the history at Park Central and nearly all the mall’s original buildings still stand, and most have only cosmetic changes and have been repurposed into exceptional, modern office and retail space.

And the mid-century-modern style of the past meant that the buildings were constructed with some extraordinary architectural features, ones that will be at the center of the revitalized property.

One-on-One with... Plaza Companies’ Sharon Harper

Describe a typical day.

First off, I start the day making my bed. To paraphrase Admiral McRaven, making your bed means that no matter what happens the rest of the day, you’ve already accomplished one thing that prepares you to move forward.

I love connecting with my partners, my tenants, my investors, my colleagues, leaders such as our elected officials, and my friends all the time. I love connecting about our projects, successes and challenges, and I appreciate the need for levity and humor every day. I love to laugh with others. Nothing is better or more exciting than close connectivity and finding ways to stay on top of everything.

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

It would have to be the ongoing success of Park Central. The redevelopment of an old retail mall after years of failed attempts seemed like a daunting challenge. But thanks to a big vision and a strong partnership between Holualoa Companies and Plaza Companies, Park Central has proven to be one of the most noteworthy projects we’ve seen in Phoenix. We proved how a municipal, university and private partnership could work collectively to transform the heart of the community.

What was the best advice you ever received?

I have been greatly influenced by admirable people, including my parents and my husband. Having someone who unconditionally believed in me is incredibly empowering. I thank my parents for that from my early years, and thank my husband for that constantly. Believing in others is empowerment. I think I carry this forward every day, with my family, my company members, and those with whom I interact daily. It is a great gift to be able to truly empower others.

What's the best thing a client ever said to you?

It’s hard to pick one thing. My career has been built on incredible relationships, which gives me a great sense of accomplishment and of pride. It has been an honor for my company and I to have the trust of the leaders of the most important institutions and organizations in Arizona—starting with our past and present Governor, the President and leadership of ASU, Creighton University, TGen,

the Virginia G. piper Charitable Trust, Banner Health, Dignity Health, Barrow Neurological Institute, GPEC, GPL, our sports teams’ leadership, our non-profit leadership, our investor partners such as Holualoa Companies, Hyatt, Vi Living, Mather LifeWays, and many individuals and Family Offices.

A true and long-term partnership is built on trust, ethics and 110% dependability and accountability—and a sharing of success and, sometimes, setbacks.

Stellar is a fully integrated design, engineering, construction, refrigeration, and mechanical services firm serving commercial, industrial, and public sector markets across the United States.

In addition to its headquarters in Jacksonville, Florida, Stellar operates support locations throughout the United States.

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The Voice of Craft Brands

How Von Ebert Brewing is turning the Portland, Oregan craft beer scene into a ‘must-visit’ location It’s a hops thing

Sam Pecoraro, Brewmaster

It’s a hops thing

How Von Ebert Brewing is turning the Portland, Oregan craft beer scene into a ‘must-visit’ location

Story by Michael J. Pallerino

After studying finance at Purdue, Tom Cook returned home to Washington to work with his father, Tom Sr. At the time, his father was one of the largest franchisees of Taco Bells and Buffalo Wild Wings (and others). In 2018, the two joined forces in another venture, a brewpub they called Von Ebert Brewing in Portland, Oregon.

The Von Ebert name, which loosely translates to “House of Ebert,” or, in full English, “House of the Boar” comes from his maternal grandmother, who came to the US from Germany. As the Cooks will tell you, the name celebrates her tenacity and honors their heritage, one that is dedicated to living life full boar every day.

Von Ebert, the brewery, is a testament to the award-winning craft beers and enticing menu it offers to its customers and community. The craft selection is centered on creating an all-around world-class brewery—one that features lots of different beers.

We sat down with founder and co-owner Tom S. Cook; Brewmaster Sam Pecoraro; Director of Brand Strategy Joe Janaszek; and Digital Marketing Coordinator Sydney Jones.

Von Ebert Brewing team

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

Sam Pecoraro: In the past several years, the craft beer market in the US has been met with adversity from multiple angles. Increased costs from raw materials, packaging, freight and general inflation have combined with changing consumer preferences and a decrease in market share.

Attention to detail and strong partnerships are vital today, in addition to a shift toward meeting the consumer at their preferred point of purchase. With national craft draft sales continuing to be 30% lower than years past, meeting those

changing demands is more essential than ever.

For Von Ebert, that means offering new packaging formats in more stores, in more territories, with exciting new products.

What trends are defining the space?

Pecoraro: Big picture, consumers are drinking less beer and are moving away from bars and restaurants. In addition to package products being the go-to consumer purchase, there’s more options on shelves than ever in grocery and convenience stores, including many beer alternatives.

More narrowly, the slow tide of craft lager beer continues to rise. At Von Ebert, German-inspired Pilsners and seasonal lagers continue to comprise a large portion of our beer calendar and annual barrelage.

What’s your story from a brand perspective? Walk us through your branding strategy.

Tom Cook: Von Ebert Brewing is named after the family matriarch lovingly referred to as “Grandma Ebert.” The quintessential immigrant story, Grandma Ebert came to America from Germany via Ellis Island and relied on her grit and determination to

create a successful life for her family here in the states.

In that vein, the brewery has displayed those same traits and gained success through numerous medals. We live life full boar every day, paying homage to our heritage with German-inspired lagers and menu items as well as a fun, welcoming atmosphere that would make our ancestors proud.

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

Sydney Jones: One of our foremost challenges in the craft beer industry is navigating the increasingly competitive landscape. With more breweries entering the market, standing out becomes paramount. We’re constantly innovating our marketing strategies and emphasizing our commitment to

quality to maintain our position and connect with consumers amidst the abundance of options.

Additionally, ensuring our products are effectively distributed and showcased amid the growing number of choices is an ongoing focus to sustain our growth and reach.

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

Jones: The secret to crafting a compelling branding story lies in authenticity and connection. Our story is rooted in our passion for brewing exceptional beer and our commitment to community.

By sharing our journey, values and dedication to quality, we invite consumers to join us on our brewing adventure and to live full boar. Through genuine storytelling and meaningful

experiences, we create a bond with our audience that goes beyond beer— fostering loyalty and connection.

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

Jones: I’d say the key for craft beer brands in marketing is authenticity. It’s all about sharing the genuine story behind the brand, from its origins to the passion of the brewers and the unique brewing techniques used. By staying true to their roots and highlighting what sets them apart, craft beer brands can really connect with consumers and build a loyal following.

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

Tom S Cook: Moving into a facility that allows us to go from 4,000

barrels a year to 20,000 barrels is a game changer. We’re adding 12 ounce cans of our award winning beer and meeting guests where they are drinking more and more, which is at home. We still have a ton of opportunity on premise, but off premise, we believe we have just scratched the surface and that is a big opportunity for us as we move forward.

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

Cook: Making more world class beer and getting it into placements. Right now, we are shorting our distributors on almost every order and we need to meet that demand and expand our footprint, which the new brewery will afford us that opportunity. I think the other biggest item is maintaining our quality, while we scale up.

We all know that you are one bad beer from losing your reputation and we just can’t afford to make bad beer. So far, our test brews have gone extremely well, but we have to continue to stay on top of it.

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

Joe Janaszek: We are designing the inside to have a cozy and rustic aesthetic with wood features and a full bar. On the outside, we are overhauling the patio space, adding fire pits, and getting ready to make Von Ebert Cook St. a great summer destination.

What are some of the adjustments you made with/to your business model heading into 2024?

Pecoraro: Von Ebert closed on a new 14,000 sq. ft. space in the

Catching up with...

Mississippi Avenue neighborhood of Portland, where we are currently building a facility capable of increasing our annual barrelage from 4,000 to 20,000 barrels.

Reaching consumers where they want to drink our beer wasn’t feasible at our current size and the increase in capacity will allow us to increase our purchasing power, own our means of packaging and match market demand.

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

Janaszek: Craft brewing is a very competitive space to be in and constantly keeping up with trends in the marketplace, creating an awesome culture among our staff and creating a welcoming environment in each location is absolutely crucial to our continued success.

The Von Ebert Brewing team

What’s the most rewarding part of your job?

Joe Janaszek: We are fortunate to be in an industry filled with collaboration, creativity and celebration. Getting to spend my time with amazing people who are all focused on creating a great brand is by far the most rewarding part of my job.

What was the best advice you ever received?

Sam Pecoraro: A high school track coach gave me this advice on coaching, but it applies to all fields and has stuck with me since: No plan is perfect, but most plans are better than not having one.

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

Tom S Cook: There is a great beer writer named Andre Meunier who covers beer in Oregon for the Oregonian and back in 2019 he told me that Volatile Substance (our now flagship IPA) was one of the best he has ever drank and made it his “Oregon Beer of the Year” in 2019. Volatile went on to win quite a few awards including Gold at GABF for American IPA. We were only about a year old when he said that and as a young, nervous brewery trying to find what works (including

what IPA we should run with), it was very reassuring and really meant a lot to have someone like Andre say that to us. Today, we are very proud of Volatile and I think Andre gave us the push to make Volatile our flagship IPA

What is your favorite brand story?

Sydney Jones: The story of Airbnb is a fascinating one to me, rooted in the idea of turning spare rooms into income opportunities and fostering connections between people around the world.

In 2007, two roommates struggling to pay rent in San Francisco, came up with the idea of renting out air mattresses in their living room to attendees of a local conference. They produced a simple website and soon after, it had expanded into what would become Airbnb. As it grew, it transformed the travel industry, offering a more personalized alternative to traditional hotels.

Beyond business success, Airbnb also has embraced social responsibility and cultural exchange. Overall, the story of Airbnb embodies innovation, entrepreneurship and the power of human connection, which I think all brands should strive to have.

Changing the game

How women are helping reshape today’s commercial construction industry

By Eda Erol

In the dynamic realm of construction, where the clang of hammers and the whirr of machinery compose a symphony of progress, women are increasingly carving out their niche, reshaping the landscape of an industry historically dominated by men.

As outdated gender stereotypes fade away, women are putting on hard hats and using blueprints to play crucial roles in shaping the future. This transformative journey is not without its challenges, yet the stories of triumph and innovation echo through the scaffolds, signaling a shift toward a more diverse and empowered construction sector.

In the tapestry of the construction industry, women are making their mark with skill and determination. The state of the women's construction sector today reflects a landscape that is evolving, with increasing recognition of the contributions women make to every facet of the built environment. From project management to architectural design, women are leaving an indelible mark on construction sites worldwide.

Breaking into the construction industry can be akin to navigating a labyrinth, yet the journey is worth the reward. The once male-dominated gates are now swinging open, welcoming women armed with passion, education, and a desire to construct not just buildings but a more inclusive future.

Exploring avenues to break into the industry involves a blend of education, networking, and showcasing skills, with mentorship playing a crucial role in guiding aspiring women through the intricacies of construction careers.

In the expansive field of construction, finding good mentors is like discovering hidden treasures. Seasoned professionals who have weathered the storms of the industry

can provide invaluable insights, offer guidance on navigating challenges, and impart wisdom that textbooks often omit. Establishing a mentor-mentee relationship is not just a one-way street; it is a symbiotic exchange that fosters growth, empowerment, and a sense of community.

Partnerships in construction extend beyond steel beams and concrete slabs. Building successful collaborations involves a delicate dance of communication, trust, and shared goals. Women in construction are increasingly taking the lead in forming partnerships that go beyond the construction site, reaching into communities and advocating for sustainable practices.

The art of constructing partnerships is not just about erecting structures; it's about building bridges that connect people, ideas, and opportunities.

Amidst the blueprint-laden desks and construction sites, success stories of women in construction shine as beacons of inspiration. From groundbreaking projects to initiatives that redefine industry standards, these stories illustrate the immense potential

and capability of women in the construction sector. Each success story is a testament to perseverance, innovation, and the ability to thrive in an environment where diversity is both the challenge and the solution.

Having a seat at the table is not just a symbolic gesture; it is a transformative act that shapes the narrative of the construction industry. Women professionals in construction are no longer content with being bystanders; they demand a voice in decision-making, policy-setting, and project execution. Inclusion is not just a moral imperative; it is a strategic advantage that brings diverse perspectives to the table, fostering innovation and resilience in an ever-evolving industry.

The construction landscape, while evolving, is not without hurdles. Women in construction face challenges ranging from gender bias to unequal opportunities. Addressing these obstacles requires a collective effort from industry leaders, policymakers and individuals alike. Recognizing and dismantling barriers is the first step toward a more equitable construction sector where talent and competence prevail over gender norms.

The narrative of women in construction is a tale of resilience, innovation, and transformation. As women break barriers, construct partnerships, and celebrate successes, the construction industry is witnessing a shift towards a more inclusive and dynamic future. The stories of women in construction today not only inspire but also serve as blueprints for a future where diversity is the cornerstone of progress.

As the construction cranes reach for the sky, so do the aspirations of women in construction, constructing not just buildings but a legacy of empowerment and change. CCR

Eda Erol is founder and CEO of Poliark, an architecture and environmental technologies company that uses AI to build models for sustainable/green buildings.

Eda Erol

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Why I keep moving forward

Now that Q1 is over and we are halfway through Q2, it’s time to reflect on what an amazing year it has been. There is never a dull moment. Every day has an influence on what the future will be for you, and whether you are prepared to handle what life throws at you.

As I look at my nearly 61 years of being alive, it has been an amazing ride. For better or for worse, I have learned from both. I really don’t remember much from my bouncing baby boy stage, but believe it or not, I remember some early childhood accomplishments. There was learning how to walk, skate, ride horses, ride a bicycle and motorcycle, snow skiing, skateboarding, surfing, sailing yelling “Starboard”, all-around athlete from hockey to lacrosse, and the list goes on. There are many happy thoughts. And then there are those not so happy moments. Knocking my teeth out in a bicycle accident, several broken noses, two ACL replacements, broken ribs, fingers, getting beaten up down at John Jay Park by a pack of bigger kids, funerals for multiple family members, especially my father on Jan. 7, 1978, while he was coming to see me play hockey against my rival The Hill School on foggy Saturday morning in Pottstown Pennsylvania. That day was the turning point

in my life at just 14. Sure, I was Bar Mitzva’d the year before and became a man, but in reality, becoming a real man was up to me and no one else.

Many tried to assist, but it was me against the world. I didn’t like losing, had a chip on my shoulder and thought I knew everything. I ran with a rough crowd, got a fake ID down on 42nd street in NYC to buy booze and get into bars when the legal drinking age was only 18, gambled and partied with the best of them.

To be honest, as I look back, I am not sure why I didn’t end up in jail.

But even with all that negative energy going on, I kept moving forward and, as I got older, little by little, I grew up and began to rid myself of the demons haunting me and tried my best to become a better David Corson.

So, as I turn 61 years old next month, I am standing proudly as a mature adult who has seen both the good and bad. A loving father, husband, entrepreneur, athlete and a winner. There is no room in my mindset for negativity, as it is cancer for prosperity and the remainder of your life. What you make of it is up to you. Mindset matters and is everything to have a fulfilled life.

I wouldn’t change a thing as everything I experienced made me who I am today. No one is perfect; everyone has skeletons in their closet.

Truth is, if you are not making mistakes and learning from them, you really are not living and pushing yourself to the limit to improve every day. The day I stop learning is the day I should stop and go do something else.

So, as I have changed my mindset to positive thoughts only, my life has improved immensely. Every day, I get up early, make my bed, put on a winning smile that showcases my positive attitude and do my best. That way, when I look at myself in the mirror every night I know I gave it my all.

Then, I catch some sleep to get ready to do it all over again the next day. I look at the scoreboard regardless if it has a win or a loss, assess the outcome, tweak and take what I have learned and improve each day I have left. Life is short, you can’t get time back so might as well go through life with a smile and have fun and laugh. It just makes you feel good inside and out about yourself.

To everyone out there reading my thoughts, live your life to the fullest. Enjoy your time as before you know it, your time will be up.

So, here’s to prosperity to all for the remainder of 2024. Make the best use of your time, have good health, safe travels and, as always, “Keep the Faith.”

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